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The owner of Windhorse Farm (WHF), a sustainably run woodlot and woodshop that produces building products as well as "tonewood" (wood used for guitar, mandolin, violin tops), is reaching retirement age. Since there is no heir apparent to run the businesses, he needs to determine whether he should stay in or exit the building products business and/or the tonewood business. The decision must conform to the criteria set out by the "four pillars" (economic, social, environmental and spiritual), which guide the mission and strategy of WHF. Objectives: 1) To provide a rich opportunity for students to examine how a small business uses a triple (in this case, quadruple) bottom line approach to corporate mission definition and strategy formulation. 2) To demonstrate how product extension decisions need to be integrated into the dynamics of the overall company, especially in terms of the relationship between existing product lines and new marketing, production and personnel requirements. 3) To expose students to business and community-based strategies that can enhance the sustainability of the forest industry. 4) To present students with a decision-making opportunity in a market such as tonewood where market knowledge and available data are highly "impressionistic" and informal. 5) To highlight how personal priorities, such as retirement and succession, may override other concerns.

Frank Addante is a 28-year-old serial entrepreneur who is in the process of building his fifth venture. Of his first four ventures, two were sold, one went public, and in the last he decided to close the venture and return unused capital to his investors. With the passing of each venture, he has learned about forming founding teams, splitting equity with his co-founders, hiring executives to work for him, and when to take outside funding. Now, he's facing pressure from investors who aren't happy with how he is building his current team and are questioning whether he should remain CEO.

By setting up a thought experiment, this exercise challenges students to examine their own assumptions about the meaning of the word "public" in public education, as well as to understand competing assumptions held by others.

This case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as bureaucracy, slow decision-making, lack of visibility, and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial energy that it had when she joined. She and her colleagues reflect on how Google has been able to maintain its culture as the company keeps doubling in size.

This is the second part of a case series dealing with the distribution of FMCG (Fast Moving Consumer Goods) to low income areas (slums) in Kenya. It describes the successful launch of KasKazi Network - a revolutionary concept of distribution by bicycle to the "bottom of the pyramid." It reveals how Wanjohi dealt with the key stakeholders (FMCG manufacturers, wholesalers, and retailers) as well as operational issues and HR policies. Learning objectives: The case series would be suitable for a core marketing course (dealing with the market challenge, and distribution and retail issues in Africa), a course on supply chain (distribution issues in Africa), an entrepreneurship course (dealing with business growth strategies) or a general management course. In all these courses, the case series can be used to illustrate the challenge and complexity of reaching low income customers in developing countries.

This three part case series deals with the distribution of FMCG (Fast Moving Consumer Goods) to low income areas (slums) in Kenya. In the (A) case, students are introduced to a young African entrepreneur, Mr. Ng'ang'a Wanjohi. Since graduating in 1998, Wanjohi has been involved in four start-ups - none of which has been successful. However, he has learned a lot along the way and is not deterred. He sees an enormous opportunity in the fragmented Kenyan micro retail market, consisting of 100,000 kiosks, primarily in low income areas. This market, which represents 75% of the Kenyan retail market, is "dingy, dirty, smelly and dangerous" and neglected by many FMCG companies. Students are asked to analyze and refine a business plan for product distribution in this market by Bicycle Sales Representatives (BSRs). Learning objectives: The case series would be suitable for a core marketing course (dealing with the market challenge, and distribution and retail issues in Africa), a course on supply chain (distribution issues in Africa), an entrepreneurship course (dealing with business growth strategies) or a general management course. In all these courses, the case series can be used to illustrate the challenge and complexity of reaching low income customers in developing countries.

The owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and (B).

Late in the afternoon on January 20, 2006, one of the owners of The Health Nut hung up the phone. Her account manager had just called to tell her that the bank was not going to extend any further credit to her small retail natural health products (NHP) store located in Grand Bend, Ontario. She and her life and business partner had owned The Health Nut since May 2003. While they had successfully grown sales, the business was not generating enough cash to sustain itself and provide the partners with adequate compensation. As a result, the business relied heavily on borrowing from the bank. Now that the bank was no longer a source of financing, the owners had a major problem on their hands. What should they do now? Something was going to have to change. They had about four weeks left before the business ran out of cash. The students will learn: 1. The role of emotion in decision making. 2. The nature and importance of due diligence. 3. When to let go of the business. 4. The importance of having enough working capital. 5. The dangers of over reliance on debt. 6. The challenges of cash flow management.

