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This case describes AskTheDoctor.com, a web site that allows users to ask medical doctors questions for free, and the challenges facing its founders in 2010. While AskTheDoctor.com has exhibited steady growth since its inception in 2005, the owners are uncertain about the future of the site and where to take it next. One partner is keen on selling the company, while the other wants to develop a partnership with a technology firm. Students can evaluate these options from a variety of perspectives. The case also addresses the distinct differences between the actions underlying entrepreneurial discovery and entrepreneurial creation.

This case describes AskTheDoctor.com, a web site that allows users to ask medical doctors questions for free, and the challenges facing its founders in 2010. While AskTheDoctor.com has exhibited steady growth since its inception in 2005, the owners are uncertain about the future of the site and where to take it next. One partner is keen on selling the company, while the other wants to develop a partnership with a technology firm. Students can evaluate these options from a variety of perspectives. The case also addresses the distinct differences between the actions underlying entrepreneurial discovery and entrepreneurial creation.

Jane Barrow, CEO of Caprica Energy, must recommend to the board which of three potential "unconventional" natural gas development sites in different parts of the United States the company should pursue. The case takes place in January 2011, when the "low-hanging fruit" of natural gas production in the United States had essentially been picked. All three of the potential sites (shale, coal bed methane, and tight sands) would require hydraulic fracturing, a process of removing gas that was formerly considered inaccessible by injecting water and chemicals into the ground. Because of emerging concerns about the potential harm "fracking" can do to drinking water, Barrow must not only analyze which site might be most profitable but also what the potential risks to the environment and area residents might be.

Entrepreneurs make numerous business decisions each day, many of which have significant legal implications. Due to a lack of time and knowledge, however, these entrepreneurs too often make quick decisions regarding important matters-both current and future-based on a few primary factors, one of which is cost. Entrepreneurs appear to make decisions based on concrete, but frequently inappropriate, factors such as comparison of bottom-line dollar value or relatively small fees; in this scenario, short-term decisions are made that do not take into account intricate legal and strategic implications that may arise down the road. As such, we would suggest a different approach whereby entrepreneurs take the time to learn about and understand the implications of these decisions on long-term sustainability, liability protection, and growth potential. Herein, we discuss how using cost to compare and make decisions has an impact on three issues with legal implications that occur early in the start-up process, and which pose major implications for the entrepreneur if he or she does not deal with them properly. Toward this end, we propose some solutions to help prevent this from happening.

Innovations stemming from research conducted on university campuses are a growing source for the ideas and core technologies that drive entrepreneurial endeavors. This trend has led to development of the term academic entrepreneurship, which refers to the efforts and activities that universities and their industry partners undertake in hopes of commercializing the outcomes of faculty research. Because it is a relatively new phenomenon, the process of academic entrepreneurship has not been as well articulated as one might hope. As such, the objective of this article is to draw on a range of academic entrepreneurship literature to develop a multi-stage process model of academic entrepreneurship. This model is intended to guide potential stakeholders through the application of academic entrepreneurship, with a focus on improving the odds of success. The advantage of this approach is identification of the activities, actors, and key success factors associated with each stage of the academic entrepreneurship process. We conclude our discussion by highlighting the benefits of engaging in academic entrepreneurship for a variety of potential stakeholders.

Jules Munyampeta, founder and CEO of RD Tech Rwanda, was questioning his company's current strategy. The ICT market in Rwanda had transformed significantly since the company was founded in 2005. RD Tech began as a computer importer that sourced new laptop computers from Dubai. Munyampeta soon realized that the market for new computers in Rwanda was very small, and subsequently had great success with a new approach-importing and selling refurbished used computers from the United States. The lower price point for refurbished computers allowed RD Tech to expand its market and have a greater impact on Rwandan society. Originally, the company sold personal computers to individuals, but quickly shifted focus to schools and government institutions as a result of changes in government policy. This shift resulted in rapid growth, and RD Tech Rwanda expanded distribution of refurbished computers throughout Rwanda, Burundi, and eastern Democratic Republic of Congo. RD Tech survived the impact of the global financial crisis, competition from Chinese entrants into the Rwandan market, and NGOs, such as One Laptop per Child, providing free computers to schoolchildren when, suddenly, sales came to a crashing halt. The Rwandan government made rapid technological advancement a priority for public schools and local governmental agencies, but refurbished computers and monitors were no longer acceptable for these institutions. Munyampeta considered his options. Was integrating the refurbishment operations into the East African supply chain the answer? Would this strategy deliver sufficient cost savings to justify the initial capital outlay and continuing operational costs? If so, could Winter and Brice raise the capital required to make the change? Or might a return to the original unsuccessful model of selling new computers now be feasible? Munyampeta wondered if, instead of focusing on a growth strategy, he should be considering a liquidation strategy.

