In September 2024, Dr. Mark van Buchem, head of the radiology department at Leiden University Medical Center (LUMC) in the Netherlands, was tasked with presenting at LUMC’s strategic meeting. The focus was on his department’s pioneering efforts in integrating artificial intelligence (AI) into the clinical workflow, a project that had begun in 2018. Over six years, various AI initiatives were launched, many of which had been successfully integrated into the radiology department’s daily operations. At this point, LUMC sought to leverage these successes to develop a comprehensive AI strategy that could scale across the entire hospital. This case explores the challenges and opportunities associated with scaling AI-driven health care transformation in a complex academic and medical setting.
Los Borrachos was a specialty bar in Seoul, South Korea, with the unique vision of creating an intimate gathering place that celebrated sparkling wines and European-style dishes. While the bar generated enough revenue to cover its monthly expenses, it fell short of providing significant income for its co-founders. To fulfill their vision for Los Borrachos, the co-founders need to determine how to attract more of Los Borrachos’ target clientele and increase profitability, all while working with limited time and budget. They were evaluating three strategic options to grow the business: (1) launching a loyalty program to encourage repeat visits, (2) enhancing the bar’s event-hosting services to boost group bookings, and (3) introducing a bundling menu that paired wines with complementary dishes to offer a unique customer experience. Each option represented a different type of innovation, and the decision would affect how Los Borrachos positioned itself within the competitive landscape of the food and beverage industry. The challenge rested in selecting the most effective strategy to drive growth and realize the co-founders’ vision.
Carlsberg Breweries A/S, a global brewing leader based in Denmark, aimed to reduce the environmental impact of traditional draught beer systems, which contributed to carbon dioxide (CO2) emissions through the use of CO2 tanks and the transportation of heavy steel kegs. Carlsberg developed the DraughtMaster system, which replaced CO2 tanks with recyclable plastic kegs, reducing emissions but raising concerns about plastic waste. In late 2021, Carlsberg’s efforts to expand the deployment of this eco-innovation to North America sparked questions about how the company should manage reputational and environmental risks. Should Carlsberg continue expanding or take a stronger stance on plastic reduction—or can it avoid framing this dilemma as an either/or choice?
In early 2023, Siddhartha Lal, managing director of Eicher Motors Limited (Eicher Motors), headquartered in Gurugram, India, grappled with a pressing issue. Over the past three years, Royal Enfield, a subsidiary of Eicher Motors renowned for its iconic motorcycles, had noticed a decline in its appeal to Generation Z customers. The Bullet brand, known for its ruggedness and timeless retro charm, was no longer resonating with this younger, digitally native, and environmentally conscious demographic. Compounding the challenge, the motorcycle market was becoming increasingly competitive, with numerous brands introducing models specifically designed to attract Gen Z riders. Royal Enfield faced a significant challenge: how to revive the Bullet brand’s allure without compromising its unique identity and legendary emotional appeal.
George Weston Limited (GWL), Canada’s largest retailer, decided in March 2023 to sell its bakery operations to focus on food, retail, and real estate development. The company distributed a package outlining the operational and financial performance of the bakery unit, Weston Foods, to likely bidders. Before bids were received, GWL needed to estimate the unit’s fair market value. GWL hoped to complete the sale before its December year-end, and had until then to decide on the best bid for Weston Foods.
This exercise immerses participants in the innovative intersection of artificial intelligence (AI) and luxury branding. Set in the competitive perfume industry, participants assume the role of entrepreneurs tasked with launching a new luxury perfume brand. They must establish a brand identity, analyze market data, design a product, and develop a marketing campaign, all while leveraging generative AI tools. The case challenges participants to think creatively and strategically, confronting the complexities of combining luxury with sustainability and innovation. Through this scenario, they will explore how AI-driven insights can shape decision-making in an evolving marketplace.
<b>All royalties from the adoption of this case will be donated to First-St. Andrew’s United Church.</b><br><br>In November 2022, First-St. Andrew’s United Church (FSA) was dealing with the same challenges that plagued other churches in Canada: a younger generation that was less interested in joining or supporting a traditional church congregation. With an aging membership and shrinking numbers in the congregation, FSA could no longer cover expenses with member donations and fundraising activities. The church leaders have planned a meeting to identify alternatives to save the church. One of the church leaders feels it is only a matter of time before interest from the trust fund will be insufficient to cover projected deficits; another leader invites reflection regarding what they are trying to save and for whom. What options do they have to sustain FSA and how will those options support FSA’s mission?
The Incognito Market was a notorious dark web marketplace that operated from 2020 to 2024, facilitating over US$100 million in illegal transactions. Founded by the enigmatic “Pharaoh,” this platform thrived by leveraging sophisticated trust-building mechanisms among criminals. However, in early 2024, Pharaoh executed an exit scam that evolved into an extortion scheme, threatening to expose user data unless ransoms were paid, highlighting the complexities of trust in illicit markets and the ethical challenges posed by such environments. How should vendors and buyers have responded? And how can trust be established in high-risk or unregulated environments, including legal marketplaces in countries with low state capacity and rule of law?
