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Earlham College in Richmond, Indiana, is in the heart of basketball country. Yet its record for the 2013/2014 basketball season was a dismal 5-20. The school recruited Jason Polykoff from the University of Pennsylvania's coaching staff to reinvent the program. By summer, Polykoff learned that only three players would be returning. That left him with a major decision: scramble to recruit enough players to fill the roster and play the 2014/2015 season, or forfeit the season and devote time to building the 2015/2016 roster. Each option would have a major detrimental impact in his ability to recruit in the future.

Senior management must make a decision for how to grow their search fund to reach the final margins for investors.

After a remarkable success in Japan, the producer of the Japanese female singing group AKB48 evaluates market opportunities overseas for his artistic creation. This case introduces the business model behind the AKB48 concept and allows students to identify what geographic market - China, Indonesia, Taiwan, The Philippines, Thailand or South Korea - is more suitable for AKB48's first move overseas. During the discussion, students also identify the geographic limits of a product and what changes, if any, should be done to adapt it to a chosen market. Given high levels of piracy in the music industry, students are not only able to explore the value creation aspects of AKB48 but also the value capture features of its business model.

After a remarkable success in Japan, the producer of the Japanese female singing group AKB48 evaluates market opportunities overseas for his artistic creation. This case introduces the business model behind the AKB48 concept and allows students to identify what geographic market - China, Indonesia, Taiwan, The Philippines, Thailand or South Korea - is more suitable for AKB48's first move overseas. During the discussion, students also identify the geographic limits of a product and what changes, if any, should be done to adapt it to a chosen market. Given high levels of piracy in the music industry, students are not only able to explore the value creation aspects of AKB48 but also the value capture features of its business model.

This case is about a global catering, restaurant, and hospitality company, DO & CO, growing geographically with its existing businesses while also adding new brands to its portfolio. The company had $1 billion in revenues in 2015 from its three divisions: airline catering; international event catering; and restaurants, lounges, hotels, and retail. DO & CO had limitless opportunities to grow along three dimensions. It had operations in only 10 countries, while its competitors in airline catering were active in up to 50 countries. Thus, geographic expansion was one of the key growth options. DO & CO could also offer more to its existing clients in existing markets, providing vertical growth opportunities. It could also pursue an added-value approach by bringing new formats to existing markets. The last avenue of growth was more opportunistic and came from acquiring new brands in existing or new markets. However, the company had a policy of promoting from within, particularly with its chefs, and it took time to develop the necessary talent. Now DO & CO faced a decision: What type of growth should it pursue, and at what pace?

In October 2015, Google restructured into Alphabet, a holding company, which analysts said would facilitate innovation among its diverse subsidiaries. But when news reports surfaced revealing struggles within Alphabet companies including Nest, the smart thermostat maker, observers began to wonder if the reorganization made sense after all.

This case tracks Turkish Airlines' transition from regional player to global powerhouse. With an order for 212 aircraft in the first half of 2013, the airline had moved to double its size and become one of the industry's top-ten players. Growing its fleet would allow Turkish Airlines to fly many more destinations, boost revenues, increase aircraft utilization, and achieve higher cost efficiency. But it would also increase the already intense competition with European giants like Lufthansa, Air France, British Airways, and the fast-growth Gulf airlines Emirates, Etihad, and Qatar Airways. Critical questions faced CEO Temel Kotil and his team: How would Turkish Airlines keep growing without jeopardizing profitability? How would it manage the operational complexities and other external factors? Recruit the best people? Continue to differentiate itself in a fiercely competitive industry?

This Reading distills, synthesizes, and builds on insights from 5 academic domains that inform the topic of global competition: economics, international business, global strategy, business strategy, and corporate strategy. It identifies the challenges of competing internationally as well as the need for firms that do so to develop a global strategy. It also introduces the DDD framework (deployment, development, and deepening). The Reading then identifies the many factors that firms need to consider while developing and implementing a global strategy, such as activities, location, and timing. Together, these insights illustrate how competing globally differs from doing business in a single country and suggest frameworks that provide options for global value creation and value capture.

This case explores the strategic options available to TAV Airports Holding, a Turkish firm, after it withdraws from a bid to build Istanbul's newest airport. The new airport would eventually replace Istanbul Atatürk Airport, where TAV makes 43% of its current revenue, and losing it will leave the company without a presence in its nation's largest city. TAV weighs four options: continue expanding internationally to the U.S. and other distant markets; buy an ownership stake in Istanbul's other remaining airport; diversify into related businesses; or seek out large infrastructure projects unrelated to airports. Will vertical or geographic diversification be more likely to ensure TAV's future?

This case explores the strategic options available to TAV Airports Holding, a Turkish firm, after it withdraws from a bid to build Istanbul's newest airport. The new airport would eventually replace Istanbul Atatürk Airport, where TAV makes 43% of its current revenue, and losing it will leave the company without a presence in its nation's largest city. TAV weighs four options: continue expanding internationally to the U.S. and other distant markets, buy an ownership stake in Istanbul's other remaining airport, diversify into related businesses, or seek out large infrastructure projects unrelated to airports. Will vertical or geographic diversification be more likely to ensure TAV's future?

Narrates the story of Emirates, an airline founded in 1985 in Dubai that by 2013 was among the three largest commercial airlines in the world. The case emphasizes how Emirates capitalized on its location-a small city-state strategically located to reach ¾ of the world population in a flight of less than eight hours-to build a fast-growing and profitable hub-based business model. The case details how Emirates' chooses new routes, technology, and equipment and manages its human resources, marketing and branding, and government relationships-together forming an internally consistent strategy that capitalizes on opportunities across geographic markets. Importantly, students are asked to evaluate if the airlines' strategy will be sustainable as Emirates faces technical and political challenges to expand and must compete with numerous new players from the Middle East.

The case reveals that Ford decided to open its own e-coating plant in Gujarat, India, and details how the decision was made at different organizational levels.

In April 2013, Ford Asia Pacific & Africa (FAPA) was examining its options for e-coating service metal parts for the Ford Customer Service Division in Sanand, Gujarat, India. Randy Creel, Director of Parts Supply & Logistics, FAPA, worked with his colleagues in the US, UK, China, and India to conduct analysis and develop three options: outsourcing e-coating to a third party in Sanand, outsourcing e-coating to a third-party in Chennai and transporting the parts to Sanand, or building a stand-alone facility in Sanand. Factors like cost, quality, speed, and risk needed to be considered for this decision which had impact on profitability and customer satisfaction. Which option should FAPA choose?

In 2013, Nokia sold its Device and Services business to Microsoft for €5.4 billion. For decades Nokia had led the telecommunications (telecom) industry in handsets and networking. By the late 2000s, however, Nokia's position as market leader in mobile devices was threatened by competition from new lower-cost Asian manufacturers. Apple's 2007 release of its iPhone established an entire new category-the smartphone-immediately popular with users. What were Nokia's missteps over the years? What should Nokia have done differently?