個案總覽

Ghost Tree Invitational (Ghost Tree) was established in 2007 as a non-profit organization. In the past, Ryan Chackel, the president of Ghost Tree, had organized a yearly two-day event in Bend, Oregon, to raise funds for donations to local non-profit organizations. The event included a golf tournament on the first day and a large outdoor dinner event on the second day. Ghost Tree had relied on sponsor dollars, donations, and ticket sales in a business model that had worked well until a recent change with the participating venue. In all previous years, the venue was donated free of charge to Ghost Tree, but this changed in 2022; Green Links Golf Resort would no longer be able to support the tournament, and the venue would now be an additional expense. Chackel needed to develop a new business model that would make financial sense while also staying true to the non-profit organization's values. Was there a way to address the financial burden while also maintaining the ability to continuously donate to other non-profit organizations? How could Ghost Tree overcome these financial difficulties?

In late 2022, E-Mart, South Korea's leading supermarket chain, had pulled out of major Asian markets such as China and Vietnam after experiencing poor performance, and the company planned to expand into the US market. In the Asian markets, E-Mart relied on a direct entry mode, but in the US it changed its mode of entry by acquiring local companies and planning to open new grocery brand stores. Although the US market has substantial growth opportunities due to its large size, it is not easy to succeed there because of limited profit margins and fierce competition. Could E-Mart establish a foothold in the US supermarket and grocery store industry? What strategies should it develop to succeed in this new market?

MGM Resorts International (MGM), a global hospitality and entertainment company operating in various locations, including Las Vegas, faced a choice between profitability and responsibility. The company needed to attract as many customers to its casinos as possible to increase its profits from gambling. However, MGM had also been advancing an image of an ethical corporation by promoting its responsible gambling program, which was meant to discourage overspending on gaming activities. Should MGM choose to profit by attracting more customers who are willing to spend money at its casinos, or should it profile its image as an ethical company and promote its responsible gambling program? Was there a way to do both?

In September 2016, Fast Retailing Co. Ltd. entered the Canadian retail industry by opening its first Canadian Uniqlo store in Toronto. The retail industry in Canada had notably rejected foreign brands such as Target and Aéropostale, while other Canadian retailers, such as Reitmans Ltd. and Le Château were struggling to keep up with the competitive landscape. Uniqlo, a Japanese fashion retailer, had struggled in the U.S. market due to a lack of brand awareness and an aggressive expansion strategy. Hoping to become a dominant fashion brand in Canada, Uniqlo conducted extensive research prior to entering the Canadian market. How could Uniqlo increase its brand awareness and thrive in the Canadian fashion market?