In May 2024, the global tourism industry was experiencing a significant recovery, with international tourism projected to surpass pre-pandemic levels. According to the World Tourism Organization, around 1.3 billion tourists visited foreign destinations in 2023, representing 88 per cent of pre-pandemic figures. Factors such as the resurgence of Chinese outbound tourism, improved air connectivity, and the recovery of Asian markets contributed to this growth. Saudi Arabia, recognizing the importance of Chinese tourists, set ambitious targets to attract them and aimed to host 5 million Chinese visitors. To achieve this, Saudi Arabia focused on enhancing guest experiences with personalized services, efficient energy management, and innovative technologies like augmented reality and virtual reality. At the fifty-third St. Gallen Symposium in May 2024, Gloria Guevara Manzo, chief special adviser at the Saudi Ministry of Tourism, emphasized the significant role of Chinese tourists in driving global tourism’s recovery. Given these shifting dynamics, could Saudi Arabia become a prime destination for Chinese tourists? What strategies should a decision-maker like Manzo devise to realize this vision?
In July 2024, Avenue Supermarts Limited (DMart), a leading Indian retail chain, maintained its stance against entering the ultra-fast delivery market. The company’s success had traditionally come from its competitive pricing and discount strategy rather than from convenience-focused rapid delivery services. This position was challenged when the chief executive officer of a competitor predicted that his quick-commerce company’s revenue would surpass that of DMart within 18–24 months. As the retail giant faced mounting pressure from quick-commerce players, it had to find ways to grow while staying true to its core value proposition of low prices. While DMart’s decision to avoid ultra-fast delivery might reflect its operational strengths, the company needed innovative approaches to meet evolving customer expectations. How could DMart adapt its successful physical retail model to thrive in the digital ecosystem while maintaining its competitive advantage in pricing?
In August 2021, the director of sales at Castrol India Limited (Castrol), headquartered in Mumbai, was concerned about how best to prepare the company for the future. Through the company’s strong distribution network and digitized tech stack, he and his sales team had ensured efficient dealings with its trade partners of distributors, retailers, and mechanics. After meeting with Castrol distributors, distributor sales representatives, distributor field marketing representatives, and key account executives, he was aware that the distributors’ return on investment was declining due to increasing costs and lower margins. He wondered whether these three frontline sales teams were working synergistically and leveraging each other’s strengths, and he was aware that the next decade would see immense changes in the basic structure of the Indian automotive lubricant market. While Castrol was a leader in this market, with about 20 per cent of the market share, this share had not increased in accordance with the company’s ambitions, and the company now faced competition from existing and new industry players. The sales director was considering three options to transform Castrol’s distribution model: (1) making incremental changes that could bring in efficiency in the existing system, but might require effort and increase in distributor margins; (2) appointing an independent task force to suggest and experiment with new, innovative distribution models; or (3) implementing a managed salesforce route-to-market model, which would involve hiring a specialized third-party sales solution provider and outsourcing distribution differently. Each option had its complications, risks, and rewards. Which one should he implement?
Founded in 1995, Goelia, a Chinese fashion brand, grew into a national leader with over 600 stores and a strong omnichannel marketing network. After an initial unsuccessful attempt to expand internationally through franchising, the company reentered the global market in 2022 by opening flagship stores in key locations like Sydney and Singapore, alongside launching its online platform. Despite these efforts, Goelia faced challenges in increasing global brand awareness and navigating the competitive international fashion landscape. By late 2023, Goelia had successfully established a global presence, but founder Gordon Woo and his team faced critical decisions on how to balance global aspirations with local relevance. As the brand expanded into new markets, Goelia needed to adapt its strategies to account for diverse cultural preferences, marketing approaches, and operational models. With significant investments already made in flagship stores, e-commerce platforms, and logistics, Goelia’s path forward requires strategic clarity to ensure continued growth while maintaining its unique identity in a fiercely competitive industry.
Blue Star, based in Mumbai, was one of India’s leading multinational companies and manufacturers of air conditioning and refrigeration systems. It faced a key challenge to reduce the cost of compressors, a major component of air conditioners. Its supplier was Beijing Cooling Systems (BCS), one of the world's largest manufacturers of compressors. Blue Star’s need for cost reduction was pivotal to the negotiation, but BCS also had a position of strength as a seemingly-indispensable supplier of compressor technology. This created a complex scenario where the Blue Star team had to negotiate skillfully to achieve the desired cost reduction without compromising its crucial partnership with BCS.
