In May 2024, South Korea’s Samsung Electronics Company Ltd. (SEC) faced its first-ever strike in its 55-year history, as the National Samsung Electronics Union called for a one-day work stoppage on June 7, 2024, to demand better pay. The strike targeted SEC’s semiconductor division, which produced critical components like memory chips, universal serial bus drives, and camera sensors. This division, once a leader in global semiconductor revenues, had fallen to third place by 2023, trailing Intel Corporation and Nvidia Corporation, and recorded its largest financial loss since the company’s founding. Amid mounting challenges from the artificial intelligence (AI)–driven market and declining revenue, the strike intensified pressure on SEC’s leadership. Jun Young-hyun, head of the semiconductor division at SEC, framed the AI era as both a challenge and an opportunity. The strike underscored the need for SEC to manage labour negotiations carefully to mitigate operational disruptions and safeguard its competitive position in the semiconductor industry.
Sunder Engineering Industries (Sunder Engineering), a family-run business for over 50 years established by Malinder Singh, had earned a reputation for producing high-quality heating elements and terminal pins. With cutting-edge engineering and a loyal industrial customer base, the company had grown steadily. Gursidak Singh (Malinder’s grandson), took over the company management at a young age following the sudden death of his father. Singh had recently received an email from one of his longest-standing customers, Arora Components, regarding the latter’s shift to a more cost-effective supplier. New competitors had entered the market in recent years, offering similar products at lower prices. Singh was facing a challenge in keeping his customers loyal to Sunder Engineering, despite the mounting pressure from competitors. His father and grandfather had believed in delivering superior quality, but Singh knew that quality alone may no longer be enough. He had to respond immediately to Arora Components’ email and simultaneously outline a strategy to quickly adapt to changing customer preferences. Should Singh shift to cost-effective solutions by reducing prices or offer discounts? Or should he develop customer loyalty programs to retain his customers?
The iconic sandwich-franchise firm Subway IP LLC (Subway), founded as a partnership in Bridgeport, Connecticut in 1965, had grown rapidly, and by 2024, it was the second-largest restaurant chain in the world, with approximately 37,000 restaurants. While the company had experienced some difficult years beginning in 2014, it began to rebound in 2022 with the introduction of the Subway Series menu and the Grab & Go smart fridge, an automated vending machine that catered to consumers in non-traditional locations such as casinos, airports, and hospitals. Others in the food-service and supermarket industries had equipped similar devices with facial recognition software, sometimes without the awareness of consumers, and this had raised a number of ethical issues. In 2024, Subway’s chief executive officer was facing an important decision with regard to the fridges: should Subway follow the trend and equip its Grab & Go fridges with facial recognition software?
At Dax Water Tech Industries Pvt. Ltd (Dax), a multinational enterprise specializing in high-performance desalination equipment, the future appeared positive but challenging. Chief financial officer (CFO), Amol Paranjpe, was pondering the challenge of investing ₹200 million to meet the recent surge in demand that called for an immediate scaling up of operations, the purchase of new machinery, staff recruitment, and enhancing the logistics system. Paranjpe had to decide between bank loans, long-term bonds, and venture equity. The numbers were clear, but the decision was not; each option was promising but came with risks.
Jerry Michaels, a retired entrepreneur from Australia, found an opportunity to develop a lawn bowling facility in Bali. The Komodo Dragon Resort (KDR) had two unused and neglected tennis courts that offered a space that would be ideal for a lawn bowling facility. The resort had suffered with poor occupancy during the pandemic, but by 2023, predictions were favourable for increasing occupancy. Thus, Michaels thought he might negotiate a favourable arrangement with the Indonesian owners of the resort, who surely would be interested in rejuvenating the neglected space.<br><br>Michaels soon realized, though, that he was not in Australia anymore and business arrangements in Indonesia were not quite as tidy and neat as he was accustomed to. Was there a path for Michaels through the shifting conversations and personal interests that were characterizing these negotiations or did the nature of doing business in Bali pose too much of a risk for Michaels’s investment?
In 2024, Hefei DVL Electron Co. Ltd. (DVL), a pioneer in intelligent medical devices, faced a pivotal strategic dilemma. Despite its strong position in China’s competitive market, rapid technological advancements in artificial intelligence (AI) and fifth generation (5G) technologies as well as increasing pressure from foreign competitors was threatening its leadership. To ensure its growth and leadership in the market, DVL’s management had to decide between three strategic paths: heavily investing in AI and 5G to stay at the forefront of innovation, forming partnerships to share research and development costs and risks, or expanding its market presence both domestically and internationally. With each option carrying significant risks and rewards, the decision was critical for DVL’s future growth and competitive positioning.
