Jatinder Gill, an Indian immigrant, opened the vegetarian restaurant Veg World India in Barcelona. He gained rich culinary experience in Europe for 15 years before opening the restaurant in 2007. His personal beliefs and choices played an important role in the business. His business grew handsomely. In 2023, his partner in the restaurant decided to part ways. Gill needed a significant amount of money to buy back his partner’s share. This was possible only if the restaurant generated more revenue, and it could do so by serving alcohol to customers. At that time, Gill hadn’t served alcohol because of his religious beliefs. He faced an arduous dilemma that tested the strength of his beliefs against the need to increase revenue.

Uno Minda Ltd. (Uno Minda) was a leading manufacturer of automobile components for original equipment manufacturers (OEMs) of vehicles running on an internal combustion engine. The Indian company had a strong relationship with automobile manufacturers and long-standing international partners for joint manufacturing of auto components. The Indian market was rapidly adopting electric vehicles (EVs). In November 2021, Uno Minda was determined to establish itself as a leading manufacturer of components for EVs. The company could develop its expertise by investing in in-house research and development, acquiring a domestic or international EV component manufacturer, or forming a joint venture with a renowned domestic or international player in the EV component space. All three options had their pros and cons. Uno Minda had to choose among these.

Uno Minda Ltd. (Uno Minda) was a leading manufacturer of automobile components for original equipment manufacturers (OEMs) of vehicles running on an internal combustion engine. The Indian company had a strong relationship with automobile manufacturers and long-standing international partners for joint manufacturing of auto components. The Indian market was rapidly adopting electric vehicles (EVs). In November 2021, Uno Minda was determined to establish itself as a leading manufacturer of components for EVs. The company could develop its expertise by investing in in-house research and development, acquiring a domestic or international EV component manufacturer, or forming a joint venture with a renowned domestic or international player in the EV component space. All three options had their pros and cons. Uno Minda had to choose among these.

In early 2018, WhatsApp—the cross-platform messaging and Voice over Internet Protocol (VoIP) service—began testing its WhatsApp Payments (Payments) service, designed to enable digital payment transactions in India. By late 2020, the platform had rolled out the initial launch of its Payments feature within India, with the National Payments Corporation of India agreeing to a staggered launch. However, despite the number of Payments users increasing from twenty million to forty million between November 2021 and April 2022, the platform witnessed stagnation in customer retention due to faulty transactions and inefficient processes that resulted in driving customers away. WhatsApp’s challenge was to review its customer value proposition to gain new customers and retain existing ones. How should it communicate this customer value proposition to its target customer base to attract new users? Would it be more appropriate to launch Payments as a standalone app?

In early 2018, WhatsApp-the cross-platform messaging and Voice over Internet Protocol (VoIP) service-began testing its WhatsApp Payments (Payments) service, designed to enable digital payment transactions in India. By late 2020, the platform had rolled out the initial launch of its Payments feature within India, with the National Payments Corporation of India agreeing to a staggered launch. However, despite the number of Payments users increasing from twenty million to forty million between November 2021 and April 2022, the platform witnessed stagnation in customer retention due to faulty transactions and inefficient processes that resulted in driving customers away. WhatsApp's challenge was to review its customer value proposition to gain new customers and retain existing ones. How should it communicate this customer value proposition to its target customer base to attract new users? Would it be more appropriate to launch Payments as a standalone app?

Universal Pictures’ animated movie Abominable was scheduled for release in Malaysia on November 7, 2019. However, Malaysia’s Film Censorship Board ordered the studio to cut the scenes showing a map with the controversial “nine-dash line.” Without those cuts, the Malaysian government would not allow the movie’s release in Malaysia. The nine-dash line was a geopolitically sensitive issue in the South China Sea region, pitting China against neighbouring countries. China claimed historic rights over the territories bound by the nine dashes it had drawn on a map in the South China Sea. In contrast, Malaysia, Vietnam, the Philippines, Indonesia, Taiwan, and Brunei also claimed the part of the sea adjacent to their coastline. The US government also challenged the Chinese claims under the nine-dash line.<br><br>Universal Pictures was in a fix: Not deleting the map scene would mean that Malaysia and other countries in the South China Sea could ban the movie. However, deleting the scene could provoke the Chinese government, which in the past had reacted strongly against studios and actors who had disregarded Chinese restrictions. China was a significant market that no Hollywood studio could afford to lose. But should Universal Pictures focus only on its commercial interests at the cost of taking a morally sound position?

