個案總覽

In April 2015, a legal associate at Spitzberg Elevators Corporation, a U.S. corporation operating in Hong Kong, was tasked with recommending how the company should respond to Hong Kong’s new anti-competition legislation, which was scheduled to be enacted within eight months. The legal associate first needed to review the legislation, specifically the key portions that could have an impact on her company's imminent plans to bid on several elevator contracts. She also needed to decide whether to recommend the company take a proactive stand by complying with the not-yet-enacted legislation or continue to comply with the current rules until the new legislation would take effect.

In April 2015, a legal associate at Spitzberg Elevators Corporation, a U.S. corporation operating in Hong Kong, was tasked with recommending how the company should respond to Hong Kong's new anti-competition legislation, which was scheduled to be enacted within eight months. The legal associate first needed to review the legislation, specifically the key portions that could have an impact on her company's imminent plans to bid on several elevator contracts. She also needed to decide whether to recommend the company take a proactive stand by complying with the not-yet-enacted legislation or continue to comply with the current rules until the new legislation would take effect.

In 2008, Graeme Hossie, co-founder and chief executive officer of London Mining, an iron-ore mining firm, was preparing to assist the London Mining team in its negotiations for a project in Sierra Leone. Hossie was to meet with representatives from the government of Sierra Leone, a local city mayor, and landowners to acquire a property that included an old iron-ore mine. The mine was a potentially high-grade iron-ore mine that would be lucrative for London Mining. Hossie needed to develop a negotiating strategy to ensure that the business and legal talks went smoothly and that the company retained as much control as possible over the project. The "A" case focuses on the background of the project, including the business environment in the United Kingdom and in Sierra Leone; the "B" case describes what happened as the negotiations unfolded, and how Hossie managed the various setbacks that he encountered.

Supplement to case W16899. In 2008, Graeme Hossie, co-founder and chief executive officer of London Mining, an iron-ore mining firm, was preparing to assist the London Mining team in its negotiations for a project in Sierra Leone. Hossie was to meet with representatives from the government of Sierra Leone, a local city mayor, and landowners to acquire a property that included an old iron-ore mine. The mine was a potentially high-grade iron-ore mine that would be lucrative for London Mining. Hossie needed to develop a negotiating strategy to ensure that the business and legal talks went smoothly and that the company retained as much control as possible over the project. The "A" case focuses on the background of the project, including the business environment in the United Kingdom and in Sierra Leone; the "B" case describes what happened as the negotiations unfolded, and how Hossie managed the various setbacks that he encountered.

In 2012, a former crown attorney for Canada’s Department of Justice started Timeless Herbal Care, a company that was intended to capitalize on Jamaica’s deregulation of marijuana for medical purposes. The entrepreneur and his family relied on their ties to Jamaica and his legal expertise to create a legislative framework for Jamaica’s medical marijuana industry to meet international standards. Concurrently, Canada was readying legislation to allow qualified individuals to purchase and use medical marijuana. As one of about a dozen Health Canada-authorized licensed producers of the product, the new venture was entering uncharted space where legal and business issues would likely emerge within the next few years. The entrepreneur needed a strategy to combat the misconceptions about the use of marijuana for medical purposes and concerns regarding the importation of Jamaican marijuana product into Canada.

In 2012, a former crown attorney for Canada's Department of Justice started Timeless Herbal Care, a company that was intended to capitalize on Jamaica's deregulation of marijuana for medical purposes. The entrepreneur and his family relied on their ties to Jamaica and his legal expertise to create a legislative framework for Jamaica's medical marijuana industry to meet international standards. Concurrently, Canada was readying legislation to allow qualified individuals to purchase and use medical marijuana. As one of about a dozen Health Canada-authorized licensed producers of the product, the new venture was entering uncharted space where legal and business issues would likely emerge within the next few years. The entrepreneur needed a strategy to combat the misconceptions about the use of marijuana for medical purposes and concerns regarding the importation of Jamaican marijuana product into Canada.

In February 2014, the chairman and chief executive officer of the third-largest law firm in Canada, Gowlings LLP, was examining his options for taking the firm global. On the verge of retirement, he hoped to establish an enduring platform for international expansion based on three aspects: a new global location, a new global partner, and a new organizational structure. Each point was interlinked, and each presented its own managerial dilemmas. Gowlings had already established offices in three locations outside Canada: Moscow, London, and Beijing. The company had been ranked as the top legal advisor based on deal volume for Canadian mergers and acquisitions in both 2012 and 2013. Gowlings was primed to build on these attributes and move to the next level in positioning itself as an international law firm.

In February 2014, the chairman and chief executive officer of the third-largest law firm in Canada, Gowlings LLP, was examining his options for taking the firm global. On the verge of retirement, he hoped to establish an enduring platform for international expansion based on three aspects: a new global location, a new global partner, and a new organizational structure. Each point was interlinked, and each presented its own managerial dilemmas. Gowlings had already established offices in three locations outside Canada: Moscow, London, and Beijing. The company had been ranked as the top legal advisor based on deal volume for Canadian mergers and acquisitions in both 2012 and 2013. Gowlings was primed to build on these attributes and move to the next level in positioning itself as an international law firm.