Vertu Corporation Limited (Vertu), a manufacturer and retailer of luxury mobile phones, was founded as a subsidiary of Nokia in 2000. It was later acquired by a Swedish private equity firm in 2012, and then sold to Godin Holdings in 2015. Despite these multiple corporate ownership transitions, Vertu had remained uniquely positioned, differentiated by its phones’ bejewelled embellishments and a worldwide concierge service available at the touch of a button. The luxury phones were sought after by ultra-high net worth individuals as instantly recognizable status symbols akin to luxury watches. However, in the early 2000s, the introduction of luxury-priced, full-featured iPhones; the decline of conspicuous consumption among ultra-high net worth individuals after the financial crisis; and the anticorruption movement in Asia rendered Vertu’s business model unsustainable. Or was it? In July 2017, Vertu’s new owner faced a critical decision upon the liquidation of Vertu. Should he sell or license the remaining brand assets to a luxury brand owner or retrench in China to focus on existing customers without taking into consideration the ethical and reputational implications to the brand in the rest of the world?

Vertu Corporation Limited (Vertu), a manufacturer and retailer of luxury mobile phones, was founded as a subsidiary of Nokia in 2000. It was later acquired by a Swedish private equity firm in 2012, and then sold to Godin Holdings in 2015. Despite these multiple corporate ownership transitions, Vertu had remained uniquely positioned, differentiated by its phones' bejewelled embellishments and a worldwide concierge service available at the touch of a button. The luxury phones were sought after by ultra-high net worth individuals as instantly recognizable status symbols akin to luxury watches. However, in the early 2000s, the introduction of luxury-priced, full-featured iPhones; the decline of conspicuous consumption among ultra-high net worth individuals after the financial crisis; and the anticorruption movement in Asia rendered Vertu's business model unsustainable. Or was it? In July 2017, Vertu's new owner faced a critical decision upon the liquidation of Vertu. Should he sell or license the remaining brand assets to a luxury brand owner or retrench in China to focus on existing customers without taking into consideration the ethical and reputational implications to the brand in the rest of the world?

In 2017, the humble jackfruit, which grew in weed-like abundance in India, gained sudden prominence in the United States. The underutilized jackfruit crop was also gaining recognition globally for its role in addressing food security issues. An entrepreneur who had pioneered methods of jackfruit processing at Artocarpus Foods Private Limited in his native state of Kerala, India, had faced many entrepreneurial challenges in establishing Hebon, his brand of processed jackfruit products. Now he was considering whether to pursue the opportunity to exploit the overseas market or to continue focusing on domestic expansion.

In 2017, the humble jackfruit, which grew in weed-like abundance in India, gained sudden prominence in the United States. The underutilized jackfruit crop was also gaining recognition globally for its role in addressing food security issues. An entrepreneur who had pioneered methods of jackfruit processing at Artocarpus Foods Private Limited in his native state of Kerala, India, had faced many entrepreneurial challenges in establishing Hebon, his brand of processed jackfruit products. Now he was considering whether to pursue the opportunity to exploit the overseas market or to continue focusing on domestic expansion.

In 2016, the founder and sole owner of Mobiado, a Canadian line of luxury mobile phones, was evaluating his company’s marketing strategy. Proud of what he had achieved and passionate about his role as designer of one of the most unique and distinctive product lines in the category, he reflected on how he might need to adjust his company’s strategies to fit current trends and to remain competitive. Could the Mobiado product line continue to succeed by offering exclusive precision-engineered mobile instruments without the latest smartphone features? Would the new breed of luxury consumers continue to value form over function?

In 2016, the founder and sole owner of Mobiado, a Canadian line of luxury mobile phones, was evaluating his company's marketing strategy. Proud of what he had achieved and passionate about his role as designer of one of the most unique and distinctive product lines in the category, he reflected on how he might need to adjust his company's strategies to fit current trends and to remain competitive. Could the Mobiado product line continue to succeed by offering exclusive precision-engineered mobile instruments without the latest smartphone features? Would the new breed of luxury consumers continue to value form over function?