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After the Irish pharmacy industry’s deregulation, large competitors entered the market, upsetting small private players like single shop outlets and independent chains. While some of the new competitors implemented sophisticated technologies, others announced price cuts of up to 31 per cent on drugs. Not only did market shares for small players shrink, but the recession, changes in payment structures, government spending cuts and decreased consumer loyalty further reduced pharmacies’ profit margins. Many private pharmacists had observed that other pharmacies in Ireland and in the United States had successfully adopted connected health technologies (CHTs) to improve their performance. In order to compete against powerful multinational retail pharmacies, private pharmacists needed to analyze their business models and make any necessary alterations as soon as possible. Should they reinforce their current business models or try to innovate? Did they have the capabilities to develop CHTs and would these investments prove worthwhile?

After the Irish pharmacy industry's deregulation, large competitors entered the market, upsetting small private players like single shop outlets and independent chains. While some of the new competitors implemented sophisticated technologies, others announced price cuts of up to 31 per cent on drugs. Not only did market shares for small players shrink, but the recession, changes in payment structures, government spending cuts and decreased consumer loyalty further reduced pharmacies' profit margins. Many private pharmacists had observed that other pharmacies in Ireland and in the United States had successfully adopted connected health technologies (CHTs) to improve their performance. In order to compete against powerful multinational retail pharmacies, private pharmacists needed to analyze their business models and make any necessary alterations as soon as possible. Should they reinforce their current business models or try to innovate? Did they have the capabilities to develop CHTs and would these investments prove worthwhile?

The Gaelic Athletic Association and Irish Rugby Football Union are two sporting organizations that have innovated through their business models to grow their sports, create world-class sport facilities and improve their ability to win European competitions. Yet they reside in one of the smallest countries in Europe — Ireland. While the Gaelic Athletic Association is a volunteer organization whose amateur status (in which players and coaches are unpaid) imposes significant limitations on its revenue-generating abilities, the professional Irish Rugby Football Union has earned substantial income through the success of provincial and national Irish rugby teams. Both organizations compete for scarce financial, physical and human resources and are now faced with a rapidly changing environment following the deepest recession in the history of the Irish Republic and emigration of talent abroad. This case challenges students to analyze the business models of the Gaelic Athletic Association and Irish Rugby Football Union and explore how the models can be innovated to ensure survival of these cultural assets for the next generation.

The Gaelic Athletic Association and Irish Rugby Football Union are two sporting organizations that have innovated through their business models to grow their sports, create world-class sport facilities and improve their ability to win European competitions. Yet they reside in one of the smallest countries in Europe - Ireland. While the Gaelic Athletic Association is a volunteer organization whose amateur status (in which players and coaches are unpaid) imposes significant limitations on its revenue-generating abilities, the professional Irish Rugby Football Union has earned substantial income through the success of provincial and national Irish rugby teams. Both organizations compete for scarce financial, physical and human resources and are now faced with a rapidly changing environment following the deepest recession in the history of the Irish Republic and emigration of talent abroad. This case challenges students to analyze the business models of the Gaelic Athletic Association and Irish Rugby Football Union and explore how the models can be innovated to ensure survival of these cultural assets for the next generation.