Following the success of its initial efforts toward digital transformation, Vanke Port Apartment (Vanke Group’s long-term rental brand) began investing in technology to enhance its core capabilities. By continuously updating its Rental Management Planning (RMP) system, constructing marketing channels, and developing a one-click project planning function, Vanke Port established itself as an industry leader in digital technology. Furthermore, Vanke Port started to market and sell its technology systems, shifting its technology focus from reducing costs to generating revenue. Meanwhile, the company also needs to continuously evolve its technology and business model in an ever-changing environment.
<p style = "color:rgb(197,183,131);"> <strong> AWARD WINNER - 2024 Fox International Case Writing Competition</strong> </p><br>In 2018, Andes Mendiak Exploration Corp., a Canadian-listed junior mining exploration company that specialized in gold and copper, was facing significant ethical and operational challenges. The company was operating in Ecuador, a country with stringent environmental regulations, bureaucratic inefficiencies, and prevalent corruption—especially in the illegal mining sector. The company’s commitment to sustainable and ethical practices put it at a disadvantage, in a market where illegal miners operated with impunity, often with the tacit approval of corrupt officials. The strict and illogical regulatory environment disproportionately targeted mining companies, even when their activities had minimal environmental impact, compared to unregulated sectors such as agriculture. The country manager of Andes Mendiak Exploration Corp. was grappling with a critical dilemma. Should he strictly adhere to rigorous ethical standards and risk financial losses and delays? Or should he agree to engage in unethical practices, such as the so-called “facilitation fee” payments, to expedite operations?
<p style = "color:rgb(197,183,131);"> <strong> AWARD WINNER - The Case Hub Case Writing Competition 2024 </strong> </p><br>Starting in 2024, the United Arab Emirates company Agthia Group UAE launched a new inorganic growth strategy by acquiring a series of market-leading companies. By 2025, the company had accomplished its mission to become the market leader in the food and beverage industry of the Middle East and North Africa region. The acquisition strategy was expected to generate potential synergistic benefits for both the acquirer and the acquired entities. However, Agthia Group UAE was also likely to face various challenges resulting from rapid growth. How would the company maintain its leadership position in a highly competitive market? Would the acquisitions pay off over the long term? The company planned to further enhance its operational efficiencies and leveraging capabilities across its different business units. Could Agthia Group UAE realize the expected synergistic benefits to create shareholder value?
In August 2023, Camp Automation Pvt. Ltd. (Camp Automation), a Bengaluru, India-based go-to-market (GTM) technology start-up, faced a critical strategic decision. Kia Motors India (Kia) approached the company to lead a metaverse marketing campaign for the upcoming launch of its electric sport utility vehicle. This opportunity promised to elevate Camp Automation’s technological capabilities but required navigating the complexities of delivering an innovative solution within a six-month timeline. Founders Shiv M. Kumar and Girish Bendigiri debated the potential benefits of venturing into metaverse technology versus the risks of diverting from their core GTM services. While Kumar advocated for the transformative potential of integrating metaverse and generative artificial intelligence (gen AI), Bendigiri cautioned against resource constraints and the Innovator’s Dilemma—balancing short-term stability with long-term growth. With full funding secured from Kia and potential collaboration with the Indian Institute of Management, the leadership team had to decide if they should pursue this bold technological leap or continue focusing on their established competencies.
In 2017, a woman with no background in business management or entrepreneurship, started a new venture called MITTI Social Initiatives Foundation in Bengaluru (also known as Bangalore), India. The nonprofit organization was driven by the passion for diversity, equity, and inclusion of its founder, who had a determination to overcome challenges and a drive to learn. The organization was run by a team of mainly women from diverse backgrounds and was managed by employees who were largely from lower socio-economic strata and had physical disabilities, intellectual disabilities, or mental health conditions. Despite its young age, the organization was able to reorient its strategy during the COVID-19 pandemic to launch several new business verticals. In fact, after the pandemic, the company accelerated its organizational momentum and opened eight new cafes in 2022 and 12 more in 2023. The founder, however, had to think and act strategically to increase the venture’s impact on livelihood and inclusion by achieving growth, without diluting the organization’s informal and caring culture.
In September 2024, the governor of India’s central bank was reading a newspaper article that criticized the current monetary policy, the Flexible Inflation Targeting framework. The article questioned the appropriateness and effectiveness of the framework and was calling for a return to the previous multiple-indicators approach. Since its implementation in 2016, the Flexible Inflation Targeting framework was focused on price stability as the primary goal of monetary policy, with the Consumer Price Index combined as the nominal anchor and with the Monetary Policy Committee being responsible for setting policy rates to achieve a specific inflation target. Expert opinions were divided on the optimal monetary policy framework but the governor had to evaluate all options and make a decision. He could replace the framework with the previous multiple-indicators approach, “rejig” (or modify) the current framework by adjusting metrics or target values, or continue pursuing the Flexible Inflation Targeting framework. Which option would best achieve the central bank’s monetary goals and manage the trade-off between growth and inflation in the pursuit of price stability?