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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 March 2021, the chief strategy officer of Green Car Inc. (Green Car), an on-demand car-sharing services company, was contemplating the company's strategic direction. In an on-demand car-sharing services model, a company owned vehicles and received a fee from consumers who borrowed those vehicles. The strategy of Green Car's main competitor was to maximize its platform competitiveness by aggressively expanding its operational scale and scope, even if it meant incurring financial losses. In contrast, Green Car tried to achieve a balance of growth and profitability, which had resulted in continuous profits. The company now faced an important question for the company's overall strategic direction: growth or profitability? Which strategy would be successful in the end?

In March 2021, the chief strategy officer of Green Car Inc. (Green Car), an on-demand car-sharing services company, was contemplating the company’s strategic direction. In an on-demand car-sharing services model, a company owned vehicles and received a fee from consumers who borrowed those vehicles. The strategy of Green Car’s main competitor was to maximize its platform competitiveness by aggressively expanding its operational scale and scope, even if it meant incurring financial losses. In contrast, Green Car tried to achieve a balance of growth and profitability, which had resulted in continuous profits. The company now faced an important question for the company’s overall strategic direction: growth or profitability? Which strategy would be successful in the end?

The chief executive officer of RenY Corporation (RenY) based in Hong Kong, had just established the Ghana Investment Fund Limited (GIF) as a subsidiary of RenY in Ghana. GIF aimed to invest in the entrepreneurial ideas of university graduates in Ghana under a model that brought together the intellectual capital of the graduates, e-commerce, and investment capital under an umbrella of mentoring and collaboration. Access to Ghanaian government contracts to provide products and services was an important aspect of the CEO's sustainable development plans for low income communities, but he was faced with ethical issues on the way government business was done in Ghana-to be successful in gaining some of these contracts, extra payments were required. He had to decide if his investment was going to result in nothing or if there was a way to move forward.

The chief executive officer of RenY Corporation (RenY) based in Hong Kong, had just established the Ghana Investment Fund Limited (GIF) as a subsidiary of RenY in Ghana. GIF aimed to invest in the entrepreneurial ideas of university graduates in Ghana under a model that brought together the intellectual capital of the graduates, e-commerce, and investment capital under an umbrella of mentoring and collaboration. Access to Ghanaian government contracts to provide products and services was an important aspect of the CEO’s sustainable development plans for low income communities, but he was faced with ethical issues on the way government business was done in Ghana—to be successful in gaining some of these contracts, extra payments were required. He had to decide if his investment was going to result in nothing or if there was a way to move forward.

In late 2015, Amazon.com, Inc. (Amazon) opened its first brick-and-mortar Amazon Books store in the United States. Amazon had invested heavily in expanding in the United States through new projects, from establishing Amazon Prime Now to setting up Amazon Books and Amazon Go locations. By 2017, a rumour suggested that Amazon might acquire Whole Foods Market Inc., a natural and organic foods supermarket. Could Amazon be as successful in offline retail as it had been in e-commerce? How could the company differentiate itself in the brick-and-mortar retail segment?

In 2017, Macy's Inc. (Macy's), one of the world's largest and oldest premier department stores, announced it would close 100 stores and make other significant strategic changes to try to return the brand to its former glory. Macy's sales had fallen for eight straight quarters, causing investors to fear that the company was continuing to lose market share. The firm had been pursuing an aggressive strategy to optimize all facets of its business, but had its chief executive officer addressed all of the company's challenges in an optimal way? The department store industry was still experiencing an overall decline, and competition from online companies and off-price retailers was particularly severe. Could Macy's overcome these obstacles, refocus its strategy, and turn itself around?

In 2017, Macy’s Inc. (Macy’s), one of the world’s largest and oldest premier department stores, announced it would close 100 stores and make other significant strategic changes to try to return the brand to its former glory. Macy’s sales had fallen for eight straight quarters, causing investors to fear that the company was continuing to lose market share. The firm had been pursuing an aggressive strategy to optimize all facets of its business, but had its chief executive officer addressed all of the company’s challenges in an optimal way? The department store industry was still experiencing an overall decline, and competition from online companies and off-price retailers was particularly severe. Could Macy’s overcome these obstacles, refocus its strategy, and turn itself around?

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?

In late 2015, Amazon.com, Inc. (Amazon) opened its first brick-and-mortar Amazon Books store in the United States. Amazon had invested heavily in expanding in the United States through new projects, from establishing Amazon Prime Now to setting up Amazon Books and Amazon Go locations. By 2017, a rumour suggested that Amazon might acquire Whole Foods Market Inc., a natural and organic foods supermarket. Could Amazon be as successful in offline retail as it had been in e-commerce? How could the company differentiate itself in the brick-and-mortar retail segment?

