This case study features ProsFit, a European start-up company founded in 2013 that used breakthrough technology - Computer Aided Design (CAD) and 3D printing - to transform the way in which sockets for prosthetic limbs are produced. It promised to reduce fitting times considerably, improve comfort and cut production costs, helping to meet growing demand. Companies were registered in Bulgaria and in the UK. Proof of concept was established in April 2014, and ethics approval in the UK was granted. Two successful rounds of fundraising were completed at the time of publication of this case study in late 2015, and there were seven employees. It is a family firm, having been co-founded by father-and-son team Alan and Chris Hutchison. The latter is a double amputee and user of prosthetic limbs. Alan Hutchison is an experienced business developer, with a degree in Engineering Science from the University of Oxford. The decision to start the company stemmed from concern about the pain and discomfort Chris was experiencing with a prosthetic limb fitted traditionally as well as the lengthy time-to-comfort of the fitting process. Software scanning and 3D printing technology replaced the artisanal approach used for sculpting sockets. The company was set up to be both commercial and philanthropic, using profits from developed countries to subsidize sockets in developing nations. First invoices were issued in 2015. The founders estimated they had an18- to 24-month first-mover advantage from mid-2015.

Hain Celestial manufactured natural and organic food and personal care products to be sold to retailers of these products. The company had grown successfully and profitably through acquisitions and organically for two decades. In late 2015, Hain faced challenges on several fronts. First, new consumers were interested in these products and these consumers had characteristics different from those of historical consumers in the segment. Second, the natural and organic market segment had been growing faster than the conventional market overall and was expected to continue to do so. This had caused large conventional manufacturers to enter this space increasing the level of competition for Hain. Third, this segment growth was also attracting a wider range of retailers wanting to sell these products and some of these retailers were introducing their own natural and organic brands.

Haw Par Corporation's healthcare division produces Tiger Balm, the external analgesic rub that has gained global popularity. Despite delivering strong results, the division remains dependent on Asian markets, which poses challenges with regard to low affordability, weak protection of intellectual property and aggressive competition. To achieve sustained growth, the company's executive director is considering several alternatives: geographic expansion, by entering more markets; product expansion, through deeper penetration of existing markets with new products; and extending the brand into the highly competitive wellness space. He also needs to decide whether the division should pursue organic or inorganic growth.

Given an interest rate, readers will learn to calculate the present value of a sum to be received in the future or, alternatively, the future value of a sum invested today. The reading covers compounding and discounting, the two types of calculations used to determine the future and present value of money. It concludes with more complicated calculations drawn from real-world examples, and a brief discussion of how the formulas in the reading relate to pre-programmed Excel functions. The reading includes eight interactive illustrations: "Time Value of $100 Cash" shows the value of $100 compounded or discounted over 1-, 2-, and 3-year periods; "Calculating the Present Value of Multiple Cash Flows" is an animated presentation of present value calculations involving multiple (equal) cash flows and multiple periods; "Present or Future Value of Multiple Cash Flows" covers multiple (equal) cash flows and multiple periods, and allows readers to choose whether to compute present values or future values and observe the results; "Time Value of $100 with Compounding Frequencies" allows the reader to observe the impact of varying the interest rate and compounding frequency on the present or future value of $100; "Effect of Compounding Frequency" visually illustrates the economic impact of compounding frequency on future value; "Mortgage as an Annuity" is a mortgage calculator which allows the reader to set the APR and mortgage term and see how each affects the monthly payment as well as the split between principal and interest over time; "Present Value of Perpetuities and Annuities by Term" illustrates the changing relationship between a perpetuity and annuities (which share the same annual payment stream but differ in their term lengths) as interest rates change; "Practice Questions for Time Value of Money" is a self-study tool which enables readers to check their comprehension.

Haw Par Corporation’s healthcare division produces Tiger Balm, the external analgesic rub that has gained global popularity. Despite delivering strong results, the division remains dependent on Asian markets, which poses challenges with regard to low affordability, weak protection of intellectual property and aggressive competition. To achieve sustained growth, the company’s executive director is considering several alternatives: geographic expansion, by entering more markets; product expansion, through deeper penetration of existing markets with new products; and extending the brand into the highly competitive wellness space. He also needs to decide whether the division should pursue organic or inorganic growth.

