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In July 2012, a senior manager in the corporate strategy team of General Electric (GE) was wondering what changes he should recommend for its strategic plans in the MENAT region (the Middle East, North Africa, Turkey and Pakistan). First, the senior corporate strategist wanted to get a better understanding of how regional management had succeeded in growing its business despite the barriers it had faced, such as political instability, difficulties in dealing with family-owned firms with affiliate relationships, and institutional corruption. Second, given predictions of sluggish growth in developed markets, it was clear that GE MENAT would be an increasingly large part of GE’s revenue base. The key challenge was how to continue to sustain GE MENAT’s growth rate while maintaining the high corporate standards for which GE was known.

In December 2014, after receiving poor service on a flight, a senior vice president at Korean Air lashed out at the flight attendants and delayed the flight’s departure until the chief attendant was returned to the gate. Following a tepid apology from her father, Korean Air’s chief executive officer, her actions drew a public backlash because they exposed the sense of entitlement prevalent among rich family conglomerates in South Korea. How should she have reacted in the face of the service failure? Why had she become the target of a public backlash? What could Korean Air do to mitigate the negative effects of this incident?

Glenorna Coffee, a manufacturer and exporter of coffee powder, had been in the business of instant coffee and roasted ground blends for 34 years. It sourced coffee from India and had buyers across the globe. In 2013, the owner of Glenorna had to decide whether or not to pursue backward integration and buy coffee gardens. He had called upon the company’s accountant to find out whether it was viable to venture into the acquisition of coffee plantations or if the firm should remain with its existing business operations. With backward integration, Glenorna had a better chance of entering the specialty coffee business. If purchasing plantations was profitable, why had competitors such as Nestlé continued to source beans from the open market? Should Glenorna acquire plantations and venture into the specialty coffee business?

Glenorna Coffee, a manufacturer and exporter of coffee powder, had been in the business of instant coffee and roasted ground blends for 34 years. It sourced coffee from India and had buyers across the globe. In 2013, the owner of Glenorna had to decide whether or not to pursue backward integration and buy coffee gardens. He had called upon the company's accountant to find out whether it was viable to venture into the acquisition of coffee plantations or if the firm should remain with its existing business operations. With backward integration, Glenorna had a better chance of entering the specialty coffee business. If purchasing plantations was profitable, why had competitors such as Nestlé continued to source beans from the open market? Should Glenorna acquire plantations and venture into the specialty coffee business?

The large-scale abandonment of property in inner-city Johannesburg had brought waves of crime, illegal building occupation and general disinvestment. The founder of Olitzki Property Holdings (OPH) saw that an improvement at a precinct level, through carefully constructed partnerships with government, other property owners, tenants and illegal residents, was the key to building a sustainable, inclusive and socially grounded entrepreneurial business. OPH identified and bought derelict or illegally occupied buildings, then renovated and leased them to a combination of blue-chip and start-up businesses. While there was no doubt that OPH was profit focused, the ability to see the important role of development was a cornerstone of its success. Could the company — and the city — expand and maintain that success?

Capitalizing on low-cost manufacturing in China, Bally Wedding Dress Company (Bally) had grown quickly by exporting inexpensive wedding dresses to customers in Western countries. However, due to a rise in labour costs, currency appreciation, and increased prices of raw materials, the low-cost advantage in the manufacturing industry had by 2014 been seriously eroded. Competition had intensified together with a shortage in qualified labour. As both the sales volume and turnover decreased, Bally had to consider how to survive. The crisis that it faced represented a common issue for many Chinese manufacturing enterprises.

The chief executive officer of Kvantum Inc. received a distressing email from the human resources manager at Data Research Services. The two companies shared office space, and Data Research Services had invested seed capital in Kvantum. However, a Data Research Services employee was now accusing one of Kvantum’s most competent junior data scientists of harassment. The Kvantum employee had apparently approached the Data Research Services employee personally and then again through a popular social networking website. If the allegations were verified, Kvantum could lose a valuable employee. Moreover, a workplace scandal could adversely impact the start-up’s reputation. The issue required immediate action. Should it be considered misbehaviour? If so, what kind of misbehaviour? Most importantly, how should Kvantum resolve the problem?

