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The management and marketing of global events has enabled growth at Hockey Canada, the National Sport Organization responsible for the sport of ice hockey in Canada. Indeed, through a planned approach to events, Hockey Canada has established an event program that includes guaranteed profit figures in the millions, high interest from host cities, good attendance, and impressive television ratings. The executive who has led the organization through this growth, COO Scott Smith, is the central figure in the case, which includes background information, financial numbers and strategy elements of the growth over the past decade. The case touches on a number of important topics in sport and event management including international growth, risks, event-hosting, sport development, television, social media, sponsorship, digital media, women's sport, and online viewing.

This case describes the history, operations, and economics of Infineon Raceway (Sears Point Raceway) in Sonoma, California, and the challenges facing the racetrack as a result of the economic recession of 2008-9. The racetrack's most important race is a NASCAR Sprint Cup event. It also hosts IndyCar, NHRA drag races, and other events. Speedway Motorsports Inc. purchased the track in 1996, and made substantial a capital investment to improve the spectator experience. The track is heavily dependent, financially, on corporate sponsorship. Its naming rights agreement with Infineon Technologies was expiring in 2012, and many of its other corporate sponsors were cutting back or ending their sponsorships due to economic stress. The case describes the advantages of corporate sponsorship, and the ways in which a company can utilized sponsorship to build its brand, reward and motivate employees, drive retail traffic to stores and distributors, and entertain customers. The case includes a 10 page appendix with background information of the basic types of motor racing and descriptions of major racetracks in California.

The case follows Mel Young, founder and president of Homeless World Cup, a nonprofit organization whose mission is to eliminate homelessness around the world. Homeless World Cup organizes annual football (i.e., soccer) tournaments in host cities and through its grassroots partner organizations recruits and trains homeless people to play in the events. The case highlights the early days of founding and building the organization, including Young's inspiration for the idea, and also covers the importance of branding and marketing and the organization's relationship with Nike.

In 2009, ParticipACTION was a Toronto-based not-for-profit organization that had a storied history of inspiring and supporting active and healthy living for Canadians. Led by CEO Kelly Murumets, ParticipACTION was to lead a steering committee of representatives of the not-for-profit sector and the private sector, as well as academics, towards developing a set of 'how-to' guidelines for not-for-profit sport and physical activity organizations on forming effective partnerships with the private sector. Due to decreasing government support, the need to secure alternate resources and funding, and the proliferation of competition, sports and health organizations were extremely interested in such partnerships. Recent successes made ParticipACTION realize that it and other sports advocate organizations around the globe, needed to become more strategic and innovative in engaging private companies. Coming off of a successful internal restructuring and partnership with Coca Cola, ParticipACTION received an opportunity to be involved with the upcoming 3rd International Congress on Physical Activity and Public Health Conference (ICPAPH ). ICPAPH would attract over 1000 leaders from dozens of countries and would be an ideal forum for sharing guidelines for responsible partnerships. This case surveys sports and healthy living advocacy and explores how ParticipACTION went about leading the process to develop guidelines for private sector partnerships.

Many startup companies go through the so-called "entrepreneurial crisis" when they reach a headcount somewhere between 50 and 100 employees. At this point, the CEO and her team have to transition from a personal to a professional management style. Management systems play a critical role in managing this transition effectively. Contrary to the popular belief that the development of such systems kills the entrepreneurial spirit, startups that implement these systems are associated with faster growth, larger size, and a lower turnover of their CEOs. Venture capital backed startups are more likely to implement these systems faster. This article also examines why these systems are adopted and the different roles they play in high-growth companies.

The (A) case follows Dr. Zhengrong Shi, Founder, Chairman and CEO of Suntech Power Holdings, on his journey to create a global solar PV company headquartered in China. It covers his background and inspiration for the idea, his dealings with the local Chinese government authorities, the company's business strategies, competitive landscape, and performance to date. The case concludes with the founder contemplating future options for his company, including the possibility of taking the company public on the New York Stock Exchange. The (B) case follows the company in the post-IPO years, providing an update on strategy, financial performance, and the competitive landscape.

The (A) case follows Dr. Zhengrong Shi, Founder, Chairman and CEO of Suntech Power Holdings, on his journey to create a global solar PV company headquartered in China. It covers his background and inspiration for the idea, his dealings with the local Chinese government authorities, the company's business strategies, competitive landscape, and performance to date. The case concludes with the founder contemplating future options for his company, including the possibility of taking the company public on the New York Stock Exchange. The (B) case follows the company in the post-IPO years, providing an update on strategy, financial performance, and the competitive landscape.

The sport of cricket is an obsession in India, the country that is the most important economic force in the cricket world. In 2007, top-level cricket was played primarily by national teams. Domestic leagues were controlled by national governing bodies, using domestic players, the best of whom also played on the national team. In September 2007, the Board of Control for Cricket in India (BCCI) announced that it was forming the Indian Premier League (IPL). It would consist of city-based franchises, and play its first season beginning in mid-April 2008. The six-week season would have 59 games, including a playoff to determine the overall champion. Teams would include the best international players. Much was required to make this happen. Eight team franchises were auctioned in January 2008, for a total of $718 million. Television rights for ten years were sold for $1 billion. The top 75 international players were selected by the team in an auction that paid them over $45 million. This turned the global cricket salary structure upside, with players getting more in six weeks than they could expect for a year or more from their national governing bodies. The league drew from India's other passion, Bollywood to increase the entertainment value of games. The league and teams faced many challenges, which are discussed in the case. The league's first season captivated India, as well as much of the rest of the cricket world, and was a tremendous success. Following its first year, the IPL faced the challenge of maintaining its momentum into the future, and building on the success of its inaugural season. Both international and national cricket covering bodies pondered how to adapt to the changes caused by the IPL's success. Finally, the economic recession and major terrorist attacks in India (November 20008) and Pakistan (March 2009) threatened the ability of the league to proceed with its second season, which was scheduled to start in mid-April 2009.

