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Three MBA graduates have combined their talents to provide professional and technology services to companies in the travel industry seeking to do business via the burgeoning Internet commerce sector. Unable to find sufficient human resources to staff their technology projects, they realize they will need to either (1) close down or (2) relocate for the second time in five months. Relocating was not without risk: Finding a suitable IT talent pool was critical. And family concerns were also important to the partners and their young families. But where to move? What ramifications would these changes have for the business and the friendships? Would roles shift once people were added? And what about initial investments?

For Douglas Peterson and his two 10-year-old golf partners, it had been a memorable round at a world-class course with a caddy who contributed greatly to their enjoyment. For caddy Donald Andrews, the round was among the most challenging, physically and mentally, in which he had participated. As the group walked up the 18th fairway, Peterson reflected on the size of an appropriate tip for the caddy while Andrews wondered how he might influence the size of the tip.

An entrepreneur must decide if he should bid to acquire a commercial bakery, Cake Masters, given his objectives in his search and his investors' expected returns of 20-30 per cent. If he bids, he must decide how much to bid and in what form of consideration. Students are introduced to valuation methodologies and will evaluate an acquisition or opportunity, understand the process of acquiring a small company, learn how preceding transactions are considered and learn about discounted cash flow analysis.

In 2004, Mark Lundstrom must decide on a funding method and strategic approach for BioScale, a biotechnology company that he founded. BioScale has developed a microchip-based bioanalytical platform that can be used to detect very small concentrations of cells, viruses, proteins, or small molecules. The company has several multibillion dollar markets in its sights. Up to this point, Lundstrom has used a combination of individual and angel equity funding and government grants to meet the company's capital needs. Now he must decide whether to continue on his current "go slow to go fast strategy" or, alternatively, raise a substantial round of capital or find a strategic partner. Also explores Lundstrom's career as an entrepreneur in science-based businesses.

An entrepreneur must decide if he should bid to acquire a commercial bakery, Cake Masters, given his objectives in his search and his investors' expected returns of 20-30 per cent. If he bids, he must decide how much to bid and in what form of consideration. Students are introduced to valuation methodologies and will evaluate an acquisition or opportunity, understand the process of acquiring a small company, learn how preceding transactions are considered and learn about discounted cash flow analysis.

The vice-president of human resources of the British Columbia Automobile Association (BCAA) had just concluded negotiating the first collective agreements for two separate bargaining units with the association's union, who represented about 25 per cent of BCAA's workforce. BCAA's senior management wanted to find a way to reconcile with its unionized employees while still carrying on with the biggest cultural change in the company's century-long history. They wondered how best to proceed. The case serves as a discussion vehicle for how companies can manage labor relations post-strike, while attempting to implement strategic change.

The co-founder of NEWAD, a media company, is considering expanding the company's scope of operations from traditional place-based postcard and board advertising to digital signage. Digital signage offers the opportunity to expand NEWAD's business. However, the co-founder wondered about the high fixed costs of entering this type of advertising business and how much the company would have to charge to turn a profit.

Pharmaxis is a new biotechnology venture based in Sydney, Australia. The case brings to light the important stages in the growth of the company and the commercialization decisions the company faced. It also highlights both the uniqueness of some of the managing team's decisions and their understanding of the industry. The case underscores the point that good decision-making can overcome apparent barriers to growth. The company is now at a key decision point. It needs to determine the best approach to commercialize its first diagnostic product. The wrong decision could waste scarce financial resources, divert the time of managers and researchers, and jeopardize the reputation of the firm with potential investors.

Chip Wilson, founder of lululemon athletica, a Vancouver-based manufacturer, distributor and retailer of high quality yoga apparel, started a new streetwear line of apparel that would combine fashion with social consciousness. The apparel sold at OQOQO was made from natural and organic materials, under safe and fair working conditions, and it was produced in a way to reduce environmental impact. There were some problems regarding the sourcing of materials and the customer's perception of certain materials such as soy and hemp. Chip must decide whether to expand the number of OQOQO stores.

Activplant is a software firm specializing in monitoring, measuring and analysing the performance of factory automation systems in London, Ontario, Canada. It is a pioneer of the industry, and has installations in most of the largest automobile manufacturing firms in North America as well as some clients in consumer goods. Activplant is considering the opportunity of expanding their business to include a much more aggressive sales and service approach in Europe. An entrance into Europe involves how both sales and service will be delivered to clients, which could be done through a number of different channels including: consulting partners, value-added resellers, a joint venture or fulltime Activplant staff. The case allows students to evaluate both the dollar costs and benefits of each choice as well as qualitative concerns like product quality and maintaining contact with customers.

Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management.

Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management.

The owners of a retail jewellry store must decide whether to continue to offer a snowfall promotion that gave customers a 100 per cent cash refund for all November and December purchases if there was more than 15 centimetres of snow on the following January 7.

The founder and owner of Jill's Table, a specialty food and housewares store is thinking about the challenges ahead of her. As a small business operating in the same arena as the mass merchandising chains, she has to decide how to position her service offerings so as to survive and even thrive in a highly competitive environment. As a Retailer of the Year award winner (2004 Canadian Gift and Tableware Association, Housewares and Gourmet Division), she knows that her challenges go beyond competition and touch on areas such as customer service, associate training, buying and finance.

The founder and owner of Eden Creations debut line of hand-crafted specialty beaded jewelry had been well received by the local bridal industry, and several retailers throughout the region had placed orders. She now has to develop a formalized marketing plan to ensure the continued success of her company before returning to her postgraduate studies.

Two business partners must decide whether or not the accept an order for a large website project from a telecom just after they had accepted an even larger order from a key pharmaceutical company. Not only will the telecom order fall outside their pharmaceutical industry boundaries, it may require doubling the number of employees from 45 to 90 in this early stage entrepreneurial company. Serving the large pharmaceutical company could jeopardize the larger order and the company's reputation, to say nothing of the company's cozy 'family' culture. The supplement Infinet Communications Inc. (B), product #9B06A007, looks at the havoc that rapid expansion and subsequent shrinking wreaks on the employees. In the supplement Infinet Communications Inc. (C), product #9B06A008, describes what the company did in hiring and organizing employees and new systems that better tracked its project work.

Two business partners must decide whether or not accept an order for a large website project just after they had accepted an even larger order from key pharmaceutical company. This supplement to Infinet Communications Inc. (A), product 9B06A006, looks at what the rapid expansion and subsequent shrinking wreaks on the employees. Students are asked to make recommendations about ways to build a more flexible workforce.

This is a supplement to Infinet Communications Inc. (A), product 9B06A006. It highlights what the company did in hiring and organizing employees, and new systems that better tracked its project work.

A partner in an early stage entrepreneurial company wants to revolutionize the way pharmaceutical companies communicate with medical doctors. He created eRep, an online site for a doctor to interact with a pharmaceutical company's sales representatives. Unfortunately, after two years of trying to entice a key pharmaceutical company to support the development of an eRep working prototype, he has not been able to find such a co-developer with $1 million. Sales executives expressed interest in the concept, but seemingly no one wants to be the first mover. How should he overcome these obstacles and launch this product?