On January 17, 2005, 3M Taiwan’s function head of its health care business division found himself in a meeting with the Acne Dressing project team. In 2004, the function head had initiated a project team to exploit local market needs for 3M hydrocolloid dressing, a technology that had existed in the company for many years without any practical applications. The local project team suggested applying the material for acne treatment. The product would be known as Acne Dressing. There was no standardized solution for acne treatment in Taiwan. If developed, Acne Dressing would be a brand new product in the local market.<br><br>The biggest challenge would be how to change local consumer behaviours on new acne treatment products. In addition, since there were no similar products in the market, the project team only had limited information and potential sales and volumes were uncertain. If the local development was launched, Acne Dressing would be 3M’s first product application of hydrocolloid dressing technology. With little previous experience in product development and no similar products existing in the market, the function head had to decide fast whether to proceed with this new product development. If so, what options did the local project team have? What kind of resources and support should the local health care business segment seek from headquarters for the product development? Should the local project team collaborate with other subsidiaries?

This case captures the predictable tension between the generations of a family in business. The incumbent generation knows the secrets to the business's current success; the next generation joins the business with its own vision of what the future holds and the opportunities that changes in the marketplace, technology, supply chains, and degree of globalization represent. Both legacy and opportunity (or tradition and innovation) are fundamental elements of the successful strategy for continuity of the family-owned business. Amit is returning to his family business in India after successfully completing the requirements of a master's in business administration in the United States. How can he most productively rejoin the family business and make the knowledge he has acquired abroad available and useful to its owner-managers and the enterprise they lead?

The Liang family, experienced family hoteliers in China, had to leave the mainland under the pressure of the forces of Chairman Mao and the CCP in 1949. They resettled in Taiwan, resumed their hospitality business and now, two generations later, have returned to Nanjing to find their family's old guest house has been allowed to run down and deteriorate as a Chinese state-owned enterprise (SoE). They repurchase the old guest house with the intention to redevelop. How will they deal with this privatization and the inevitable bureaucracy of purchasing, demolition and rebuilding the old guest house? How will they convert the existing SoE human resources (trained under planned economy conditions) into dynamic employees operating in the market economy while being sensitive to the cultural characteristics and challenges of this mainland Chinese workplace? With more than 6,000 Chinese SoEs still being targeted for privatization, this case is very relevant and provides a real world opportunity for students to exercise their research, analytical, international management, entrepreneurial and cross-cultural management skills.<br><br> This case is best used in a unit after the topics of international human resource management, culture and international management have been covered. Such positions may include 1) as a closing case in an international management unit of study 2) as a human resource management case in an international human resource management or international management unit of study 3) as a challenge in an entrepreneurial unit of study or 4) as a mid-unit or closing case in a strategic management unit of study.

This note can be used to develop a business plan pitch for a new venture.

In 2007, the Red Hen Baking Company was deciding whether to move from its cramped and inefficient facility to a new facility. It had been in business about 8 years, and 2006 was the first year RHB realized a profit that was over $50,000. The added annual cost of the new location was about $58,000 and would require a $300,000 build-out. While the owner of Red Hen was excited about the possibility of a new, efficient bakery, he wondered if it was worth the added expense and risk.

This module note presents six strategies for mobilizing networked businesses.

The development coordinator for Just Us! Development Education Society (JUDES) was reviewing the preliminary agenda for the JUDES Annual General Meeting (AGM). The meeting would take place some time between May 1 and May 14, 2010, during Canada’s National Fair Trade Weeks. The coordinator was preparing her to-do list for the event. Just Us!, a Nova Scotia-based cooperative that offered fair trade products, had a very loyal regional following, and the coordinator wanted to communicate how the premium paid for fair trade products actually helped producer communities. She was planning several events for the AGM, most importantly presentations and discussions of the Community-based Tourism (CBT) trip that JUDES personnel had taken to Oaxaca, Mexico, in 2009, and planned to take again in 2010. For the AGM presentation, she wanted to organize the trip guidelines and the budget information into a triple bottom line format.