In 2016, MGM Resorts International announced it would break with the long-standing tradition of providing free parking on the Las Vegas Strip. Other Las Vegas resort companies, including Caesars Entertainment and Wynn Resorts, soon followed suit. Las Vegas Sands Corp. owned the Venetian Resort Hotel Casino, the Palazzo, and the Sands Expo and Convention Center, and had no plans to charge for parking. By 2017, as more hotels and casinos chose to implement paid parking on the Las Vegas Strip, the president and chief operating officer of Las Vegas Sands Corp. properties faced a decision: should the Las Vegas Sands Corp. properties continue to offer free self-parking and use it as a differentiating marketing tactic, or should it follow the trend of its competitors and generate additional income by introducing parking fee?

In 2016, MGM Resorts International announced it would break with the long-standing tradition of providing free parking on the Las Vegas Strip. Other Las Vegas resort companies, including Caesars Entertainment and Wynn Resorts, soon followed suit. Las Vegas Sands Corp. owned the Venetian Resort Hotel Casino, the Palazzo, and the Sands Expo and Convention Center, and had no plans to charge for parking. As more hotels and casinos chose to implement paid parking on the Las Vegas Strip, the president and chief operating officer of Las Vegas Sands Corp. properties faced a decision: should the Las Vegas Sands Corp. properties continue to offer free self-parking and use it as a differentiating marketing tactic, or should it follow the trend of its competitors and generate additional income by introducing parking fee?

As shown with Psy's hit song, "Gangnam Style," K-Pop (Korean Pop) music has been successful recently, not only in Asia but also in many other countries. K-Pop's current success largely stems from its systematic production system and this new business model has changed the managerial paradigm in the entertainment industry. However, recently, there has been a growing concern that K-Pop may be just a case of short-lived hype, thus it may not have sustained success.

In December 2015, the head of supply chain management (SCM) at Las Vegas Construction Inc. was tasked with reducing operating costs by 25 per cent in order to deal with the fallout in Nevada's construction industry from the global economic downturn. The SCM head had engaged the manager in charge of subcontracting to help with cost reductions. The subcontracting manager did find a way to reduce costs, but it turned out to be a questionable way. He had tipped off the three subcontractors with whom he had been working closely by providing them with confidential information regarding a target bid price for the labour sourcing process. When the bid prices were disclosed, even though Las Vegas Construction Inc. had reached its original cost savings goal, the SCM head had mixed feelings about the process. He wondered how to address this potentially unethical situation, and whether he should inform his superiors about it.

In December 2015, the head of supply chain management (SCM) at Las Vegas Construction Inc. was tasked with reducing operating costs by 25 per cent in order to deal with the fallout in Nevada’s construction industry from the global economic downturn. The SCM head had engaged the manager in charge of subcontracting to help with cost reductions. The subcontracting manager did find a way to reduce costs, but it turned out to be a questionable way. He had tipped off the three subcontractors with whom he had been working closely by providing them with confidential information regarding a target bid price for the labour sourcing process. When the bid prices were disclosed, even though Las Vegas Construction Inc. had reached its original cost savings goal, the SCM head had mixed feelings about the process. He wondered how to address this potentially unethical situation, and whether he should inform his superiors about it.

In 2013, the chief executive officer of Porter Airlines, a Toronto-based regional airline, announced an expansion project to expand the airline’s destinations. The project required that Porter Airlines expand its fleet of jets to accommodate longer distances, and that its transport hub, the Billy Bishop Toronto City Airport, be renovated. The airport was governed by a tripartite agreement between the federal government, the City of Toronto, and PortsToronto; any amendments to the agreement required a consensus of the three governing parties. Despite active petitioning, the federal government announced in 2015 it would not support an amendment to the agreement. Should Porter Airlines continue to petition? Or should it consider alternative options to achieve growth?

In 2013, the chief executive officer of Porter Airlines, a Toronto-based regional airline, announced an expansion project to expand the airline's destinations. The project required that Porter Airlines expand its fleet of jets to accommodate longer distances, and that its transport hub, the Billy Bishop Toronto City Airport, be renovated. The airport was governed by a tripartite agreement between the federal government, the City of Toronto, and PortsToronto; any amendments to the agreement required a consensus of the three governing parties. Despite active petitioning, the federal government announced in 2015 it would not support an amendment to the agreement. Should Porter Airlines continue to petition? Or should it consider alternative options to achieve growth?

In August 2016, it had been almost two years since American fashion retailer Nordstrom opened its first Canadian store in Calgary. Nordstrom believed Canada to be an ideal location for its global expansion. Executives identified the country as a potential US$1 billion opportunity with no language barrier and a population with a higher average income than in the United States. Despite this enticing potential market, Nordstrom executives entered Canada with a slow, conservative approach. Nordstrom faced slow economic growth in Canada and fierce competition from other luxury retailers. Although Canada was an attractive potential market, increased competition and a changing economic environment presented new challenges to the retailer’s international expansion plan. How could Nordstrom find success in Canada?