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Established in 1984, Cirque du Soleil (CdS) reinvented the circus, creating one of the industry's most iconic creative brands. In 2015, Guy Laliberté, CdS's leader, sold the organization to a private equity consortium led by Texas-based investment group TPG, Chinese real estate developer Fosun, and Quebec financial investor Caisse de Dépôt. This ownership change introduced a strategic shift and a renewed focus on the Chinese market - a market in which CdS had attempted to establish permanent operations with limited commercial success since 2007. The case, which is set in June 2020, focuses on the period between 2015, when the ownership change took place, and June 30, 2020, when Cirque filed for protection from its creditors under the Companies' Creditors Arrangement Act ("CCAA") in Canada and Chapter 15 in the United States so that it could restructure its capital. It explores the company's decisions regarding market entry and product selection and the challenges it encountered.

In the early 1990s, the company now known as Gildan Activewear was a small children's wear firm with revenues of $40 million. Its competition, legendary companies such as Russell, Fruit of the Loom, and Hanes, had sales in the billions of dollars. From its small beginnings and through unparalleled growth, Gildan went on to dominate most segments of the world's activewear market. This case presents the history of both the company and the industry, with an overview of major competitors. It systematically outlines Gildan's march toward domination, explaining not only how it built its position but also the in-house development of all its functions to strengthen that position. Finally, the case describes the strategic focus of the company as well as the values that motivate its managers. 2010 (Case A) The 2010 Gildan case (A) shows how a single company can influence industry leaders and dynamics and provides a classic example of the importance of the three pillars of strategic management: environment, internal management, and leadership. 2016 (Case B) The 2016 Gildan case (B) describes the situation in 2016. It can be used as a conclusion to the 2010 case for an interesting discussion of the social responsibility of a large company, or as a standalone case.

Supplement to case HEC175. In the early 1990s, the company now known as Gildan Activewear was a small children's wear firm with revenues of $40 million. Its competition, legendary companies such as Russell, Fruit of the Loom, and Hanes, had sales in the billions of dollars. From its small beginnings and through unparalleled growth, Gildan went on to dominate most segments of the world's activewear market. This case presents the history of both the company and the industry, with an overview of major competitors. It systematically outlines Gildan's march toward domination, explaining not only how it built its position but also the in-house development of all its functions to strengthen that position. Finally, the case describes the strategic focus of the company as well as the values that motivate its managers. 2010 (Case A) The 2010 Gildan case (A) shows how a single company can influence industry leaders and dynamics and provides a classic example of the importance of the three pillars of strategic management: environment, internal management, and leadership. 2016 (Case B) The 2016 Gildan case (B) describes the situation in 2016. It can be used as a conclusion to the 2010 case for an interesting discussion of the social responsibility of a large company, or as a standalone case.