A self-taught seamstress based in Barrie, Ontario, must decide how to organize the production process for manufacturing her custom-made baby onesie - a one-piece, close-fitting, lightweight garment worn by a young child, typically with either long or short sleeves but no legs and fastened with press studs at the crotch. As a mother and sewing enthusiast, she had handcrafted several onesies for her friends and family, and now wanted to start a full-time business venture manufacturing and selling her baby clothing and accessories to the general public.

Comfort Remote Site Services Ltd. (Comfort) was a remote-site food service company based in Oakville, Ontario. The chairman and chief executive officer (CEO) of Comfort was preparing a bid for the catering, housekeeping, and janitorial services for the Gregory Mine, an iron ore mine owned by Yellowstone Mining and located 320 kilometres north of Yukon, Canada. The remote food services industry involved a highly competitive bidding (often closed) process. Revenues in the industry had declined by 30 per cent in 2015 due to a weak global economy, and a subsequent downturn had occurred in natural resource commodity prices. The CEO must work through the financial analysis before deciding on whether to submit a bid.

Comfort Remote Site Services Ltd. (Comfort) was a remote-site food service company based in Oakville, Ontario. The chairman and chief executive officer (CEO) of Comfort was preparing a bid for the catering, housekeeping, and janitorial services for the Gregory Mine, an iron ore mine owned by Yellowstone Mining and located 320 kilometres north of Yukon, Canada. The remote food services industry involved a highly competitive bidding (often closed) process. Revenues in the industry had declined by 30 per cent in 2015 due to a weak global economy, and a subsequent downturn had occurred in natural resource commodity prices. The CEO must work through the financial analysis before deciding on whether to submit a bid.

In July 2016, the founder and president of Lockbox Social Inc., an American social media management company for real estate agents, was contemplating whether to offer search engine optimization (SEO) as a new product. He needed to decide whether to pivot his business to pursue SEO exclusively, include SEO with the current product mix, or stay with the status quo and reconsider SEO at a later date. How would the two products—social media management and SEO—meet his customers' needs? Would they provide a good fit with his business and personal goals? He also needed to determine how much to charge for SEO and whether the company's current pricing model was appropriate for social media management.

In 2016, the owners of Styles Inc. (Styles), a bespoke tailoring company in Toronto, Canada, needed to decide whether to discontinue the least profitable of the company's seven clothing lines or to increase that clothing line’s retail selling price. Over the previous six years, Styles had been financially successful, and customer retention was a major factor in this success. However, competition was increasing and profits were shrinking. Should the owners drop the clothing line that had the lowest margin or increase its retail selling price? If they chose to increase the price, they would need to decide on the amount of the price increase. The owners wondered whether increasing the price would still enable them to meet their target contribution margin.

In 2016, the owners of Styles Inc. (Styles), a bespoke tailoring company in Toronto, Canada, needed to decide whether to discontinue the least profitable of the company's seven clothing lines or to increase that clothing line's retail selling price. Over the previous six years, Styles had been financially successful, and customer retention was a major factor in this success. However, competition was increasing and profits were shrinking. Should the owners drop the clothing line that had the lowest margin or increase its retail selling price? If they chose to increase the price, they would need to decide on the amount of the price increase. The owners wondered whether increasing the price would still enable them to meet their target contribution margin.

In July 2016, the founder and president of Lockbox Social Inc., an American social media management company for real estate agents, was contemplating whether to offer search engine optimization (SEO) as a new product. He needed to decide whether to pivot his business to pursue SEO exclusively, include SEO with the current product mix, or stay with the status quo and reconsider SEO at a later date. How would the two products-social media management and SEO-meet his customers' needs? Would they provide a good fit with his business and personal goals? He also needed to determine how much to charge for SEO and whether the company's current pricing model was appropriate for social media management.

AquaSafi Purification Systems Pvt. Ltd. (AquaSafi) was a social enterprise that aimed to provide clean water to people in the developing world. The organization assembled and sold its water purification technology, at cost, to villages and non-governmental organizations in rural India. Before deciding to change AquaSafi’s current operating model, the executive director thought it would be useful to perform a cost/benefit analysis to see how the company’s cash flow would differ at a new water filtration plant under the current and proposed operating models. He also wondered whether it made sense for AquaSafi to change its operating model as it expanded its operations, since the company’s current operating model had been well received in the villages.

In 2016, the founder of Enigma Escape Rooms Ltd. (Enigma) was investigating an opportunity to expand his business to a second location. A new location would offer three additional escape rooms, and Enigma would enter the horror-based genre of the market. Enigma had strong demand for its adventure-themed escape rooms during its first year of operations. With escape room popularity at an all-time high and new competitors in or entering the market, the owner wondered if this was the best time to grow his business. He planned to complete a business size-up, assess the competition, and then project the costs and benefits of opening a second location before making a final decision.

In 2016, the founder of Enigma Escape Rooms Ltd. (Enigma) was investigating an opportunity to expand his business to a second location. A new location would offer three additional escape rooms, and Enigma would enter the horror-based genre of the market. Enigma had strong demand for its adventure-themed escape rooms during its first year of operations. With escape room popularity at an all-time high and new competitors in or entering the market, the owner wondered if this was the best time to grow his business. He planned to complete a business size-up, assess the competition, and then project the costs and benefits of opening a second location before making a final decision.