In 2013, Oxigen Services India Pvt. Ltd. launched a money transfer service integrated with the infrastructure of the National Payment Corporation of India. The Oxigen Wallet, India’s first non-bank wallet, allowed instant money transfers to and from any bank account over an extensive ecosystem, with a large retail presence across India using point-of-sale terminals. Oxigen was a major provider of bill payment and merchant payment services, with complete interoperability between mobile wallets and bank accounts. But newer mobile wallet players were focused on alternative strategies, and were showing rapid growth in the number of subscribers thanks to innovative services, extensive sales promotions, and varied marketing initiatives. Oxigen wanted to be sure that it was using the capabilities of the ecosystem effectively within the context of changing market dynamics. Should Oxigen continue to invest significantly in ecosystem development, as it had been doing, or focus instead on a sales-and-promotion-driven growth strategy? In the changing market, what were Oxigen’s best options for success?

Betaspring was a mentorship-driven startup accelerator program for technology and design entrepreneurs. Founded in Rhode Island in 2009, it was one of the highest-ranked and longest-operating accelerators in the United States and was notable for being headquartered outside Silicon Valley. However, debate had emerged about the value provided by accelerators, and in August 2014 Betaspring faced two crucial strategic questions. Had a bubble emerged in the accelerator industry? If so, should Betaspring change its business model in order to survive a potential industry shakeout?

Today’s business leaders are scrutinized like never before, and not just for their ability to lead organizations to financial success. The pressure is on for CEOs to adhere to accepted values. Thanks to social media, leadership behaviour is constantly monitored by a public ready to share news of transgressions. As a result, the price for departing from expected behaviour is steep for both leaders and organizations. But does following the standard of what is considered good as a CEO really lead to sustainable business with higher profits? Or do nice people finish last? <br><br> This article explores these questions by looking back in time and highlighting the findings of a study that examined the impact of ethical leadership on the kingdom of Judah. After using a common ethical standard to review 19 kings between 931 BC and 586 BC, it was posited that organizations with ethical senior management have better long-term performance. Modern examples of how senior executives influence their organizations support this conclusion. As a result, firms should seek leaders who demonstrate normatively acceptable conduct. That means leaders who are concerned with how numbers are achieved as well as the organization’s impact on employees and the environment. It means leaders who are credible and possess leadership character. And it means leaders who ensure that subordinates follow their example. For organizations that do this, ethical leadership will likely result in a scandal-free reputation, increased morale, job satisfaction and performance — and a positive bottom line.

Stories abound about situations where individuals and groups that went on to great performance levels were passed over (or nearly overlooked) in the early stages of their careers. Talent isn’t always easy to recognize early on, and the challenges in distinguishing potential from performance aren’t new. However, the increasing pace of change in most industries coupled with alternative opportunities from competing organizations means that most firms can’t afford to overlook emerging talent as much as in the past. Spotting future leaders “early” means spotting them in their initial jobs and roles. This means looking for signs of potential that do not necessarily correlate with current performance metrics. Since leadership potential isn’t always embedded in early jobs and roles where it can be easily demonstrated, we need processes to spot the “glimmers” of potential that manifest themselves in less-than-systematic ways. We also need systems that help organizations sort out those glimmers from the day-to-day noise. All cases will be somewhat different, and talent spotting probably leans more toward an art than a science. The point isn’t to be 100 per cent accurate, but to leverage more critical development time by looking for serious leadership potential while it’s in the glimmer stage, but understanding that glimmers aren’t constant in frequency or equal in brightness.

Universal Print Systems Limited, located in Southern India, provides self-adhesive label printing for such end-user businesses as the passenger car and alcoholic beverages industries. Although larger markets exist in Western and Northern India, 80 per cent of its customers are located in Southern India. Because of the company’s low capacity utilization, management is contemplating its operations strategy options, including aggressively pursuing business in Southern India, expanding to Northern and/or Western India, sourcing online orders and digital printing, or exporting. Management is unsure of the best option to pursue.

The purpose of this note is to give a brief introduction to dynamic programming. The note introduces dynamic programming terminology and notation and provides motivation for why these problems are difficult to solve. Five examples illustrate how dynamic programming can be applied in a variety of settings.

This case introduces the key features of Google’s wearable technology product “Glass” and illustrates the tensions that Google faced over the development and marketing of this product. The case goes on to highlight the growing backlash that Google experienced when promoting Glass.

Food Donation Connection is a for-profit company that creates sustainable value — value for both shareholders/owners and stakeholders — by facilitating the redistribution of surplus prepared food from donor corporations, such as restaurants, convenience stores and grocery stores, to charities that distribute the food to people in need. In fulfilling its mission of “Let nothing be wasted,” the company addresses the extensive food waste at the retail and wholesale stages of the food supply chain, a key pressure point in global food waste. Food Donation Connection has operated successfully for more than 20 years in the United States; however, the founder and chief executive officer is now considering the company’s future. He must determine whether and how to expand the company’s services globally.