Universal Pictures' animated movie Abominable was scheduled for release in Malaysia on November 7, 2019. However, Malaysia's Film Censorship Board ordered the studio to cut the scenes showing a map with the controversial "nine-dash line." Without those cuts, the Malaysian government would not allow the movie's release in Malaysia. The nine-dash line was a geopolitically sensitive issue in the South China Sea region, pitting China against neighbouring countries. China claimed historic rights over the territories bound by the nine dashes it had drawn on a map in the South China Sea. In contrast, Malaysia, Vietnam, the Philippines, Indonesia, Taiwan, and Brunei also claimed the part of the sea adjacent to their coastline. The US government also challenged the Chinese claims under the nine-dash line.<br><br>Universal Pictures was in a fix: Not deleting the map scene would mean that Malaysia and other countries in the South China Sea could ban the movie. However, deleting the scene could provoke the Chinese government, which in the past had reacted strongly against studios and actors who had disregarded Chinese restrictions. China was a significant market that no Hollywood studio could afford to lose. But should Universal Pictures focus only on its commercial interests at the cost of taking a morally sound position?

In May 2022, Getwell Pharma India Private Limited was an independent neighbourhood pharmacy in Amritsar, India. Pharmacy retail in the country was largely dominated by traditional independent stores, until the emergence of pharmacy chains and e-pharmacies with scale advantage, extensive financial resources, large numbers of stock-keeping units, store brands, and new technology. These changes were making traditional pharmacies less attractive to customers, who were increasingly asking for heavy discounts to match those of the new competitors. However, the discounts were not manageable for independents that were positioned at the end of a long and fragmented supply chain and stuck with limited margins. As a result, Getwell Pharma India Private Limited was losing its customer base, despite offering quality products and services. With revenues and profits falling, should the company consider allowing a major competitor to absorb the business?

In May 2022, Getwell Pharma India Private Limited was an independent neighbourhood pharmacy in Amritsar, India. Pharmacy retail in the country was largely dominated by traditional independent stores, until the emergence of pharmacy chains and e-pharmacies with scale advantage, extensive financial resources, large numbers of stock-keeping units, store brands, and new technology. These changes were making traditional pharmacies less attractive to customers, who were increasingly asking for heavy discounts to match those of the new competitors. However, the discounts were not manageable for independents that were positioned at the end of a long and fragmented supply chain and stuck with limited margins. As a result, Getwell Pharma India Private Limited was losing its customer base, despite offering quality products and services. With revenues and profits falling, should the company consider allowing a major competitor to absorb the business?

Paytm was India’s first digital wallet service provider. It revolutionized the country’s digital payments landscape, but it was slow to adopt Unified Payments Interface (UPI) payments. The entry of WhatsApp into the digital payments industry on November 6, 2020 intensified the competition in the UPI segment of the market that Google Pay and PhonePe already dominated by focusing on person-to-person (P2P) transactions. With a strong 400-million user base, WhatsApp threatened to be a formidable competitor in the P2P segment. Paytm was in third position in the UPI-based payments market, but maintained a firm hold on the person-to merchant (P2M) segment. Should Paytm continue to focus on that segment or should it expand to P2P, which was a larger market with big competitors?

On the evening of June 4, 2021, the Nigerian government ordered the suspension of business operations for Twitter in Nigeria, accusing the social media company of spreading misinformation and fake news and allowing activities that could undermine the corporate existence of Nigeria. The suspension caused anger and outrage in Nigeria and sparked reactions around the world. Four months later, on October 1, 2021, the Nigerian government stated that it was ready to revoke suspension if Twitter agreed to certain prescribed conditions. Twitter was keen to resolve the issue and resume operations in Nigeria, but accepting some of the requirements could compromise its core values. Should Twitter agree to the government’s conditions?

