This case examines the unique challenges faced by ridesharing company Careem as a business operating in the Middle East and North Africa (MENA) region. The case presents issues related to Careem's growth options after it was acquired by Uber. Protagonist Mudassir Sheikha, Careem co-founder and chief executive officer, has two goals as he decides the company's future direction: 1) providing solutions benefiting Careem's customers, employees, and drivers, and 2) managing a profitable company. The terms of the Uber acquisition dictate Careem will continue to operate as a separate entity, and Sheikha must present Careem's forward-looking strategy to all relevant stakeholders in two weeks. The case addresses issues specific to the MENA region and how they differ from those in the West. Students will examine the opportunities and threats created for Careem in the wake of the Uber acquisition. This case was the first place winner in WDI Publishing's MENA Case Writing Competition "Doing Business in the Middle East North Africa Region," sponsored by Michigan Ross Executive Education.

As customer participation in business transactions increases, it is important to investigate how consumers approach financial transactions with firms in terms of selfishness and fairness. Pay-what-you-wish pricing models continue to attract managerial and academic interest as allowing customers to set prices provides an unorthodox setting in which to examine forces that drive buyer-seller interactions. This Executive Digest provides an overview of the current state of pay-what-you-wish (PWYW) pricing and the benefits it can provide to a firm.