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Stayfilm is a representative case of a Brazilian digital startup trying to compete and succeed in the global market. In 2016, Stayfilm's application (app), which customers used to convert photos and videos into films, faced a decline in the number of registered users, app downloads, and films produced. After opening some offices overseas, the partners realized that operating a global business in more stable and tech-developed countries would benefit their success; hence, they decided to move the startup headquarters to a different country. By February 2017, they were considering moving Stayfilm's headquarters to London (U.K.), Toronto (CA), or Miami (U.S.). This case asks students to select a city where the company should establish its headquarters based on information provided in the case. The story presents a successful example of an emerging market digital startup attempting to expand globally. The case provides an exciting context for studying digital startups' attributes, business models, and internationalization processes.

Eco Cookstoves (EC), an American social enterprise teamed up with the ZSB Foundation in 2007 to reduce indoor air pollution. This case describes EC's strategy of developing custom high-performance cookstoves for the base of the pyramid (BOP) households and its expansion into Honduras and Mexico that began in 2011. The social enterprise was successful in opening an assembly plant in Honduras in 2014 by partnering with the Honduran Government. While the government programs enabled EC to partner with a local non-profit to distribute free eco-friendly planchas to Honduran customers, such programs did not exist in Mexico. So, in 2015, EC had to decide which foreign entry strategy was right for the Mexican market. This case gives instructors the unique opportunity to discuss environmental sustainability issues, apply the Triple Bottomline framework in the context of international entry strategies, and effective social innovation to mitigate indoor air pollution and climate risk.

In 1998, the United States Environmental Protection Agency (EPA) and US manufacturers of heavy-duty diesel engines signed a consent decree which included among other things, pulling forward ("pull ahead") by 15 months a new nitrogen oxide (NOx) emission standard. By early 2002, Caterpillar and Detroit Diesel were requesting EPA to delay the "pull ahead". Cummins was being pressured by its competitors to join in this request. On the other side, the Environmental Protection Agency (EPA) and several environmental organizations wanted Cummins to adhere to the requirements of the consent decree. Cummins was navigating through a very difficult economic time and could not afford to make a mistake. Joe Loughrey, Cummins Engine Business President and his team needed to make a strategic decision. Would they a) agree with the competitors' position asking EPA to delay the consent decree which required the company to pull ahead an expensive environment requirement, thus allowing manufacturers to continue using the established engine technology that had customer support, or b) accept the terms of the consent decree and continue to develop a new engine technology against the wishes of many in the industry and thus face possible market retraction. Both strategic decision options had substantial consequences and needed to be carefully evaluated. Not only was the future of Cummins Engine Business in jeopardy, but as we learn later, this decision impacted the future of the whole industry.