Nord Stream 2 was an offshore pipeline project of the Russian energy company Gazprom to transport natural gas to Europe. The US government was skeptical about this project as it believed that Russia would use the pipeline to increase its influence in Europe. The Russian annexation of Crimea and reported Russian support to the secessionist groups in Eastern Ukraine further complicated the situation. The events in Ukraine resulted in the United States and European Union imposing economic sanctions on the Russian government, institutions, and specific individuals. The pipeline construction was completed amid continued hostilities, repeatedly imposed sanctions, and political transitions in the US and Germany.<br><br>Nord Stream 2 AG, the Swiss-based subsidiary of Gazprom which was created to operate the pipeline, applied to the German national energy regulator for pipeline certification but was refused until Gazprom created a German subsidiary to operate the pipeline. Such a condition would require Gazprom to dilute its stake and control over its critical asset; however, not meeting the regulator’s conditions would ensure that the pipeline remained inoperative and that the company’s US$11 billion investment to complete the project would be held up until Gazprom could mount a legal, diplomatic, and geopolitical campaign to overturn the regulator’s decision.

Nord Stream 2 was an offshore pipeline project of the Russian energy company Gazprom to transport natural gas to Europe. The US government was skeptical about this project as it believed that Russia would use the pipeline to increase its influence in Europe. The Russian annexation of Crimea and reported Russian support to the secessionist groups in Eastern Ukraine further complicated the situation. The events in Ukraine resulted in the United States and European Union imposing economic sanctions on the Russian government, institutions, and specific individuals. The pipeline construction was completed amid continued hostilities, repeatedly imposed sanctions, and political transitions in the US and Germany. Nord Stream 2 AG, the Swiss-based subsidiary of Gazprom which was created to operate the pipeline, applied to the German national energy regulator for pipeline certification but was refused until Gazprom created a German subsidiary to operate the pipeline. Such a condition would require Gazprom to dilute its stake and control over its critical asset; however, not meeting the regulator's conditions would ensure that the pipeline remained inoperative and that the company's US$11 billion investment to complete the project would be held up until Gazprom could mount a legal, diplomatic, and geopolitical campaign to overturn the regulator's decision.

Paytm was India's first digital wallet service provider. It revolutionized the country's digital payments landscape, but it was slow to adopt Unified Payments Interface (UPI) payments. The entry of WhatsApp into the digital payments industry on November 6, 2020 intensified the competition in the UPI segment of the market that Google Pay and PhonePe already dominated by focusing on person-to-person (P2P) transactions. With a strong 400-million user base, WhatsApp threatened to be a formidable competitor in the P2P segment. Paytm was in third position in the UPI-based payments market, but maintained a firm hold on the person-to merchant (P2M) segment. Should Paytm continue to focus on that segment or should it expand to P2P, which was a larger market with big competitors?

On the evening of June 4, 2021, the Nigerian government ordered the suspension of business operations for Twitter in Nigeria, accusing the social media company of spreading misinformation and fake news and allowing activities that could undermine the corporate existence of Nigeria. The suspension caused anger and outrage in Nigeria and sparked reactions around the world. Four months later, on October 1, 2021, the Nigerian government stated that it was ready to revoke suspension if Twitter agreed to certain prescribed conditions. Twitter was keen to resolve the issue and resume operations in Nigeria, but accepting some of the requirements could compromise its core values. Should Twitter agree to the government's conditions?

Xiaomi India Private Limited (Xiaomi India), a subsidiary of the Chinese smart phone company Xiaomi Corporation, controlled a major share in the Indian market. However, its dominance was threatened by geopolitical tensions between India and China. The two countries shared a 4,000 kilometre border and a history of dispute over the border’s actual demarcation. Tensions brewing over the international border during early 2020 precipitated an armed clash between Indian and Chinese troops at one border post that resulted in the death of 20 Indian soldiers. In response, the Indian government issued orders for companies to declare the identity of products made in China, with a preference for products made in India. A consumer boycott of Chinese products was also posing a threat to the Xiaomi brand’s market leadership position, while competitors saw an opportunity to expand their market share. How could Xiaomi India overcome the current negative environment and prepare for similar potential conflicts in the future?

