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Founded in 1997, Allegiant Airlines (Allegiant) was one of the most profitable ultra-low-cost airlines in the United States. Allegiant maintained high profit margins by targeting the uncaptured market segment for leisure travel and using a unique way of managing cost and revenue drivers. Allegiant avoided direct competition with traditional airlines and captured the new market of price-sensitive leisure travelers. After employing extreme cost-reduction and revenue-enhancement strategies, Allegiant achieved one of the highest profit margins in the industry. In 2015, despite inexpensive airfares, Allegiant received low scores on customer satisfaction. The airline also faced labour and safety issues by the end of 2015, but it took several steps to resolve the issues in 2016. With increasing competition, rising costs, and low customer satisfaction, maintaining long-term profitability remained a challenge for Allegiant. How could the airline sustain its position in the market?

Founded in 1997, Allegiant Airlines (Allegiant) was one of the most profitable ultra-low-cost airlines in the United States. Allegiant maintained high profit margins by targeting the uncaptured market segment for leisure travel and using a unique way of managing cost and revenue drivers. Allegiant avoided direct competition with traditional airlines and captured the new market of price-sensitive leisure travelers. After employing extreme cost-reduction and revenue-enhancement strategies, Allegiant achieved one of the highest profit margins in the industry. In 2015, despite inexpensive airfares, Allegiant received low scores on customer satisfaction. The airline also faced labour and safety issues by the end of 2015, but it took several steps to resolve the issues in 2016. With increasing competition, rising costs, and low customer satisfaction, maintaining long-term profitability remained a challenge for Allegiant. How could the airline sustain its position in the market?

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 1, Clippinger outlines how to choose the best report style for a given purpose or audience. She then instructs how to organize and deliver the report. She provides charts to illustrate when and how to use certain report structures or grammatical devices. She emphasizes the importance of editing reports thoroughly before presenting them and empathizing with readers so that the writing is easy to comprehend.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 2, Clippinger provides guidelines for formatting a report once it is planned, drafted, and revised. She emphasizes the importance of a report's formatting to making the report easy to read and respond to. She states that you can create effectively formatted reports by following guides for designing documents, knowing traditional formats (memo, letter, and manuscript), and mastering new formats (e-mail, web page, report decks, and infographics). She goes through formatting techniques and instructs how to use both traditional and modern formats.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 3, Clippinger outlines the benefits of using visuals in reports. She then guides readers on choosing which type of visual is appropriate for a report and then constructing said visual and provides online resources for creating visuals.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 4, Clippinger outlines how to report business research. These reports provide data related to a business problem and interpret said data, but they offer no conclusions or recommendations. Clippinger dissects these reports, clarifying the separate parts of the report body. She provides guides for deciding when to include certain parts and then creating the report itself. She also discusses working in teams on business research reports.

Producing Written and Oral Business Reports: Formatting, Illustrating, and Presenting is a five-chapter book written by Dorinda Clippinger, a consultant, writer, and former lecturer in management at the Darla Moore School of Business at the University of South Carolina. Her book is intended to help managers, MBA students, and upper-level college students develop business reporting skills. It provides guidelines for drafting, formatting, and illustrating written reports on your own or on a team. In Chapter 5, Clippinger discusses planning and delivering oral reports. She offers guidance on presentation aids, rehearsing presentations, and dealing with nervousness. She also provides nonverbal ways to enhance your presentation skills that include walking and gesturing in certain ways.

In your first year as chief executive officer (CEO), you will encounter a host of management challenges and opportunities-all of which can be navigated more skillfully if you can tap into the insights and perspectives of a handful of seasoned operators and investors. For this reason, your board can have a significant impact on the company's performance. Unfortunately, CEOs often get far less value out of their boards in the first few years than they might otherwise. The purpose of this note is to ensure that CEOs use their boards as effectively and efficiently as possible.

