On September 5, 2023, Luke Hayes, owner of Hayes Public Relations (HPR) in Toronto, Ontario, Canada, was reviewing the company’s financial performance for its seventh fiscal year. Having already reviewed the company’s operating decisions for the previous fiscal year, Hayes was now preparing to review the company’s financing and investing transactions for the fiscal year ending August 31, 2023.

On September 5, 2023, Luke Hayes, owner of Hayes Public Relations (HPR) in Toronto, Ontario, Canada, was reviewing the company's financial performance for its seventh fiscal year. Having already reviewed the company's operating decisions for the previous fiscal year, Hayes was now preparing to review the company's financing and investing transactions for the fiscal year ending August 31, 2023.

On December 6, 2023, Shirley Rose, owner of the toy manufacturer Stacked, was reviewing the company's financial performance for its fourth fiscal year, ending November 30, 2023. Stacked manufactured toy wooden blocks in Stratford, Ontario, Canada. Rose needed to record all necessary accounting transactions for fiscal year (FY) 2023 using the FY 2022 statement of financial position, the FY 2023 list of cash receipts and disbursements, and other related information provided in the exercise.

The owner and sole shareholder of a Vanderbilt Financial Services brokerage in London, Ontario, must decide on the best course of action to grow his business. In 2018, the owner was concerned that he had not accomplished as much as he could with his current business strategy. He was a financial adviser specializing in life insurance and mutual fund products, and he was looking to find new ways to grow. The owner had come up with two options to help achieve growth within his brokerage: enter the real estate market by building business office space to use and to rent to prospective tenants, or build a larger team of life insurance and mutual fund representatives to help manage his growing client base.

In April 2017, a third year student at Western University was contemplating launching a new business, Backyard Pub. The company would rent inflatable pubs and party supplies to individuals planning outdoor summer gatherings across Southwestern Ontario. This start-up enthusiast needed to evaluate his product offering and marketing strategy in addition to projecting the new venture's financial performance for the first three years of operations. Was there a market for this product? What target demographic would buy into this product? Where was the best place to market Backyard Pub?

In 2016, the owner of a small community bakery in Strathroy, Ontario, was planning the future of her business, since the lease on the store would expire soon. She was considering the financial feasibility of closing the bakery and focusing on only catering events. The bakery had not earned a profit as of late, and some local eateries were significant competitors. Running a bakery full time with two young children had been overwhelming at times, and she needed to consider a change to better manage her home and work life. She intended to continue withdrawing her annual salary of at least $40,000 under this catering-only option. She was concerned for the welfare of her four employees but also wanted to begin saving for her children's education. This owner had to decide which option would be most appropriate for her needs.

In 2016, a recently retired artilleryman from the Canadian Armed Forces was planning his next steps as a civilian. He had always been passionate about healthy lifestyles, and his sense of entrepreneurship led him to consider the viability of launching a series of fitness boot camps, based on different skill levels and age groups. He saw this boot camp idea as a way of providing health services to a group of clients who were already interested in exercise but who might become more involved if their fitness activities were held outdoors. He could either launch the boot camps on his own or partner with a small local gym. He needed to earn $2,000 after all expenses per month from May to August each year for the business to be feasible. The gym offered him cost-saving options, but was he ready to share his revenue with a partner?

The owner of a designer handbag company, 442 McAdam, found she could no longer manufacture in-house the quantity of handbags required to meet existing orders. Manufacturing would need to be outsourced, and the owner would have to choose between a local manufacturer and an overseas manufacturer. Local manufacturers offered the same quality as overseas manufacturers but charged higher prices. International manufacturers, while offering lower prices, required larger minimum order quantities. Regardless of the manufacturing option she chose, the owner wondered whether the minimum levels of inventory she needed to order could be sold within the upcoming six-month style season.

The founders of a jewelry company, Foxy Originals, needed to decide how best to increase sales. The company sold its jewelry both online and through retailers across the United States and Canada. The founding partners had to decide whether they should focus more of their time and money on developing online sales or continue attending trade shows that attracted additional retail locations for Foxy Originals' products. Both partners wanted to ensure that they achieved a healthy work-life balance.