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• Case | HBS Case Collection | March 2018 (Revised October 2019)

  Yo-Yo Ma and Silkroad

  Rohit Deshpandé, Paul A. Gompers and Scott Duke Kominers

  Silkroad—a cross-cultural music collaboration that world-famous cellist Yo-Yo Ma had spearheaded since 1998, was preparing to celebrate its 20th anniversary. In parallel, Ma was stepping back from his role as the organization’s Artistic Director. Silkroad had come of age, gaining international recognition for its uniquely global music, which blended musical traditions from across the world—especially Asia, the Middle East, Europe, and America. The Ensemble had also forged strong partnerships with universities, local governments, and civic groups and developed an array of outreach programs to help people understand and express themselves through music. Ma was confident that there could be no better time to hand over leadership. But the transition was bittersweet: He felt a deep personal connection both to the Ensemble as a whole and to every one of its performers and staff members. And he wondered how reducing his involvement would affect the organization’s sustainability.

  Keywords: Managing diverse teams; Leadership transitions; Global innovation; nonprofit organizations; music; Cultural Entrepreneurship; Nonprofit Organizations; Music Entertainment; Leadership; Transition;

  Citation:

  Deshpandé, Rohit, Paul A. Gompers, and Scott Duke Kominers. "Yo-Yo Ma and Silkroad." Harvard Business School Case 818-110, March 2018. (Revised October 2019.)  View Details

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• Case | HBS Case Collection | January 2015 (Revised July 2019)

  Rebranding Godiva: The Yıldız Strategy

  Rohit Deshpande and Esel Çekin

  This case concerns Yıldız Holding’s acquisition of Godiva Chocolatier from its previous owner, Campbell Soup, and its salient strategy in preserving Godiva’s “made in Belgian” brand position. Provenance Paradox, a problem faced by companies in emerging countries trying to establish their brands in developed markets, had not become a problem for Yıldız Holding. The chairman Murat Ülker asked the Godiva management to execute a highly ambitious plan of making the brand widely-available at supermarkets, drug stores and mass channels in the U.S. market. How was the Godiva brand affected by the change in its marketing strategy? How was the execution different in international markets vs. the U.S. market?

  Keywords: branding; internationalization; provenance paradox; Acquisitions; positioning; innovation; customer-centricity; Brands and Branding; Marketing Strategy; Emerging Markets; Product Positioning; Change Management; Innovation and Management; Customer Focus and Relationships; Food and Beverage Industry; North America; Turkey; Japan;

  Citation:

  Deshpande, Rohit, and Esel Çekin. "Rebranding Godiva: The Yıldız Strategy." Harvard Business School Case 515-059, January 2015. (Revised July 2019.)  View Details

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• Teaching Note | HBS Case Collection | May 2019

  The Dubai International Film Festival

  Rohit Deshpandé and Nathaniel Schwalb

  Teaching Note for HBS No. 517-110.

  Citation:

  Deshpandé, Rohit, and Nathaniel Schwalb. "The Dubai International Film Festival." Harvard Business School Teaching Note 519-084, May 2019.  View Details

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