Eagles Nest Association of Waterdown was a not-for-profit organization in Waterdown, Ontario. It had two active programs: the HOPE Centre (Home of Practical Education) and Rescued & Restored (R&R), a thrift shop that provided up to 40 per cent of the organization's revenue. Changes in the retail environment caused by the COVID-19 pandemic and increased turnover of volunteers at the store have forced the volunteer coordinator to evaluate the costs and benefits of the organization's staffing model. Should Eagles Nest hire paid staff as sales associates for the thrift store or recruit volunteers to fill those roles?

In May 2019, Chiban Leather, a socially conscious leather manufacturing firm based in Addis Ababa, Ethiopia, was undergoing an expansion and the company's chief executive officer was contemplating its strategic future. She wanted to take advantage of opportunities in the Ethiopian leather industry and expand her client base to include 10 primary wholesalers. She was proud of the social impact the company had achieved so far, and she hoped to be able to focus more on this by expanding the company's production process. She was also considering other options, including developing Chiban Leather as a retail brand, focusing on trade shows, and pursuing alternative exposure through diversified products and subscription boxes. She wondered if this was the right time to establish the brand and sell directly to clients. She also had to consider whether this option would align with her current goals and strategy.

Bombardier Inc., a Canadian manufacturer of business jets and small aircraft, developed the C Series aircraft amid numerous technical and financial challenges. In 2016, the US aviation company Delta Air Lines Inc. made a large purchase of the plane at an allegedly highly discounted price, which was expected to help Bombardier Inc. enter the lucrative US aviation market. In response, The Boeing Company, the world's largest aerospace company, filed a complaint about the deal with the US Department of Commerce and with the United States International Trade Commission. The complaint was consistent with the current US administration position of promoting protectionist economic and trade policies. The US Department of Commerce concurred with The Boeing Company and levied anti-dumping and countervailing duties of 292.21 per cent against Bombardier Inc. However, the United States International Trade Commission found the tariffs unjustified and overturned the decision on the grounds that The Boeing Company was not materially harmed by the transaction. The Boeing Company had multiple options for pursuing a challenge, but each option had potential consequences.

On March 11, 2020, The World Health Organization declared the outbreak of the novel coronavirus (COVID-19) a global pandemic. The pandemic brought production, trade, and businesses to a grinding halt, as governments closed borders and implemented lockdowns and restrictions; it also caused scrutiny of global supply chain strategies. While some US companies had already begun shifting outsourcing away from China during the US-China trade war amid the recent trend of deglobalization, the pandemic deepened concerns about overreliance on importing strategic goods, including pharmaceutical products and personal protective equipment (PPE), from China. This case starts with the pandemic development, explores public health and economic responses to the pandemic in China and the United States, and examines changes in policy and public opinion toward outsourcing in China. It provides a basis for understanding China's social and economic institutions through the lens of pandemic controls and the changing landscape of China's supply chains. The case has been successfully taught in a second-year MBA elective on growth and business in emerging markets in a module examining country-level endowments, trade, and risks, as well as in a course on China in the global economy. It can also be used for EMBA or executive education classes on China in the context of global business, trade, and supply chains. Issues discussed include questions about Chinese institutions and social norms, the effects of the pandemic, fiscal and monetary policies on employment, inflation and GDP growth. The materials provide a framework for making decisions on global outsourcing and the changing relationship between China and the United States.

In May 2019, Chiban Leather, a socially conscious leather manufacturing firm based in Addis Ababa, Ethiopia, was undergoing an expansion and the company’s chief executive officer was contemplating its strategic future. She wanted to take advantage of opportunities in the Ethiopian leather industry and expand her client base to include 10 primary wholesalers. She was proud of the social impact the company had achieved so far, and she hoped to be able to focus more on this by expanding the company’s production process. She was also considering other options, including developing Chiban Leather as a retail brand, focusing on trade shows, and pursuing alternative exposure through diversified products and subscription boxes. She wondered if this was the right time to establish the brand and sell directly to clients. She also had to consider whether this option would align with her current goals and strategy.

Bombardier Inc., a Canadian manufacturer of business jets and small aircraft, developed the C Series aircraft amid numerous technical and financial challenges. In 2016, the US aviation company Delta Air Lines Inc. made a large purchase of the plane at an allegedly highly discounted price, which was expected to help Bombardier Inc. enter the lucrative US aviation market. In response, The Boeing Company, the world’s largest aerospace company, filed a complaint about the deal with the US Department of Commerce and with the United States International Trade Commission. The complaint was consistent with the current US administration position of promoting protectionist economic and trade policies. The US Department of Commerce concurred with The Boeing Company and levied anti-dumping and countervailing duties of 292.21 per cent against Bombardier Inc. However, the United States International Trade Commission found the tariffs unjustified and overturned the decision on the grounds that The Boeing Company was not materially harmed by the transaction. The Boeing Company had multiple options for pursuing a challenge, but each option had potential consequences.

