In June 2009, the new chief executive officer at the National University Hospital in Singapore had serious concerns about the hospital’s prolonged emergency department boarding time—the time between an emergency doctor’s decision to admit a patient and the patient’s occupation of a hospital bed. He knew that a prolonged boarding time was one of the leading factors contributing to emergency department overcrowding, which in turn hindered the delivery of high-quality medical care and compromised patient outcomes. The chief executive officer needed to decide what strategy the National University Hospital should adopt to reduce the prolonged emergency department boarding time and how the hospital should execute such a strategy.

In June 2009, the new chief executive officer at the National University Hospital in Singapore had serious concerns about the hospital's prolonged emergency department boarding time-the time between an emergency doctor's decision to admit a patient and the patient's occupation of a hospital bed. He knew that a prolonged boarding time was one of the leading factors contributing to emergency department overcrowding, which in turn hindered the delivery of high-quality medical care and compromised patient outcomes. The chief executive officer needed to decide what strategy the National University Hospital should adopt to reduce the prolonged emergency department boarding time and how the hospital should execute such a strategy.

By 2016, Midea Refrigerator was one of the leading Chinese manufacturers and exporters of refrigerators. Yet despite its broad global product market, the company’s development was stagnant. The high cost of exports had become a disadvantage. Fierce global competition was driving Midea Refrigerator to choose foreign direct investment (FDI) as its next strategic step, and China’s “One Belt, One Road” initiative presented an opportunity for international expansion. The manager of Midea Refrigerator had to determine which of Russia or India (two countries linked to China by the new initiative) represented the best choice to start the company’s FDI. He also needed to decide which FDI model—greenfield investment, acquisition, or joint venture—was the best option for the chosen destination.

By 2016, Midea Refrigerator was one of the leading Chinese manufacturers and exporters of refrigerators. Yet despite its broad global product market, the company's development was stagnant. The high cost of exports had become a disadvantage. Fierce global competition was driving Midea Refrigerator to choose foreign direct investment (FDI) as its next strategic step, and China's "One Belt, One Road" initiative presented an opportunity for international expansion. The manager of Midea Refrigerator had to determine which of Russia or India (two countries linked to China by the new initiative) represented the best choice to start the company's FDI. He also needed to decide which FDI model-greenfield investment, acquisition, or joint venture-was the best option for the chosen destination.

By 2014, iFLYTEK was a proven leader in the Chinese speech technology industry with over 70 per cent of the domestic market; however, the company's growth had become stagnant. As competitive pressures were rising, iFLYTEK's chief executive officer needed to determine whether the company should continue to pursue its current business-to-business strategy or instead adopt new opportunities in the business-to-consumer market.