AquaSafi Purification Systems Pvt. Ltd. (AquaSafi) was a social enterprise that aimed to provide clean water to people in the developing world. The organization assembled and sold its water purification technology, at cost, to villages and non-governmental organizations in rural India. Before deciding to change AquaSafi's current operating model, the executive director thought it would be useful to perform a cost/benefit analysis to see how the company's cash flow would differ at a new water filtration plant under the current and proposed operating models. He also wondered whether it made sense for AquaSafi to change its operating model as it expanded its operations, since the company's current operating model had been well received in the villages.

In 2016, the owner of a small community bakery in Strathroy, Ontario, was planning the future of her business, since the lease on the store would expire soon. She was considering the financial feasibility of closing the bakery and focusing on only catering events. The bakery had not earned a profit as of late, and some local eateries were significant competitors. Running a bakery full time with two young children had been overwhelming at times, and she needed to consider a change to better manage her home and work life. She intended to continue withdrawing her annual salary of at least $40,000 under this catering-only option. She was concerned for the welfare of her four employees but also wanted to begin saving for her children’s education. This owner had to decide which option would be most appropriate for her needs.

In 2016, the owner of a small community bakery in Strathroy, Ontario, was planning the future of her business, since the lease on the store would expire soon. She was considering the financial feasibility of closing the bakery and focusing on only catering events. The bakery had not earned a profit as of late, and some local eateries were significant competitors. Running a bakery full time with two young children had been overwhelming at times, and she needed to consider a change to better manage her home and work life. She intended to continue withdrawing her annual salary of at least $40,000 under this catering-only option. She was concerned for the welfare of her four employees but also wanted to begin saving for her children's education. This owner had to decide which option would be most appropriate for her needs.

In 2016, a recently retired artilleryman from the Canadian Armed Forces was planning his next steps as a civilian. He had always been passionate about healthy lifestyles, and his sense of entrepreneurship led him to consider the viability of launching a series of fitness boot camps, based on different skill levels and age groups. He saw this boot camp idea as a way of providing health services to a group of clients who were already interested in exercise but who might become more involved if their fitness activities were held outdoors. He could either launch the boot camps on his own or partner with a small local gym. He needed to earn $2,000 after all expenses per month from May to August each year for the business to be feasible. The gym offered him cost-saving options, but was he ready to share his revenue with a partner?

In January 2016, the owners of a family farm near London, Ontario, Canada, wanted to evaluate the financial status of their business. After 30 years in farming during a period that had seen dramatic changes in the agricultural industry, the couple was beginning to think about succession planning for the farm that had been passed down to them from previous generations. The couple wanted to evaluate how well they had managed the farm’s cash throughout fiscal 2015 and would use this analysis to help them determine the long-term stability of the farm's operation in preparation for this succession plan.

In January 2016, the owners of a family farm near London, Ontario, Canada, wanted to evaluate the financial status of their business. After 30 years in farming during a period that had seen dramatic changes in the agricultural industry, the couple was beginning to think about succession planning for the farm that had been passed down to them from previous generations. The couple wanted to evaluate how well they had managed the farm's cash throughout fiscal 2015 and would use this analysis to help them determine the long-term stability of the farm's operation in preparation for this succession plan.

In 2016, a recently retired artilleryman from the Canadian Armed Forces was planning his next steps as a civilian. He had always been passionate about healthy lifestyles, and his sense of entrepreneurship led him to consider the viability of launching a series of fitness boot camps, based on different skill levels and age groups. He saw this boot camp idea as a way of providing health services to a group of clients who were already interested in exercise but who might become more involved if their fitness activities were held outdoors. He could either launch the boot camps on his own or partner with a small local gym. He needed to earn $2,000 after all expenses per month from May to August each year for the business to be feasible. The gym offered him cost-saving options, but was he ready to share his revenue with a partner?

In 2016, the director of finance and operations for a non-profit organization faced an important decision. Her organization offered an in-residence opportunity for high school students who excelled academically, but the organization's cash flow for the upcoming year was in jeopardy. The director was considering increasing registration fees and planned to prepare cash budgets for the upcoming fiscal year for the program and for the organization. She knew that her decision had to be in line with the organization's values and goals, but she also felt that raising fees might alleviate some of the program's financial strain. The program was already supported by alumni and many company and government sponsors. The director had to make a presentation to the board of directors and ensure her decision would maintain the quality of the program and its candidates and also help the organization's cash flow.

In 2016, the director of finance and operations for a non-profit organization faced an important decision. Her organization offered an in-residence opportunity for high school students who excelled academically, but the organization’s cash flow for the upcoming year was in jeopardy. The director was considering increasing registration fees and planned to prepare cash budgets for the upcoming fiscal year for the program and for the organization. She knew that her decision had to be in line with the organization’s values and goals, but she also felt that raising fees might alleviate some of the program’s financial strain. <br><br>The program was already supported by alumni and many company and government sponsors. The director had to make a presentation to the board of directors and ensure her decision would maintain the quality of the program and its candidates and also help the organization’s cash flow.

The owner and chocolatier of a small, chocolate manufacturing and retailing company in London, Ontario, was considering an expansion opportunity within Southwestern Ontario. The company's current production facility was sufficient for handling immediate demand; however, there was limited space for expansion in the same building, and the building's administration had plans to prohibit manufacturing activities within the next five to 10 years. The owner wondered whether the time was right to purchase a new storefront and production facility in a small nearby city. Alternatively, should he continue operations in the present location while looking for other opportunities to expand? He planned to create projected financial statements and conduct internal and external analyses to inform his decision-making process.