Canada and the United States have long coexisted as respectful neighbours who have agreed to disagree on many things while benefiting from the integration of our economies and fighting side by side to defend common values. But since winning the recent U.S. election, Donald Trump has been threatening to put a 25 per cent tariff on Canadian goods and suggesting he might deploy economic warfare to coerce Canada into becoming America’s 51st state. Although sweeping trade threats often give way to more limited measures, even a blanket tariff of 10 per cent could trigger a Canadian GDP contraction of 2.4 per cent, while putting 500,000 jobs at risk. Nobody knows what to expect in the days ahead and Canada needs to stop publicly issuing threats of our own until the lay of the land becomes clear. Publicly disagreeing over what Canada should do in a trade war before it even starts only makes us look weak. Pointing out America’s flaws while trying to avoid anti-Canadian policies is equally counterproductive. Canadians need to stop thinking we can sell a win–win solution directly to Trump. Let’s focus on collectively and calmly educating Americans on how trade with Canada benefits them. This can be done in partnership with U.S. interests that would be hurt in a trade war. We should also figure out how to increase internal trade while diversifying our economy and reducing our reliance on the U.S. market. Finally, we should consider giving Trump the appearance of a win by aggressively moving to meet our NATO commitments.
By May 2024, Dollar Tree Inc. (Dollar Tree), led by Rick Dreiling, was receiving criticism from stakeholders for Dollar Tree’s failed integration with Family Dollar Stores Inc. (Family Dollar) owing to net operating losses. It had acquired Family Dollar in 2015 for US$8 billion. In early 2024, after strategic evaluation, Dreiling decided to close 1,000 Family Dollar stores. Analysts suggested that Dreiling would need to make a call on divestment steps for Family Dollar, referring to it as a “problem child” for Dollar Tree. While Family Dollar’s gross profit increased between 2022 and 2023, it reported net losses. Should Dreiling divest Family Dollar? If so, what strategic options does he have for divestiture? How can Dreiling ensure the growth of Dollar Tree?
Kullvi Whims LLP was founded in 2012, and it created a "fleece to fabric" sustainable supply chain out of fading traditional knowledge in wool and the making of woollen garments by artisanal communities of the Kullu region of Himachal Pradesh in India. The company helped to rejuvenate links between the pastoral communities and artisans living in the villages of Kullu, and revived centuries-old designs and motifs. It built social and economic empowerment for the pastoral communities and traditional weavers, and it created contemporary designs and colour palettes in wool for international markets. Its work aligned with some of the United Nations Sustainable Development Goals. The challenge was how to grow its markets globally.
In February 2024, Grasim Industries Limited entered India’s competitive paint industry by launching the brand Birla Opus with a comprehensive range of high-quality products for the decorative paint segment. The company planned to invest ₹100 billion over the next three years and to open six manufacturing facilities across India by 2025, targeting the number two position in the market. In 2024, the estimated value of India’s decorative paints industry was ₹700 billion, with double-digit growth year-on-year. Grasim Industries Limited was hoping to capture 5–6 per cent of the market with the new Birla Opus brand in its first year by using the group’s capabilities, market knowledge, and brand equity. The company had to decide whether to pursue a product-centric growth strategy or an aggressive promotion-focused approach. In addition, given the strength of the market’s established competitors, was it the right decision to invest ₹100 billion in the new venture? Calculating projected future cash flows and the net present value of the project was necessary to determine the right strategy.
In February 2024, Château des Charmes, a winery in Niagara-on-the-Lake, was planning the introduction of a new product offering. Beautiful Brunch would be a breakfast-themed wine and food pairing that would be offered earlier in the day. Director of hospitality, Martin Lindqvist, was aiming to generate CA$45,000 in sales from Beautiful Brunch in its first three months and needed to create a comprehensive marketing plan, including decisions on price, promotion, target market, and tie-in product offerings.
