Law, by definition, was jurisdictional, yet in cyberspace, it had become increasingly questionable whether laws regulating the physical marketplace were able to be superimposed onto this new marketspace or were altogether redundant. The collapsing of time and space that Internet-based commerce enabled had huge implications for international trade. This case outlines the international implications of "doing business" on the Internet. While the issues of "multi-jurisdictional compliance" are wide ranging, an example in the case draws attention to the protection of intellectual property rights. In particular, issues related to the use of trademarks on Web sites, in hyperlinks or as metatags are raised, as are the implications for registered trademark owners in cyberspace.

In the 1990s, freight forwarding had become a rapidly changing and dynamic industry. Vertical integration up the supply chain meant that third-party logistics providers could provide a "one-stop-shop" concept to customers and achieve generally higher margins per transaction volume. Still in the grip of the Asian economic crisis, Kuehne & Nagel management consider a future strategy for their Asia-Pacific operations. Covers several concepts relating to competitive strategy, corporate structure, and core competence. The principal objective is to highlight the juxtaposition of business management theoretical concepts with their application.

The Bird Flu virus was first detected in Hong Kong in early 1997. This strain of virus had been previously known to infect only birds but had now crossed the species barrier and infected humans. By the end of 1997, the confirmed number of cases had reached 17, resulting in 6 deaths. The implications for Hong Kong were enormous. Bird Flu not only threatened the health and welfare of the people of Hong Kong, but also affected Hong Kong's economy and reputation in terms of international tourism and trade. The Hong Kong government must develop a communication strategy.

In the 1980s, Australian Capital Territory Banking Corp. Ltd. (later known as "ACTDirect") identified the need to develop information systems to enhance the provision and delivery of its products and services. "ACTonline," an electronic banking system, was the bank's solution to meeting the challenges of continual technological change. By the latter part of the 1990s, however, fast and complex advances in technology changed the banking landscape. The new electronic marketplace presented a challenge to management--how best to market ACTonline in the electronic commerce environment?