This is the first of a two-case series (IMD328 and IMD330). The idea for Dubailand first came up in early 2002 as part of the country's efforts to diversify the sources of its gross domestic product (GDP) by expanding the tourism market offering. The answer, developed by the Dubai Development and Investment Authority, was the founding principle behind Dubailand - the creation of a globally competitive entertainment and leisure hub. Between 2003 and 2005, a master plan for the project was drafted. International theme park experts and consultants were called on to provide input as to how the land should be divided and what should be included to make the destination globally competitive. In April 2006, Christian Perdrier, current CEO (Chief Executive Officer) of Dubailand, was approached by a headhunter based in London about the Dubailand project. They were looking for someone with international experience and industry expertise to lead the project, which was not taking off beyond the master-planning phase. He accepted the challenge and joined the company in February 2007. The case is set in 2007, in the first few months after a CEO is hired to make the vision happen. Between February 2007 and December 2010, the CEO will have to turn a plan into a reality, opening a leisure and entertainment complex of 27,000 hectares, hiring the first wave of the 250,000 people who will ultimately work in a hub that will include dozens of theme parks, hotels, retail and residential units.

Dubai Internet City (DIC) was inaugurated in October 2000. Despite carrying the name "Internet," the free zone was designed as a hub for all information and communications technology companies. Although the original plan focused primarily on real estate, the shift to an innovative, one-stop approach was almost immediate. DIC not only offered its clients office space, but handled visas, incorporation, travel bookings, work permits, etc. To support clients further, DIC set up a state-of-the-art telecommunications company. This was the first in a series of businesses that DIC launched to serve customers and then spin-off as stand-alone entities. The park's objective was to help companies do business in the area while making it as easy as possible to operate out of Dubai. The fact that the park operated inside a free zone meant that it could offer clients attractive deals such as 100% foreign ownership, no tax, or 100% repatriation of capital. The large concentration of companies working from a single location (600 by 2004) also created networking opportunities, which the company further supported through organized events. By 2004, the company had reached the objectives it had set for 2007 and began looking at different options: internationalizing by either building, operating, or advising on similar parks abroad, or capturing other parts of the value chain (manufacturing, outsourcing, etc.). A 2004 EFMD award winner.

In the summer of 1997, the executive team of GPS, a very successful French retailer in the one-hour photo finishing and one-hour eyewear business, is trying to decide whether to purchase Vision Express of the United Kingdom. Both companies are very entrepreneurial, fast growing, and have pioneered the one-hour service concept in their respective countries. The founder of Vision Express was Dean Butler, the American who previously founded Lens Crafters in the United States. In spite of their similarities, the formula for success of the two companies is rather different, with Vision Express relying heavily on advertisements that feature two-for-one sales and GPS competing on high service levels and repeat business. The acquisition, if made, would be GPS's first major expansion outside France.

GPS acquired Vision Express, but it is not going well. Two executives at GPS are proposing a revolution at Vision Express, which would change the company's business model to be more like the French model. Dean Butler, the founder of Vision Express, strongly opposes the change, arguing that it would ruin Vision Express. The business model may or may not be the problem. What should GPS management do?

Discusses the successful turnaround of Adidas. Describes the financial and competitive situation of Adidas and the sporting goods industry in 1993 when Robert Louis-Dreyfus, CEO, takes over the management of the company. Adidas is in economic and organizational disarray and Louis-Dreyfus' challenge is to turn the company around from its current deficit of close to $100 million. Can he do it? What changes should he make?

Focuses on entrepreneurship--both in setting up a new business and in keeping the entrepreneurial spirit alive in large, established organizations--and on internationalization. Describes how toy manufacturer Hasbro receives a proposal from an American entrepreneur specializing in plastic injection molding for a new toy. Describes the proposal, the toy industry, and Hasbro itself. Should Hasbro accept the proposal for the new toy? Also, how can large companies stay open to ideas coming from the outside?