Xiaomi India Private Limited (Xiaomi India), a subsidiary of the Chinese smart phone company Xiaomi Corporation, controlled a major share in the Indian market. However, its dominance was threatened by geopolitical tensions between India and China. The two countries shared a 4,000 kilometre border and a history of dispute over the border's actual demarcation. Tensions brewing over the international border during early 2020 precipitated an armed clash between Indian and Chinese troops at one border post that resulted in the death of 20 Indian soldiers. In response, the Indian government issued orders for companies to declare the identity of products made in China, with a preference for products made in India. A consumer boycott of Chinese products was also posing a threat to the Xiaomi brand's market leadership position, while competitors saw an opportunity to expand their market share. How could Xiaomi India overcome the current negative environment and prepare for similar potential conflicts in the future?

Bombardier Inc., a Canadian manufacturer of business jets and small aircraft, developed the C Series aircraft amid numerous technical and financial challenges. In 2016, the US aviation company Delta Air Lines Inc. made a large purchase of the plane at an allegedly highly discounted price, which was expected to help Bombardier Inc. enter the lucrative US aviation market. In response, The Boeing Company, the world’s largest aerospace company, filed a complaint about the deal with the US Department of Commerce and with the United States International Trade Commission. The complaint was consistent with the current US administration position of promoting protectionist economic and trade policies. The US Department of Commerce concurred with The Boeing Company and levied anti-dumping and countervailing duties of 292.21 per cent against Bombardier Inc. However, the United States International Trade Commission found the tariffs unjustified and overturned the decision on the grounds that The Boeing Company was not materially harmed by the transaction. The Boeing Company had multiple options for pursuing a challenge, but each option had potential consequences.

Bombardier Inc., a Canadian manufacturer of business jets and small aircraft, developed the C Series aircraft amid numerous technical and financial challenges. In 2016, the US aviation company Delta Air Lines Inc. made a large purchase of the plane at an allegedly highly discounted price, which was expected to help Bombardier Inc. enter the lucrative US aviation market. In response, The Boeing Company, the world's largest aerospace company, filed a complaint about the deal with the US Department of Commerce and with the United States International Trade Commission. The complaint was consistent with the current US administration position of promoting protectionist economic and trade policies. The US Department of Commerce concurred with The Boeing Company and levied anti-dumping and countervailing duties of 292.21 per cent against Bombardier Inc. However, the United States International Trade Commission found the tariffs unjustified and overturned the decision on the grounds that The Boeing Company was not materially harmed by the transaction. The Boeing Company had multiple options for pursuing a challenge, but each option had potential consequences.

On May 21, 2015, food inspectors in the North Indian state of Uttar Pradesh tested Maggi instant noodles that had been manufactured by Nestlé India Limited. Their results led them to declare that the samples contained higher-than-permissible levels of monosodium glutamate and lead — substances that could, at those levels, potentially cause harm to consumers. The well-known brand accounted for 26 per cent of Nestlé India Limited’s annual revenue, and the subsequent recall was a source of controversy. The recall was one of the biggest business stories of the year in India and was estimated to have cost Nestlé India Limited US$50 million. The company’s response to the problem ranged from inaction and denial to attempts at rectification and redemption. The overall actions of the company were characterized by confusion regarding product safety and contradictory statements about the accusations that had been made against it. Given the material losses and the damage to both the Maggi and Nestlé India brands, the company wanted to know how the situation could be corrected — and avoided — in the future. Was the Food Safety and Standards Authority of India correct to recall Maggi noodles? Once the crisis was in motion, how could Nestlé India Limited have handled the situation to appease customers, regulators, and stakeholders?