Birzeit Pharmaceutical Company (BPC), established in 1974, had successfully completed a number of mergers and had overcome challenges and development phases in order to secure a strong position in its local market, Palestine, as well as introduce a wide range of products in the export market. BPC’s continuous success, despite political instability and continuous restrictions on its growth and expansion, led the company to focus beyond its local presence. Despite the growth of BPC and its financial solidity, it was very similar to other Arab businesses, which were reluctant to invest significantly and take big risks in growing outside their areas. BPC did not wish to risk large amounts of money, and instead chose to expand to new markets or introduce new niche products on a conservative basis. BPC invested in an Algerian packaging company in 2006 and aimed to meet its vision of growth by entering new markets and introducing new products. It wanted the packaging company to later grow to a manufacturing company, and accordingly to an export location. In a business environment that was characterized by quick decisions and high competition, the company needed to make faster decisions, invest more money, and choose a new path to secure its business development and growth. Competition in pharmaceutical manufacturing, especially among generics, was increasing greatly, and the faster BPC moved, the more competitive it would be.

A partner and owner of the Sunset Grill at Blue Mountain in the ski village at Blue Mountain, Ontario, had very mixed emotions. The restaurant had just finished its first year of operation and had broken even, and had been named as the Business of the Year in the counties of Simcoe and Grey. Yet the owner knew that operations were still far from perfect. Queues of waiting customers were very long, food orders were delivered slowly, and tensions were rising. What could be done to improve the situation?

This case describes the situation for Globalive in 2009 shortly after its bid to enter the Canadian wireless telecommunications sector had been denied by the regulatory agency on the grounds that it breached foreign ownership restrictions. The case covers the background to Globalive and the events leading to the regulator’s decision. Andrea Wood, the chief legal officer of WIND Mobile, the wireless brand owned by Globalive, must decide what recommendations to make to Globalive’s chief executive officer.

Late in August 2004, Chris Higgins was forced into the unenviable position of determining the future of Ring-A-Wing, a London, Ontario-based fast food producer of premium chicken wings for home delivery. After making a personal loan to a friend wishing to invest in the business, the situation devolved in less than nine months from Higgins being a passive lender to being a significant investor to sitting in a bankruptcy meeting trying to determine the future of the business. The issue in the (A) case is whether the Higgins group should reopen Ring-A-Wing.

This case is a supplement to Ring-A-Wing (A).

A critical question for entrepreneurs starting a business, particularly in a foreign country, is choosing whether or not franchising is the appropriate mode of entry. Franchising offers the entrepreneur instant brand recognition, established business processes and supply chains, regulatory and tax guidance as well as a ready supply of assistance in the early months; however, it deprives the entrepreneur of what many of them crave - the ability to create and grow a business from one's imagination. The two entrepreneurs in this case had regular salaries, but wanted to try their hands at opening a coffee shop - or a chain of coffee shops - in South Korea, which already had many brands with multiple outlets.<br><br>This case is appropriate for use in entrepreneurship, management strategy or international marketing and business courses to introduce mode of entry selection and product/service differentiation. It provides a practical example for students to understand how a mode of entry decision impacts competitiveness in a mature market segment in a mature geographic market. The case can help achieve these objectives as it 1) Encourages students to explore the unique challenges that entrepreneurs face in market selection, mode of entry, product/service offering and brand differentiation strategies; 2) Demonstrates that these critical decisions - market selection, mode of entry, differentiation, etc. - are not linear decisions to be made one after another, but rather pieces of an integrated strategy that have an impact on each other; 3) Allows students to be creative in looking for ways to differentiate a product or service that is a late entrant into a mature market.

Gloria Londono, the owner of a chain of innovative, holistic day care centers for the elderly in Spain, is offered 3 million euro by Victor Serna, a wealthy physician-investor. In exchange, Serna wants a 25% stake, a board seat, a vote on all strategic decisions, and the ability to liquidate his position in five years, either through a public offering or a sale. His terms are not negotiable; his objectives are not transparent. The money would enable Londono to open 10 additional wholly owned centers (all but one of the existing locations are franchises) and would increase her control over the brand. Should she accept Serna's offer or stick to her currently successful strategy of going it alone? The authors of this fictional case study are Regina E. Herzlinger, of Harvard Business School, and Beatriz Munoz-Seca, of IESE Business School, University of Navarra. Expert commentaries are written by T. Forcht Dagi, of the Harvard-MIT Division of Health Sciences and Technology and HLM Venture Partners, and Merle D. Griff, CEO of SarahCare Adult Day Care Centers and Home Care.