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This case tells the story of Azza Al Qubaisi, a female Emirati role-model entrepreneur - how she successfully developed a novel business idea, established a business, and created a new market for jewellery design "Made in UAE".

In January 2012, Starbucks enters into a 50:50 joint venture with Tata Global Beverages Limited (TGBL), under which Starbucks will own and operate outlet stores in Mumbai. TGBL has a strong reputation and presence throughout the entire coffee production chain - growing, roasting and trading - that has helped Starbucks navigate its entry into the Indian market. But will this alliance be enough for Starbucks to overcome the political, economic, social and cultural challenges unique to the Indian market and establish its stamp? Would it even be possible to do so without a local partner?

Abu Dhabi Commercial Bank had experienced huge success before the 2008 financial crisis caused a spectacular downturn. Grasping the gravity of the situation, a new CEO engages in a successful turnaround. The case highlights the role of leadership, creating a culture of collaboration, and implementing new systems in accomplishing this.

AWARD WINNING CASE - Laurier School of Business and Economics Best Case Award 2013. The owner of Sawchyn Guitars makes fine handmade acoustic guitars and mandolins. After 40 years of operating from a two-storey backyard garage, he contemplates a shift from a solely custom-order business to a storefront location. Although his custom-order business is still strong, the owner sees the opportunity to realize his dream of providing a full-service musical instrument haven for the local music community through a proper storefront. After opening a new retail location, public reception to the new store is overwhelmingly positive, but the success in new business lines restricts the capacity to build new instruments. Despite the enthusiastic response to the store, the business is experiencing unanticipated growing pains related to managing small-business growth.

In November 2012, Prudential Financial and General Motors closed on a $25.1B pension risk transfer (PRT) transaction, the largest of its kind to date by an order of magnitude both in the U.S. market and globally. In exchange for an in-kind transfer of $25.1B in assets, Prudential Financial agreed to irrevocably guarantee the full payment of pension benefits to approximately 110,000 participants of General Motors Retirement Program for Salaried Employees and assume all risks related to investment, interest rate, and longevity as well as all operational and administrative requirements to make those payments for as long as necessary. As they gear to close another significant PRT transaction with Verizon, Dylan Tyson and Phil Waldeck, senior managers of the Pension & Structured Solutions group at Prudential, consider the strategic importance of these deals for Prudential business strategy and the potential growth of the PRT business in light of trends in interest rates and longevity, the regulatory and reporting landscape for defined-benefit pension plans, and the appetite for pension funding risk of plan sponsors. The case examines the pension fund industry, drivers of pension funding risk including investment risk, interest rate risk, and rising participant longevity, the regulatory and reporting landscape for pension funds, and the strategies available to pension funds to de-risk their plans. It then examines insurance companies and specifically Prudential Financial's competitive advantage in managing pension risk and implementing de-risking strategies for pension funds in the context of Prudential Financial's decision to commit resources to expand its PRT group that resulted in the pension liability buy-out deal with General Motors. Finally, the case examines the development and implementation of a PRT deal of this size and complexity, and explores the implications of such deals for the future of the asset management industry.

For over 125 years, the Hong Kong Jockey Club (the Club) had been Hong Kong's only organizer of horse races. Although it had made horse race betting a popular game in Hong Kong, its customers were aging. To change this, the Club launched a project to make the game more enjoyable for its customers of the technology-savvy generation. Based on market research and the latest technological developments, the project team set out to develop the world's largest betting entertainment tables. The team aimed to design them in a way that matched the lifestyle of the young and tech-savvy customers, allowing them to enjoy horse race betting in a more intuitive and social way. But this meant major technical and organizational hurdles along the way. Two years after its conception, two tables were launched. The target customers were satisfied with the betting experience, but to what extent would these tables improve the Club's long-term outlook?

A small-scale school bus company was founded five years ago to facilitate the home-to-school transportation of high school and middle school students who were enrolled in specialized programs. The company was owned by a husband-and-wife team who worked full time to arrange private bus transportation to four schools within their neighbourhood school district. The company was operating below break-even, and the owners wondered how they might increase ridership or revenues.

This case follows Aditya Challa, a craft beer aficionado whose passion for good beer led him on an international quest to study the art of brewing in Scotland and eventually to Singapore, where he started a microbrewery business with his friends in 2011. By October 2012, sales of his craft beer have been increasing 20% per month, bringing up his production to about one-third operating capacity. However, future growth remains uncertain - with specific challenges in distribution and branding. Craft beer is still a relatively unknown concept in the city-state, and consumers remain skeptical of premium priced local beer. Moreover, big breweries in the Singapore market have already locked down most retailers with exclusive draft contracts. Challa has to review his business model and growth strategy in terms of how and where he can sell his beer while continuing to build the Jungle Beer brand.

