In March 2016, Ontario-based Cara Operations, a company that operates several restaurant chains, including Swiss Chalet (present throughout Canada, except in Quebec) - acquired Groupe St-Hubert, one of Quebec's largest restaurant chains. With the acquisition of St-Hubert, Cara became the proud owner not only of its restaurants but also of its manufacturing plants and distribution centres. The purchase of Quebec's iconic rotisserie chicken chain thus opened many doors for Cara. The case describes the situation immediately following the acquisition, when CEO Bill Gregson is wondering how to optimize its impact on his company. It ends with the five options that Gregson plans to present to his board of directors: 1) allow St-Hubert to operate as an independent division at the national level, 2) use St-Hubert to introduce Cara-branded products to Quebec, 3) have Cara and St-Hubert combine locations, 4) adopt St-Hubert's procurement process for Cara brands, or 5) simply cut costs by implementing Cara's best practices and know-how.

Having just emerged from bankruptcy protection, Air Canada faces a corporate restructuring. Many of its assets, including its frequent flyer program, Aeroplan, offer ways to raise cash to stabilize its balance sheet and return capital to its shareholders. Frequent flyer programs have been core marketing tools for airlines since their launch in the early 1980's. Aeroplan represents an important asset for Air Canada as both a strategic and a financial resource that provides rewards through its lucrative frequent flyer program and allows it to reap the financial benefits of its relationship with the Canadian Imperial Bank of Commerce (CIBC) Aerogold credit card. On the other hand, as Aeroplan is diversifying away from the airline and travel industry into a broader loyalty program, its resource requirements, organizational needs, and desire to control its cash flow are not necessarily aligned with those of Air Canada. Air Canada must decide how it should divest Aeroplan and what kind of relationship it should have with Aeroplan after that divestment. What corporate and business relationship would best suit all parties concerned: Air Canada and its shareholders, on the one hand, and Aeroplan and its commercial partners on the other?