The case discusses attempts by Singapore Press Holdings Ltd (SPH) to transform its core media business, which was battered by digital disruption. Revenues from SPH's core media business (newspaper subscriptions and advertising revenues) had fallen year after year, as had its share price. What strategy should SPH adopt for its media business and what challenges could it expect? Would digital reinvention be the best course of action and the only way to go? Was SPH mired in a "do-or-die" predicament? The case also provides a concise description of the digital reinvention of the Washington Post, New York Times and South China Morning Post.

China's economy has experienced multiple radical changes since 1978, in which state-owned enterprises (SOEs) have played vital roles and transformed accordingly. In the era of Xi Jinping, China has been launching new plans for SOEs reform aiming to improve enterprise efficiency and adjust the industrial structure. This case discusses the development of socialist economy and key characteristics of SOEs reforms before and after 2012, and explores the challenges China faces in the new stage.

This is a "context" case that offers a general sense of the scale and scope of tasks confronting the Chinese government in economic reform, particularly since President Xi Jinping assumed political leadership over 2012-2013. It also provides an avenue to appreciate the inner mechanics of how China works today.

Daiichi Sankyo was the first major Japanese pharmaceutical firm to acquire a generic drug company. In early 2008, it acquired a majority share in Ranbaxy, then the largest India-based generic drug manufacturer and exporter. This case examines the cross cultural challenges in the post-acquisition task of integration.

Established in 1991, Wilmar grew rapidly to become one of the largest palm oil companies in Southeast Asia, with revenue and net profits of US$23.9 billion and US$1.88 billion respectively for the year ended March 2009. It operated in the entire value chain of the industry, from plantations to processing, merchandising, shipping and distribution. As the third-largest listed plantation company in the world, it operated 300 processing plants and had an extensive global distribution network. Its products sold in more than 50 countries, including China and India. As the global demand for palm oil grew, environmental groups were concerned about the impact of palm oil industry on the social and natural environment, such as loss of forest ecosystems, environmental damage, soil degradation, pollution, greenhouse gas emissions and climate change. They were pressuring palm oil producers, including Wilmar, to take action to address these issues. By late 2010, Wilmar had two strategic initiatives to drive future growth. It was poised to acquire Sucrogen, Australia's largest sugar company with operations in sugar milling and refining, bioethanol production and generation of renewable electricity. It was also expanding into sub-Saharan Africa, where many governments were keen to support the development of commercially managed large-scale oil palm projects. However, as in Asia, palm oil producers and governments could expect to encounter pressure from environmental groups with regard to possible adverse effects. The challenge was to manage these initiatives and the environmentalists' demands for more sustainable operations.