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• Case | HBS Case Collection | September 2018 (Revised January 2020)

  Apple Pay and Mobile Payments in Australia (A)

  Feng Zhu, Susan Athey and David Lane

  In summer 2016, four of Australia’s top five banks petitioned regulators for permission to bargain collectively with Apple over the terms under which they would support its digital wallet, Apple Pay. They argued that doing so would force concessions from Apple that would improve market competitiveness, consumer choice, price transparency, and transaction security for all mobile payments in Australia. The banks stood to benefit as well. If they succeeded in their primary aim of opening the contactless payment functionality of Apple’s devices to their own digital wallets—something Apple had thus far refused in any market it had entered—the banks could retain customer relationships that Apple Pay threatened to usurp and limit Apple’s free-riding on the contactless payment infrastructure the banks had just spent several years building.

  Keywords: payment methods; mobile payment; digital platforms; Apple; Banks and Banking; Cooperation; Problems and Challenges; Policy; Banking Industry; Australia;

  Citation:

  Zhu, Feng, Susan Athey, and David Lane. "Apple Pay and Mobile Payments in Australia (A)." Harvard Business School Case 619-010, September 2018. (Revised January 2020.)  View Details

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• Supplement | HBS Case Collection | September 2018 (Revised January 2020)

  Apple Pay and Mobile Payments in Australia (B)

  Feng Zhu, Susan Athey and David Lane

  Supplements the (A) case.

  Keywords: payment methods; mobile payment; digital platforms; Apple; Banks and Banking; Cooperation; Problems and Challenges; Policy; Banking Industry; Australia;

  Citation:

  Zhu, Feng, Susan Athey, and David Lane. "Apple Pay and Mobile Payments in Australia (B)." Harvard Business School Supplement 619-011, September 2018. (Revised January 2020.)  View Details

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• Case | HBS Case Collection | March 2011 (Revised December 2019)

  Wealth Management Crisis at UBS (A)

  Paul M. Healy, George Serafeim and David Lane

  The case describes the challenges that UBS faced as a result of the U.S. Department of Justice (DOJ) investigation for tax fraud, that claimed that UBS had helped some 52,000 U.S. residents hide billions of dollars in untaxed assets in secret Swiss accounts between 2000 and 2007, depriving the U.S. Treasury of hundreds of millions of dollars in taxes. Why did this happen inside UBS? What were the incentives and the corporate governance failures that led to these events? How should the board of directors of UBS respond to the requests of the tax and regulatory authorities?

  Keywords: fraud; regulatory enforcement; Reputation incentives; crony capitalism; tax havens; legitimacy; multinational; strategic change; incentives; transparency; financial services; Taxation; Crime and Corruption; Global Range; Asset Management; Ethics; Problems and Challenges; Governing Rules, Regulations, and Reforms; Corporate Governance; Financial Services Industry; United States; Switzerland;

  Citation:

  Healy, Paul M., George Serafeim, and David Lane. "Wealth Management Crisis at UBS (A)." Harvard Business School Case 111-082, March 2011. (Revised December 2019.)  View Details

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