本個案主要描述台灣大車隊如何由傳統的計程車運輸業，轉型以司機、乘客為需求基礎，發展出多環生態系的各項事業。以司機端發展的事業有團購福利品、租、售車及掛牌業務、加氣站、車輛維修、車體廣告、多元化計程車、香蕉分、非現金支付等；以乘客端發展的事業有代酒駕、小眾旅遊包車、微搬家、代接電、居家修繕、大洗衣、全球快遞、生活大管家等，並透過APP希望把55688台灣大車隊，打造成為國人生活密碼。2019年計程車收入僅佔整體營收的35%，除計程車事業外，台灣大車隊已成為一個橫跨廣告、維修、快遞、生活服務等事業，並營造司機、乘客、公司、廠商等多贏，互利共享的局面。然而在司機端的生態系成功運作經驗，卻無法移轉至生活大管家，為此，台灣大車隊必須要決定生活大管家的下一步發展。

In dynamic environments, understanding when and how to change is the essence of strategy. The most successful businesses today are those that identify when and how to change to improve strategic advantage. Tools that can help business leaders spot the opportunities and challenges that exist or are emerging in their company's specific context are now more relevant than the traditional strategy frameworks of the past.

The case is intended as a vehicle for analysis of the challenges involved in launching an innovative product. It is set against the background of the wave of innovation in the vehicle market, as manufacturers race to replace internal combustion engines (ICEs) with electric power. Protean Electric, a company of British origin but now Chinese-owned, aims to introduce another level of innovation by introducing its in-wheel motor (IWM) technology to electric vehicles (EVs). Instead of simply replacing an internal combustion engine with an electric battery unit, Protean technology dispenses with the central powertrain and mounts electric power units in some or all of the wheels of the vehicle. The company is committed to being part of the entry into the mainstream passenger EV market of Evergrande, its Chinese owners, but has historically also looked at other sectors such as urban shuttles and delivery fleets, and has retained the ability to continue to develop products for those sectors. It also has to consider the emerging consensus that the transport market of the future will shift away from individual ownership towards a model known as CASE (connected, autonomous, shared, electrified). The contrast between the 'niche' IWM innovation and the market-wide electric revolution highlights the key concepts in new-product market analysis.

劉志明先生在2001年6月1日以自己為被保險人，向三商美邦人壽保險股份有限公司投保壽險新台幣120萬元並附加傷害保險200萬元，年繳保費約27,000元。劉先生的工作係在工地負責搬運物品，雖然經濟狀況不甚理想，但因為從事搬運工作是勞力且工地是個危險的場所，隨時都可能發生意外，如果發生意外，保險公司所理賠的保險金，可以作為年邁雙親的老本，讓雙親可以度過餘生，因此咬著牙，說什麼也要繳出保險費，不要讓保險契約失效。後來在2014年11月12日，劉先生在工地搬運重物時，因為一時失足踩空，跌倒導致胸部撞到工業用電扇馬達而死亡。承保的保險公司三商美邦人壽，認定劉志明先生的死亡，有可能與心臟疾病有關，而不願意理賠劉先生所買的意外險的保險金。後來家屬將案件訴諸法院，控告三商美邦人壽保險股份有限公司，臺灣臺中地方法院法院最後判決該公司必須應依照個人傷害保險契約，理賠200萬元的保險金。此事件後來被蘋果日報，形塑為「孝子理賠案」，輿論一面倒地譴責保險公司不理賠的作法。

Instructor spreadsheet to accompany teaching note, product 8B20A089.

Instructor presentation for product 8B20M213.

With an increasing number of women joining the workforce in India, the women's office-wear segment was gaining traction in the clothing industry and a number of start-ups had recently appeared in the country. Ayushi Gudwani founded FableStreet (FS), a premium office-wear brand, when she found it difficult to find office-wear that fit her well. She found this to be a major pain point for many professional Indian women and decided to solve the problem. After extensive research, Gudwani developed a sizing guide unique to Indian women’s body types and an algorithm that drove the development of FS’s well-fitting quality clothing for professional women. In December 2019, FS raised US$2.95 million in a Series A round to fund its expansion. Now Gudwani has to choose the company’s next course of action by evaluating various growth options and choosing whether to build an offline presence, add accessory items as a new product category, or expand internationally.