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Instructor spreadsheet for product 8B18N016.

Student Spreadsheet for product 9B18N016.

Spreadsheet for product 9B18M133.

Spreadsheet for product 9B18M134.

Spreadsheet for product 9B18M135.

Spreadsheet for product 9B18M136.

In June 2018, the co-founder of a work-integration social enterprise in Calgary, Alberta, called CMNGD (Commongood) Linens, took stock of the impact her venture had on helping homeless people get back on their feet and into meaningful employment. Her ambition was to expand into other Canadian cities, but she was worried that scaling CMNGD might place so much strain on the venture that its viability could be thrown into question and its core mission put at risk. She knew that a lot was at stake, not only financially, but also for the vulnerable people she was trying to help. She and her husband had to carefully weigh the options and decide on the best way forward.

In 2012, the Institute on Aging, a US non-profit organization that served seniors in San Francisco, appointed a new chief executive officer (CEO). His mission was to salvage the organization, which was close to bankruptcy. His strategy was to consolidate services and pursue geographic expansion. Through these efforts, net income rose steadily and gross revenue increased from US$28.7 million in 2012 to US$45.2 million in 2017. However, not every outcome was positive. Morale among the line staff had suffered, and the senior leadership raised questions about the long-term business model that the organization should adopt. What more could the CEO do to help the Institute on Aging, an organization that straddled the public and private sectors?

In January 2017, Ontario, Canada launched its cap-and-trade program in an effort to curb greenhouse gas (GHG) emissions. Ontario took a progressive position on combatting climate change that included shutting down coal-burning power plants, investing heavily in renewable power, and setting aggressive emissions-reduction targets across all sectors. Its targets included reducing emissions levels of 1990 by 15 per cent in 2020, 37 per cent in 2030, and 80 per cent in 2050. Its efforts allowed the province to meet its 2014 target of 6 per cent below 1990 levels. These targets complemented Ontario’s commitment to the United Nation’s 2015 Paris Agreement. Firms that annually emitted more than 10,000 tonnes but fewer than 25,000 had the option of entering the market on a voluntary basis. The expected downstream impact to the average Ontario household would be an increase of about CA$150 per year in home-heating and car-fuel costs. However, cost increases would be felt less directly through the rest of the economy. Four particular companies in Ontario had some decisions to make regarding how the province’s cap-and-trade program would affect their operations.

Supplement for product 9B18M132.

Supplement for product 9B18M132.

Supplement for product 9B18M132.

Supplement for product 9B18M132.

Centric Cleveland was a business unit of Centric Consulting, a full-service management consulting and technology solutions firm. The firm had been founded with the intention of being different from other consulting firms with regard to building internal and external relationships, developing and supporting employees, adjusting for work-life balance, and being devoted to community service. But in 2015, Centric Cleveland was experiencing rapid growth, which was challenging the company’s ability to sustain its unique corporate culture. How could Centric Cleveland sustain its culture and core values as it grew and gained more employees? What changes needed to be made to meet rising expectations for personal well-being and meaningfulness among millennials and generation Z hires? When culture was becoming a popular selling feature to potential new hires in the consulting sector, what could Centric Cleveland do to remain unique and stay competitive?

The MSK Group Oy was a third-generation family-owned business located in Ylihärmä, Finland. One of its subsidiaries, Junkkari Oy (Junkkari), manufactured agricultural and forestry equipment, including a range of mid-sized disk wood chippers used in small-scale farming and forestry applications; most of these were exported to markets in Europe and South Africa. Junkkari was not the only Finnish firm manufacturing wood chippers, and there was little to differentiate Junkkari’s machines from those of its competitors. Like many small firms that exported to foreign markets, Junkkari used partner distributors to sell its equipment internationally. In early 2017, Junkkari’s export manager was reviewing the wood-chipper orders. He knew the firm could double its annual production, but without firm orders, growth was stalled. He wondered how to grow the company’s business with a very limited budget.

The purpose of this note is to explain the application areas of the chi-square goodness-of-fit test and how to run the test in Excel.

A business student received a low rating on class contribution from her leadership professor. She struggled to understand how this low rating happened, as she thought she had contributed in every class. She then lost the motivation to participate in class discussions, but considered developing a plan of action to address the problem. What strategies would help her to increase her contributions in class and improve her grades?

In 2017, the president of Fujitsu Asia Pte. Ltd. in Singapore, a subsidiary of Japanese conglomerate Fujitsu Limited (Fujitsu) needed to decide between two project options that represented growth in different industries in Asia. Both projects represented Fujitsu's vision of connected services and could potentially be much-needed engines of new growth for Fujitsu Singapore over the next 5 to 10 years. The first option was to offer its Japanese-engineered cloud-computing platform to engage small and medium enterprises in the manufacturing industry. Given the high costs of customizing the existing platform for local use, the president wondered whether small and medium manufacturers would generate sufficient demand to justify such a costly investment. The second option was to leverage the success of Fujitsu’s intelligent agricultural cloud-computing project with the Japanese government to offer vertical farming to Singapore and other Asian cities that faced similar space constraints but valued food resilience. But was it the right time to enter the agricultural industry? The president had limited time and resources, and needed to make a decision very soon.

On July 4, 2016, the president of Pathfinder Career System Inc. (PCS), based in Montreal, Canada, was preparing to meet with his company’s advisory board to present a comprehensive plan mapping out the growth and financing strategy for the business, which he acquired in 2011. PCS was a career assessment system that used 85 behavioural attributes and 35 career themes to predict potential job performance. The company had sales of approximately $1.4 million at the end of 2015, and the president aimed to attain revenue of $22 million by the end of 2021; however, the company faced several challenges. PCS had limited organizational structures and resources. The company needed to raise investment capital; develop a marketing plan; instill a sales culture; define its customers; and establish a brand name, vision, and mission. PCS's president needed to finalize a plan to overcome these challenges by the launch date of September 2016.

Phenicoptere Ltd. (Phenicoptere), founded in 2012 by two female entrepreneurs, was a Polish start-up offering a makeup-removal glove called GLOV. Phenicoptere went global at the very early stage of its development. By 2017, the company was present in 44 countries and derived nearly 90 per cent of its revenues from foreign markets. The chief executive officer and vice-president of Phenicoptere must now decide whether and how the company should incorporate e-commerce into its internationalization strategy.