The business of surrogacy, a boutique practice with client costs upwards of $100,000, allowed couples and individuals from a variety of backgrounds, ages, and sexual orientations to build families. This case examines Circle Surrogacy (CS), one of the premier surrogacy agencies in the world, as its president and founder, John Weltman, was about to share an executive presentation with his core management team where he would recommend an option to outsource its surrogacy services. While the changing cultural and regulatory environment had made surrogacy possible for more people, it remained cost-prohibitive for the majority of its eligible audience. Weltman's proposal, if enacted, would create a new opportunity for CS, increasingly faced with competition from other agencies, to offer lower cost surrogacies to intended parents. However, the launch of an outsourced surrogacy service would threaten the company's core value proposition and challenge its prevailing high-touch, premium strategy. How should Weltman and CS best proceed?

Ron Laufer is the new Senior Managing Director of MedImmune Ventures', the corporate venture capital arm of AstraZeneca, a leading pharmaceuticals firm. Laufer has to decide whether to pursue a high-potential, but very risky, early-stage investment. The decision Laufer will make will reflect his vision for MedImmune Ventures and more broadly the incentives he faces as a corporate venture capitalist.

The Gaelic Athletic Association and Irish Rugby Football Union are two sporting organizations that have innovated through their business models to grow their sports, create world-class sport facilities and improve their ability to win European competitions. Yet they reside in one of the smallest countries in Europe - Ireland. While the Gaelic Athletic Association is a volunteer organization whose amateur status (in which players and coaches are unpaid) imposes significant limitations on its revenue-generating abilities, the professional Irish Rugby Football Union has earned substantial income through the success of provincial and national Irish rugby teams. Both organizations compete for scarce financial, physical and human resources and are now faced with a rapidly changing environment following the deepest recession in the history of the Irish Republic and emigration of talent abroad. This case challenges students to analyze the business models of the Gaelic Athletic Association and Irish Rugby Football Union and explore how the models can be innovated to ensure survival of these cultural assets for the next generation.

The COO of a global knowledge-outsourcing and technology-services firm has been selected by his company's board of directors to step in and rescue a large-scale digitization project that is in danger of missing its rapidly approaching deadline. The project requires the firm to create digital archives of a daily American newspaper, spanning 150 years. With teams from two different countries paired to work on this significant venture, things quickly go awry on several levels as a result of misunderstandings about client expectations, lack of employee training (both from a standpoint of cultural awareness and with respect to the use of new technology), and poor project management. The COO must quickly develop an action plan to address these issues and ensure the success of the project in the face of an ultimatum from the client: deliver the project on time or lose it completely.In the role of the COO, students must create an action plan to overcome the issues that threaten to derail the project.

In recent years, the Indian shampoo market had been growing at an exponential rate, with several categories and brands of personal care products showing significant growth. Like consumers in several emerging markets, Indians had begun to place a heightened degree of importance on physical appearance, perhaps as an outcome of Westernization and exposure to media. Traditionally, Indians were known to use herbs to nurture and enhance their hair. Now, however, Indian consumers were caught between the propositions of "synthetic" hair-care brands versus the "natural benefits of the herbal" brands, despite the fact that some degree of processing was required for both types. Amid this dichotomous culture of hair-care products, how could the Himalaya brand establish itself as a differentiated herbal offering?

In mid-2013, Tesla Motors was riding a wave of success: It had launched its first really mass-produced car-the model S-to rave reviews; had recently raised first-year production targets; and had started taking orders for its next car, the Model X. Tesla seemed to be on its way to defying the skeptics and becoming the first US company to enter the car industry with a mass-produced car since WWII and the first to successfully launch a fully electric car. Or was it not?

The beer industry comprises elements of sub-national, national and global competition. To expand, the industry players use various strategic approaches as illustrated by five major beer companies: Anheuser-Busch InBev (9B11M124), Groupo Modelo (9B11M125), Tsingtao Brewery (9B11M126), San Miguel (9B09M074) and Thai Bev. Observations about the beer industry - a fairly easy product and industry to understand - can be extrapolated to other industries. Lessons can be drawn regarding the influence of industry pressures on the four key components of an international expansion strategy: product choice for expansion, market choice for geographic expansion, timing of entry and mode of entry.

Human resource (HR) management practices in Japan are significantly different from those in Europe and North America. A knowledge of the traditional Japanese HR system, including practices relating to recruiting and compensation, unions and the labour market, is crucial for foreign companies operating in Japan as well as those seeking to do business with Japanese firms. While Japan's distinct HR system was once considered a source of competitive advantage, changing economies and labour markets have called its current effectiveness into question. The traditional system primarily provided stable long-term employment for full-time employees; however, for a variety of reasons, non-regular forms of employment, including part-time and short-term positions, are on the rise. HR managers in Japan must consider relevant societal and economic changes and develop more effective HR systems in response.

This is the syllabus and course outline for "Entrepreneurship in Healthcare IT and Services (EHITS), taught by Prof. Bob Higgins in the fall of 2013. Contains the course overview, objectives, goals and themes.

Amazon launched its website in July 1995 to sell books online. Since then it has expanded into a variety of businesses that some see as unrelated. By 2019 Amazon has grown to become a digital giant with over $233 billion in annual sales but its profitability has been uneven. Has it spread itself too thin or is it positioning itself well for the future?