This brief (B) case documents the fate of Mitsubishi and the shipping company NYK after the death of Yataro Iwasaki in 1885. The case supplements case 808-158, "Yataro Iwaski: Founding Mitsubishi (A)."

The vice-president of marketing at Arts & Crafts was reflecting on the company's extremely successful year in the music business. New artists had been added to the company's roster, experiments with digital releases and marketing campaigns had been successful, and plenty of international licensing opportunities were emerging. In addition, one of the company's artists, Leslie Feist, had received multiple music awards. On the other hand, the music industry was facing some difficulties and most analysts predicted nothing but doom and gloom. The vice-president of marketing had to consider the future strategy of Arts & Crafts while considering the overall health of the industry.

On their return to Croatia following a six-year visit to the United States, a couple has decided to open their own coffee house, one that is new to Croatia — a California-style coffee house that offers the quality, service, product assortment, ambiance, and efficiency found in sophisticated coffee shops in developed markets, and all for a locally affordable price. The major challenge faced by the couple is how to grow. Specifically, should they consider franchising over organic growth? If so, how should they go about franchising in a country where the market is developing and where franchising is under-regulated, underdeveloped, and misunderstood?

The owner of Cenabal, faced an important decision. She had received an offer from two investors on the television show The Dragon's Den. She wondered if it would be wise to give up 50 per cent control of her organic salad dressing and bread dipping business in return for their $200,000 investment. Would losing a considerable amount of control over the business be worth gaining access to capital and their notable business experience? The supplements Cenabal (B) and (C) look at subsequent events.

The owner of Cenabal, an organic salad dressing and bread dipping company, had received an offer from two investors on the television show The Dragon's Den. The show's premise of all or nothing did not leave room for negotiating terms. Now as she carefully read the contract, she considered whether she was willing to sign it. This supplement follows Cenabal (A). The supplement Cenabal (C) looks at subsequent events.

The owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and (B).

An entrepreneur is looking for business opportunities since she immigrated to London, Ontario. She has come across a franchising opportunity with Williams Coffee Pub (WCP). The promotional material for WCP indicates that annual sales for a typical restaurant can be up to $1,700,000 with a profit margin of 17.5 per cent. This business opportunity seems very attractive, however, she must do some additional investigation. The purpose of this case is for students to build a spreadsheet-based cash flow model and to use the model to perform basic sensitivity or What if? analysis.

Coloplast's future global manufacturing strategy was based on relocation of volume production of mature product lines to low cost countries like Hungary and China, whereas most creative and innovative activities (pilot production, ramp-up and range care) were retained in Denmark. The large scale project of offshoring, first volume production and later perhaps other activities, to Tatabanya, Hungary constituted a major shift in the operational strategy for Coloplast, which resulted in a series of organizational and managerial challenges. An important feature of the case is the surprise to the management team of how challenging it was to globalize the operations despite Coloplast's international experience operating a network of subsidiaries in more than 26 countries. The management team learned how important it is to have the structure, the organization and the mindset in place when offshoring production. Sourcing internationally is very different from selling internationally as it involves the entire organization. The learning process of the management team and the challenges they faced is unfolded in this case.

Describes the real-life outcome of the case Orchid Partners: A Venture Capital Start-Up (9-804-138).

Michael Reich is having severe doubts about how he split the equity with his co-founders two months ago, when they completed a one-page "November Agreement." Since then, Michael has found an angel investor and has worked non-stop on the business, while one co-founder was off enjoying the winter break with his family and the other worked on lucrative consulting contracts for other companies. Michael has just sent his co-founders a proposal that would re-allocate the equity within their founding team, and all three founders are getting ready to reopen a negotiation they thought had been finalized.

Michael Reich is having severe doubts about how he split the equity with his co-founders two months ago, when they completed a one-page "November Agreement." Since then, Michael has found an angel investor and has worked non-stop on the business, while one co-founder was off enjoying the winter break with his family and the other worked on lucrative consulting contracts for other companies. Michael has just sent his co-founders a proposal that would re-allocate the equity within their founding team, and all three founders are getting ready to reopen a negotiation they thought had been finalized.

Michael Reich is having severe doubts about how he split the equity with his co-founders two months ago, when they completed a one-page "November Agreement." Since then, Michael has found an angel investor and has worked non-stop on the business, while one co-founder was off enjoying the winter break with his family and the other worked on lucrative consulting contracts for other companies. Michael has just sent his co-founders a proposal that would re-allocate the equity within their founding team, and all three founders are getting ready to reopen a negotiation they thought had been finalized.