This case is about Walmart’s launch of Love, Earth—a one billion dollar line of sustainable jewellery—told from the perspective of an NGO activist. Perhaps uniquely among CSR cases to date, it offers instructors the opportunity to explore strategic CSR by a large MNC from the perspective of the firm and the NGO activists.

This case is about Walmart’s launch of Love, Earth—a one billion dollar line of sustainable jewellery—told from the perspective of an NGO activist. Perhaps uniquely among CSR cases to date, it offers instructors the opportunity to explore strategic CSR by a large MNC from the perspective of the firm and the NGO activists.

This case tells the story of Bank of America, a single cog in the financial machine that survived a major crisis in 2008, though its repercussions continue to be felt in the industry and in the global economy more generally. The mechanics of the financial crisis are examined as well as the part played by Bank of America and Merrill Lynch.

As part of an effort to radically transform the company, Wal-Mart’s leaders undertake a number of sustainability initiatives, in particular the creation of a sustainable products index. If successful, the index will enable consumers to gauge the environmental impact of the products they decide to buy.

In 2003, Unilever and Oxfam embarked on a groundbreaking “learning project” designed to better understand the impacts of business on poverty. Developing countries were seen as an essential component of Unilever’s corporate strategy, with developing and emerging markets forecast to account for 90% of the world’s population by 2010.

In 2005, Unilever and Oxfam reported on their collaboration to understand the impacts of business on poverty, based on a study of Unilever Indonesia (UI). Case B identifies the key learning from the project both in this respect and in what the two organizations learnt from each other.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.

The case series illustrates the decision-making process and the negotiation complexities of a leveraged buy-out proposal made by Italtel management to their holding company, Telecom Italia.