Despite achieving significant progress and innovative approaches, iKure TechSoft faced substantial challenges in reaching its ambitious goal of providing accessible and affordable health care to 50 million individuals in India, most of whom were living in remote and rural areas, by 2025. These challenges included the need to expand infrastructure and services to underserved rural areas; train and integrate a larger workforce of community health workers; enhance its technological platforms to manage increased data and service demands; secure adequate funding and strategic partnerships; and overcome the cultural, logistical, and infrastructural barriers inherent in rural regions. Addressing these multifaceted issues was crucial for iKure TechSoft to scale its operations effectively and continue fulfilling its mission of transforming health-care delivery in rural India.
Founded in 1973 and operating over 16,000 stores in Japan and 7,000 overseas, FamilyMart Co. Ltd., was one of Japan’s leading convenience store chains and a staple in Japanese retail. In 2017, FamilyMart embarked on a journey to integrate diversity, equity, and inclusion initiatives in its corporate strategy. One of the company’s key strategies was to create value for employees and customers through initiatives that supported LGBTQ+ issues. At the end of 2024, following the success of introducing occasional rainbow-themed products and implementing various internal measures for employees, Ray Adachi, the chief marketing officer of FamilyMart, was revisiting FamilyMart’s rainbow initiatives, evaluating their success and exploring options for advancing the company’s commitment to address social issues. Should FamilyMart continue to expand its product line or explore alternative strategies to further its commitment to social responsibility?
In 2013, Germany-based athletic products maker Adidas AG (Adidas) formed a partnership with rapper Kanye West (who legally changed his name to Ye in October 2021) to launch the Yeezy shoe line. Starting in the 1980s, sneakers had crossed over into the mainstream market as fashion accessories and Adidas saw this as a way to catch up with industry leader Nike Inc. While the partnership was lucrative for Adidas—its sales and profits grew substantially during the partnership period—West’s public behaviour and in his dealings with Adidas employees caused both external and internal backlash. At first, Adidas ignored West’s adverse behaviour and pushed hard to monetize the relationship. Following a widely publicized action by West at a Yeezy fashion show in Paris, France, in October 2022, Adidas discontinued the partnership. However, HRSA-ILA Funds, an employee retirement fund manager, filed charges in late 2023 accusing Adidas of condoning West’s behaviour and not disclosing it to its shareholders. Adidas’s supervisory board chair, Thomas Rabe, and newly appointed chief executive officer, Bjorn Gulden, had to address both the legal and business consequences of the company’s actions.
Dr. Rashi Gupta, a woman tech entrepreneur based in Thane, Maharashtra, India, was a leader in the industry with expertise in energy storage solutions. The case discusses her journey from 2009 to 2023 with her start-up, Vision Mechatronics Private Limited (VMPL), a leading technology company in robotics, renewable energy, and energy storage systems. The company initially offered a standard range of products but eventually realized the need to deliver customized solutions to customers. Gupta faced a dilemma in deciding on vendors for implementing new designs and technology at scale. VMPL’s existing vendors lacked the required technical skills but had a proven relationship with the company, while new vendors would be equipped to produce the new designs but VMPL was as yet uncertain of their reliability, consistency, communication, and coordination.
Two expert woodworkers at Craft Wood Furniture, a mid-sized production house that employs approximately 50 people, work on the company’s furniture products in the finishing stages of the production cycles: sanding, primer polishing, and applying final coats of paint. Their expertise is critical to ensure that each furniture item meets the company’s high standards of durability and aesthetics. However, each furniture item differed in terms of size, type of material used, and level of complexity, which means that the total completion time also differs for each item. Craft Wood Furniture wants to determine the optimal scheduling sequence for the most time-effective and smoothest workflow. How should the various tasks be arranged for a seamless flow between the two workers without unnecessary delays?
Mangaldeep, ITC Limited’s flagship brand of incense sticks used primarily for religious purposes, was second in India’s market share, with good profitability, but sluggish topline growth. Mangaldeep offered a range of products covering the economy, popular, and premium categories. Price per stick was the key parameter industry players focused on, but many consumers sought benefits beyond price. Janani Kandaswamy, category brand lead for ITC’s Incense and Fragrances, had identified five distinct segments for for puja on the basis of consumers’ motivation for the prayer ritual and the manner of expressing devotion. In February 2019, Mangaldeep had a single broad positioning across its portfolio, as the brand of pure worship, which helped connect to the divine. But Kandaswamy believed that it was time to move away from a one size fits all positioning. She had to design a portfolio strategy to double revenue over three years, tap into new growth opportunities, and make Mangaldeep the most loved devotional brand in the category.