BIM, Turkey's giant retailer with a hard-discount model for the popular segments, must decide whether to launch a brand-new format challenging the modern supermarkets. Since its founding in 1995, BIM has adhered to a business model based on a relentless focus on costs and operational efficiency, built on private labels and an unswerving limit on SKUs. Unprecedented in Turkey, the success of this retail concept propelled BIM to an IPO in the Istanbul Stock Exchange and to being the country's largest retail company by market capitalization. Seeing an opportunity to pioneer the format internationally, the company was now also in Morocco and Egypt. While the hard-discount format was still growing, in 2014 Haluk Dortluoglu, the company's CFO, began to develop an entirely new retail model for Turkey- FILE, a discount supermarket. FILE would carry many more SKUs in larger stores and compete head-to-head with national and local supermarkets. Throughout the year, in their various executive committee meetings, the senior executives of the company have debated the many issues posed by a totally different retail format and the advisability of launching it. Finally, in its first meeting of 2015, the company's board of directors are set on reaching a decision on FILE.

In late 2015, South African telecommunications giant MTN was fined US$5.2 billion by the Nigerian authorities for a mass of improperly registered subscribers—the largest fine of its kind ever imposed in the industry anywhere in the world. MTN was an emerging-market multinational corporation with a track record of successfully operating in some of the toughest, riskiest emerging markets. Thus, it was surprising that MTN had been unable to avoid a fine of this magnitude. Three factors had preceded the fine and changed the business environment in Nigeria leading up to 2015: the first was the war against the Boko Haram movement in Nigeria, which led security forces to demand the registration of prepaid phone cards; the second was the economic crisis caused by the impact of falling oil prices; and the third factor was a change in government. In light of these political risks and government regulations, how could MTN recover and move forward from this difficult situation?

In late 2015, South African telecommunications giant MTN was fined US$5.2 billion by the Nigerian authorities for a mass of improperly registered subscribers-the largest fine of its kind ever imposed in the industry anywhere in the world. MTN was an emerging-market multinational corporation with a track record of successfully operating in some of the toughest, riskiest emerging markets. Thus, it was surprising that MTN had been unable to avoid a fine of this magnitude. Three factors had preceded the fine and changed the business environment in Nigeria leading up to 2015: the first was the war against the Boko Haram movement in Nigeria, which led security forces to demand the registration of prepaid phone cards; the second was the economic crisis caused by the impact of falling oil prices; and the third factor was a change in government. In light of these political risks and government regulations, how could MTN recover and move forward from this difficult situation?

In 2012, an MBA intern at Sifton Properties Ltd. had to decide on a recommendation to top management about the installation of a renewable energy installation for the company's new community development project in London, Ontario. The intern had to consider numerous internal and external factors in his decision-making process. Three emerging technologies were specifically relevant for renewable energy systems: aquifer thermal energy storage, sewer heat recovery, or anaerobic digestion and cogeneration. The intern needed to consider the social, environmental, and financial impact of each energy generation system and the preferences of varied stakeholder groups.

This case study delves into the complexities of equity allocation among startup cofounders, exploring three distinct scenarios: DogBone/Whiplash, Kitten Mittens, and Bad Blood. Each vignette presents unique challenges and decisions faced by cofounders during the critical stages of a startup's lifecycle. The DogBone/Whiplash story starts with an equal equity split among four founders and evolves through pivotal moments, including a cofounder's exit, role adjustments, and a significant pivot in business direction. It highlights the dilemmas in reassessing equity distribution in light of changing roles and contributions. Kitten Mittens focuses on the dynamics between founders and investors, and the intricacies of negotiating equity splits when new members join the team. It underscores the importance of clear communication and understanding of roles in the investor-founder relationship. Bad Blood examines the relationship between two cofounders with differing visions and skills, emphasizing the challenges in balancing equity split with operational roles and contribution levels. This case ultimately encourages a nuanced understanding of equity distribution, considering factors such as founder experience, role differentiation, and the evolving nature of startups. It serves as a practical guide for new entrepreneurs, providing insights into navigating the often complex and emotionally charged process of equity allocation in startups.

In October 2013, future prospects for TransCanada's pipeline project were uncertain, as the company had to find ways to establish and manage relationships with Aboriginal communities along the proposed Energy East pipeline in Canada, particularly in the province of New Brunswick. Following Supreme Court rulings that reinforced the "duty to consult and accommodate," Aboriginals came to have a powerful voice in the development of energy infrastructure, creating new requirements for companies wishing to expand into areas subject to Aboriginal title and treaty claims.