This case is a follow-up to SPM-39A, which described three eras of the Anaheim Ducks NHL hockey team. In 2007, the team won the Stanley Cup (the NHL championship). This case describes the opportunities and challenges facing team management as a result of winning the Stanley Cup.

This case traces the Anaheim Ducks of the National Hockey League through three distinct eras, beginning with the teams founding and initial success (1992-1997), through a period of ownership turmoil and financial loss (1998-2004), and then new ownership and rebuilding (2005-2008). It discusses issues both on and off the ice, including ownership business strategy (such as the Disney Company's strategy for using the team to promote tourism to Anaheim, site of Disneyland, and to promote its Mighty Ducks films). The case also discusses branding and other strategic issues addressed during each era by the team's various owners.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

A major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A's star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), additional information is revealed as the crisis unfolds. With each case, students are given important issues and questions to consider and discuss.

Since its official launch in January 2000, Baidu.com, Inc. (Baidu) quickly grew to become the leading Internet search engine in China. After three rounds of private funding, Baidu registered to go public on the NASDAQ Stock Market (Ticker Symbol: BIDU) on August 5, 2005. This case can be used for at least three types of courses: business valuation, entrepreneurship in emerging markets, or doing business in China. When used for a business valuation or corporate finance course, the case highlights issues involved in the valuation of early-stage companies in emerging growth industries and economies. When used for an entrepreneurship course, the case highlights the opportunities and challenges of starting and growing ventures in emerging markets; it also illustrates how a start-up company can take an existing entrepreneurial idea and proven business model from another country and successfully adapt it to the home market. Three steps in this successful adaptation are: (1) leveraging its local knowledge and expertise, (2) creating a unique competitive advantage for the venture, and (3) creating an entry barrier for its competitors. In a course on doing business in China, the case highlights the strategies for business success in China and the role of culture, government, economy, legal and financial systems, and consumer market in shaping these strategies.

In 1994, John Moores purchased the San Diego Padres baseball team. The team shared Qualcomm Stadium with the San Diego Chargers football team, which was the senior tenant and received a far higher share of stadium revenue than the Padres. As a result, the Padres' ability to support the payroll needed to field a competitive team was severely limited. The solution was to build a new ballpark for the Padres in a blighted area of downtown San Diego. Redevelopment of the blighted area was integrated into the ballpark construction project, with the Padres owner having the responsibility of being the master developer, and for guaranteeing increased tax revenues from the redevelopment. Typically, sports team owners had sought public funding of their new stadiums, promoting this with the expectation that the new stadium would catalyze other development-an expectation that was often not met. The San Diego Padres ballpark, PETCO Park, was the first integrated sports facility/redevelopment project ever attempted. In the end, the City of San Diego paid $301 million of the $474 million cost for the ballpark. By 2007 (three years after the ballpark opened), redevelopment projects worth approximately $4.25 billion had been completed, were underway, or were planned. Of these, $4 billion was privately funded. The previously blighted area was well on its way to a dramatic redevelopment. While the project turned out to be a huge success for the Padres, the City of San Diego, and the taxpayers of the City, there were, however, many obstacles that had to be overcome, including a 16 month halt in construction. The case describes the project, the role of the Padres, the City of San Diego, and other players.

Describes the International Fight League's (IFL) formation and growth, the mixed-martial arts (MMA) industry in 2007, and culminates in the dilemma of what the company should do strategically in order to survive. After going public, the company faced competition from various new small players like itself, and from dominant player UFC (Ultimate Fighting Championship). As the company fell below break-even, its challenge became to search for one or more types of revenue streams to "salvage" itself before burning through its remaining cash reserves. Evaluates the typical revenue streams of sports companies, such as television, team sponsorship, league sponsorship, advertising, merchandising, and live arena events. Each strategic direction is evaluated, given its corresponding operational model, cost of ramp-up (particularly considering UFC's position), and sustainable barriers to entry. Looks at typical challenges faced by management of a publicly traded company caught in a strategic pinch by looking at the IFL's situation.

Presents the strategic dilemmas faced by a foreign venture capital (VC) firm with over one decade of making cross-border investments in Asia--with particular emphasis in China. Set in the 2006-07 time frame as the investment environment in China is triggered by an accelerated inflow of capital, raises the question of how WI Harper should best leverage its regional expertise before raising its next fund. Other dilemmas faced by the firm include: re-evaluating its approach to cross-border investments, retaining its investment principles, and dealing with the growing pains of evolving from an informally managed regional fund to a blue-chip, institution-backed global fund. Most importantly, uses WI Harper's Chinese presence to illustrate the effects of a heated investment environment on an incumbent VC firm, allowing for a balanced discussion about its strategic alternatives given an increasingly global investment environment.