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Sheng Sheng F&B Industries Pte Ltd (SSFB) was set up in 1985 as a wholesaler. Based in Singapore, it produced and distributed food and beverage products. At the start of the 21st century, SSFB ventured into sweet spreads with their new brand, Golden Light. When the COVID-19 pandemic subsided, SSFB renewed efforts for Golden Light in a new direction - premium sweet spreads. Business Development Manager, Wayne Chua, was cognizant of the changed global and local market conditions and sentiments. Within Singapore, SSFB faced a number of challenges such as competition against new and established brands - both foreign and local, and increasing consumer desire for more healthy options and reduced sugar consumption. Furthermore, as a wholesaler with no online or physical retail presence, it was dependent on retailers such as supermarkets as well as smaller shops and e-commerce outlets to distribute its products. The existing supermarket landscape was dominated by NTUC FairPrice, which had its own house-branded sweet spreads. In the online arena, grocery apps and search engines' algorithms favoured established brands over small, homegrown labels like Golden Light. This case can support discussion topics like impact of operating environment, market disruption, changing consumer behavior, product development and channel strategies.

Ice Cool was a Singaporean brand that produced and distributed beverages and canned food in the off-trade food and beverage retail industry. While the brand, owned by Sheng Sheng F&B Industries Pte Ltd (SSFB), had been in use for more than 30 years, it was not a household name. This was even so for its top-seller, coconut water (aka coconut juice), which accounted for more than 70% of sales revenue within SSFB's house branded beverage products. The company has invested limited funds in branding and marketing. The main promotional tool the brand utilised was point-of-sale instruments. Company management hypothesised that Ice Cool's lack of strong brand identity and awareness were important factors contributing to stagnant sales. Thus, SSFB believed that the key to increasing sales revenue was improving the brand's image and identity. This case can be used to explore how brand architecture, brand hierarchy, and brand reinforcing strategies might influence brand performance. In addition, how should SSFB meet the challenges and capitalise on the opportunities from ecommerce to grow the Ice Cool brand?

Ya Kun was an Asian coffee chain best known for its coffee, soft-boiled eggs and kaya toast with over 128 outlets in Singapore and the Asia Pacific region. What started as a coffee stall at Telok Ayer Basin before World War II to support the Loi family grew into a successful regional coffee chain that was a household name synonymous with Singapore kopi culture at home and overseas. Simultaneously, consumers were increasingly aware of the impacts of business practices on the environment and society. The emergence of green consumerism meant that consumers expected businesses to address the impact of their operations on the environment. Using the Triple Bottom Line framework, together with UN SDG8 (Decent Work & Economic Growth) and UN SDG12 (Responsible Consumption & Production), the case presents some of the challenges and opportunities impacting Ya Kun in light of the increasing attention on sustainability. How should Ya Kun face the challenges and leverage on the opportunities afforded by sustainable business practices to grow its regional F&B business?

ComfortDelGro Taxi, the leading taxi company in Singapore, was established in 1970 as NTUC-Comfort Taxi. In 2015, it was the dominant taxi operator in Singapore. However, starting from 2012, the company began to face increasing competition from third-party ride-hailing (TPH) companies like Grab and Gojek, whose respective market capitalisations far exceeded that of ComfortDelGro Taxi. Even though the company consistently adopted new technologies to improve its performance and stay ahead of the competition, the challenge posed by these new entrants was unprecedented. In 2020, the Covid-19 pandemic dealt a further blow to the company within an already tough operating environment. ComfortDelGro Taxi was quick to respond with a slew of initiatives to support its drivers and the community. Meanwhile, a new regulatory framework for the point-to-point (P2P) transport industry was implemented by the Land Transport Authority. Notwithstanding the above, commuters appear to have embraced third-party ride-hailing companies, resulting in an exponential growth in their vehicle population, and a massive 40% reduction in ComfortDelGro Taxi's fleet within 5 years. How should ComfortDelGro Taxi meet these challenges?