In late September 2015, the senior vice-president of supply chain management at Walmart China was preparing for a meeting in Bentonville, Arkansas, where she was expected to make a presentation detailing plans for Walmart China's network of distribution centres. The investment in infrastructure would be the next major step in the organization's supply chain transformation. The case provides an opportunity to explore issues related to supply chain strategy in the context of an evolving economic environment in China. Students are expected to assess pending investments in supply chain infrastructure, including evaluation of the quantitative and qualitative aspects related to two competing distribution centre models.

The U.S. Federal Reserve System's decision to taper its quantitative easing program triggered large capital outflows from India, and the rupee depreciated by 13.7 per cent from June to August of 2013. Firms dependent on imports complained of rising costs, but exporters stood to benefit from the depreciation. On a macro level, economic growth dropped and inflation remained high, raising concerns that the much-touted “India growth story” was over. India's central bank, the Reserve Bank of India, faced the difficult task of fighting inflation and stopping the rupee's decline once the economic growth had slowed down. Expectations were high for an appropriate action from the bank, even as room for policy maneuverability appeared limited.

The U.S. Federal Reserve System's decision to taper its quantitative easing program triggered large capital outflows from India, and the rupee depreciated by 13.7 per cent from June to August of 2013. Firms dependent on imports complained of rising costs, but exporters stood to benefit from the depreciation. On a macro level, economic growth dropped and inflation remained high, raising concerns that the much-touted "India growth story" was over. India's central bank, the Reserve Bank of India, faced the difficult task of fighting inflation and stopping the rupee's decline once the economic growth had slowed down. Expectations were high for an appropriate action from the bank, even as room for policy maneuverability appeared limited.

Indigenous competitor Xiaomi is changing the smartphone landscape in China and potentially the world through a cost-leadership focused strategy that relies on contract-manufacturing and savvy supply chain management. China is the world's largest smartphone market, a position attained in 2011. Since their founding 2010, Xiaomi was has become the world's third largest smartphone company based on units shipped--only global competitors Apple and Samsung ship more smartphones. Under the guidance of Lei Jun, CEO, Chairman and Founder, and a world-class executive team, Xiaomi started developing software and evolved into a mobile Internet and e-commerce company that contract-manufacturers smartphones and compatible devices designed to offer their customers--known as Mifans--a complete customer experience at a modest price. Xiaomi relies primarily on social media to sell their products and maintain an intimate, reciprocal relationship with their Mifans, a relationship that drives their continuous innovation efforts. This rich case explores Xiaomi's growth from its founding through its heralded smartphone success, to its earning the top spot--at U.S.$ 46 million--as the highest valued private company worldwide in 2015. This case documents the dynamics of Xiaomi's cost leadership strategy implementation including supply chain dynamics; e-marketing; Mifan relationship management; an emphasis on innovation and continuous improvement; and global expansion.

After the Irish pharmacy industry’s deregulation, large competitors entered the market, upsetting small private players like single shop outlets and independent chains. While some of the new competitors implemented sophisticated technologies, others announced price cuts of up to 31 per cent on drugs. Not only did market shares for small players shrink, but the recession, changes in payment structures, government spending cuts and decreased consumer loyalty further reduced pharmacies’ profit margins. Many private pharmacists had observed that other pharmacies in Ireland and in the United States had successfully adopted connected health technologies (CHTs) to improve their performance. In order to compete against powerful multinational retail pharmacies, private pharmacists needed to analyze their business models and make any necessary alterations as soon as possible. Should they reinforce their current business models or try to innovate? Did they have the capabilities to develop CHTs and would these investments prove worthwhile?

In September 2014, the co-founder and director of Treks `n Rapids, a leading adventure sports tourism company in New Delhi, India, needs to re-evaluate the company strategy. The adventure sports tourism industry has tremendous potential for growth in India, largely due to the number of young professionals with disposable incomes and a desire for new experiences, and is witnessing increased demand from a variety of profitable customer segments, both domestic and foreign, corporate and individual. However, the industry suffers from various problems such as poor infrastructure, the country’s negative image in the minds of customers (especially with regard to safety and quality) and a string of natural disasters. Should the company focus on its currently profitable local corporate sector or diversify into other areas and other types of tourism?