In 2016, Chinese telecommunications equipment firm Huawei Technologies Co. Ltd. (Huawei) aspired to be the world's top smartphone manufacturer. The company had identified German camera company Leica Camera AG (Leica) as a long-term partner to reinvent Huawei's smartphone photography to beat an influx of domestic rivals and the market leaders, Apple and Samsung. The flagship dual camera smartphone that was co-engineered by Huawei and Leica, the P9, contained a camera module that was actually made by a Chinese manufacturer, Sunny Optical Technology Co., under Leica's authorization. As a result, Huawei's motives for the partnership with Leica were criticized as a quick fix to beat Apple in the dual camera market and repair negative publicity the company had suffered earlier. Was the long-term alliance really the best solution for both Huawei and Leica? Was it the right alliance in an emerging market?

In the winter of 2012, the New Belgium Brewing Company (NBB) in Fort Collins, Colorado, was considering becoming a certified B Corporation (B Corp). Dedication and willingness to share with employees had always been a part of NBB, whose values also extended to consideration of the natural environment and philanthropy. NBB had grown tremendously over the years, partly thanks to its focus on the triple bottom line. Already the third-largest craft brewery in the United States, NBB was now considering opening a second brewery. Perhaps surprisingly, this economic growth was accompanied by a reduction in the company's carbon footprint, and a greater impact on industry and society through philanthropy and lobbying for stricter environmental requirements. The board of directors had asked the assistant director of sustainability to make a recommendation regarding B Corp certification. Should she recommend certification, she would also need to convince the employees of its value; at that time, employees owned part of NBB, and they would soon own 100 per cent.

Jiemo.net (Jiemo), an Internet-based study-abroad consultant agency headquartered in Dalian, China, began in 2010 by providing application support to customers who wished to apply to study abroad. In 2014, the company discovered that profit existed in providing services to students once they had been accepted to study abroad. Jiemo changed its traditional pricing model, used social media marketing, and collaborated with other agencies to establish an ecosystem for these students. The result was that Jiemo acquired customers by providing free Internet-based application support (“front end” services), and reaped profits by providing services that those customers needed once they were studying abroad (“back end” services). However, as Jiemo grew, the designed profit model was not supporting growth. Jiemo had to modify the model. Should it improve the back end services to reduce costs and gain more profit from existing customers, or explore the needs of potential customers and add new services?

In 2016, Chinese telecommunications equipment firm Huawei Technologies Co. Ltd. (Huawei) aspired to be the world’s top smartphone manufacturer. The company had identified German camera company Leica Camera AG (Leica) as a long-term partner to reinvent Huawei’s smartphone photography to beat an influx of domestic rivals and the market leaders, Apple and Samsung. The flagship dual camera smartphone that was co-engineered by Huawei and Leica, the P9, contained a camera module that was actually made by a Chinese manufacturer, Sunny Optical Technology Co., under Leica’s authorization. As a result, Huawei’s motives for the partnership with Leica were criticized as a quick fix to beat Apple in the dual camera market and repair negative publicity the company had suffered earlier. Was the long-term alliance really the best solution for both Huawei and Leica? Was it the right alliance in an emerging market?

In the winter of 2012, the New Belgium Brewing Company (NBB) in Fort Collins, Colorado, was considering becoming a certified B Corporation (B Corp). Dedication and willingness to share with employees had always been a part of NBB, whose values also extended to consideration of the natural environment and philanthropy. NBB had grown tremendously over the years, partly thanks to its focus on the triple bottom line. Already the third-largest craft brewery in the United States, NBB was now considering opening a second brewery. Perhaps surprisingly, this economic growth was accompanied by a reduction in the company’s carbon footprint, and a greater impact on industry and society through philanthropy and lobbying for stricter environmental requirements. The board of directors had asked the assistant director of sustainability to make a recommendation regarding B Corp certification. Should she recommend certification, she would also need to convince the employees of its value; at that time, employees owned part of NBB, and they would soon own 100 per cent.