In March 2015, the managing director of VariCut Electronics Component Company in Shanghai, China, was contemplating whether the company should shift its business focus from label printing to label printers. Because of fierce competition and a slowdown in the company's 12-year-old label manufacturing business, the company was finding its competitive advantage hard to sustain. In contrast, the company's emerging business of producing label printers had been doing well, with 30 per cent annual growth. Although the label manufacturing business had begun to struggle, it was still the main source of company revenue (80 per cent). It was uncertain whether the company's survival and growth could be sustained if it decided to give up the label manufacturing business in order to focus on label printers. Should the company give up the label manufacturing business to make way for the label printer business? Or should it consolidate the two businesses and transition to the label printer business gradually?

The president of Bankinter, a Spanish bank, decided that the time was right to expand. At the time, the Spanish economy was experiencing a severe downturn and the banking system was going through major reforms. He believed that growth could occur either organically or through acquisitions — as long as the target business complemented Bankinter’s present operations and preserved the company’s values and organizational culture. His goal was to choose one option, while determining the price that should be paid if an acquisition offer was made. In this case, the purchase would be funded entirely through the issue of additional shares. The offer price would have to be justified to existing shareholders, who would only agree if the acquisition created value for them. At the same time, the success of the merger depended on the offer being accepted, so the price had to be attractive to the target company’s shareholders.

The president of Bankinter, a Spanish bank, decided that the time was right to expand. At the time, the Spanish economy was experiencing a severe downturn and the banking system was going through major reforms. He believed that growth could occur either organically or through acquisitions - as long as the target business complemented Bankinter's present operations and preserved the company's values and organizational culture. His goal was to choose one option, while determining the price that should be paid if an acquisition offer was made. In this case, the purchase would be funded entirely through the issue of additional shares. The offer price would have to be justified to existing shareholders, who would only agree if the acquisition created value for them. At the same time, the success of the merger depended on the offer being accepted, so the price had to be attractive to the target company's shareholders.

In 2015, Burger King, one of America's oldest fast-food chains, continues to face fierce competition from McDonald's, Wendy's and the emerging fast-casual restaurant chains. As a result, Burger King needs to develop a marketing mix that will distance it from its competitors and narrow the gap with McDonald's, the industry leader. The marketing mix will also influence Burger King’s allocation of resources between domestic and international markets.

In 2009, the Tata Nano entered the Guinness Book of World Records as the lowest priced car in the world. It was predicted that with the Nano, the Indian car market would expand by 65 per cent. But despite the car’s initial popularity, the final demand for it was low. By 2012, the Nano plant was operating at only 25 per cent of its capacity, and by 2014, Nano production was limited to only three days per week. After introducing the Nano Twist and trying to reposition the Nano as more than a “cheap car,” Tata Motors was considering permanently ceasing production of the Nano and using the plant to manufacture other sedans. What had gone wrong with the Nano and what was in store for its future?

In the dynamic online travel industry, the founders of mygola.com (mygola) needed to decide on the company’s future growth trajectory. The online travel industry was booming, but online travel planning was at a relatively nascent stage. In the travel-planning space, mygola’s initial service offering had been well received but the need to scale up was pressing. The existing product leveraged technological efficiencies and human judgment to provide customized answers for users’ travel queries. The new product, on the other hand, could change mygola’s way of doing business going forward. Though it was untested, it had the potential to put mygola on a higher growth path. The choice of product would mean that mygola would have to make a host of other decisions regarding the business. The decisions that the co-founders had to make could very well turn out to be the most important in mygola’s growth story.

The patient affairs coordinator is concerned about the rising number of complaints regarding the level of services offered by the transportation teams in the American University of Beirut Medical Center (AUBMC). The center's management team is determined to create an exemplary patient transportation service at AUBMC and consequently launches an investigation supported by a full-scale study to determine better ways of re-engineering these processes. The coordinator must consider the factors that contribute to patient and staff complaints as well as the types of data and tests required to provide evidence-based solutions for patient transportation in the hospital.