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This case describes Airbus's partnership with the Montreal-based aircraft manufacturer Bombardier beginning in 2017. The two companies partnered on the C Series of aircraft (later named the A220 Family), which consisted of small aircraft with 100-150 seats. The case also describes Boeing's 2018 joint venture with the Brazilian aerospace company Embraer, which produced the E2 Family of planes (97-120 seats).

This case describes Airbus's February 2019 announcement that it was ending production of the A380, with the last delivery scheduled for 2021. The announcement followed an order cancellation by Emirates, a major customer of the A380. The A380 had faced significant competition from Boeing's Dreamliner, and airlines had difficulty filling their A380s enough to make them fuel efficient and cost effective. Since the plane's launch, Airbus had sold far fewer A380s than it initially predicted.

This case describes the October 2018 and March 2019 crashes of Boeing MAX 8 jets, which together killed over 300 passengers. The planes involved in both crashes shared a problem with a software system called MCAS, which Boeing had revamped at the last minute prior to selling the planes, but had failed to mention in its pilot manuals until after the first crash. As of July 2019, the MAX 8 remained grounded worldwide. As the investigation into the MAX 8 continued, a simultaneous investigation into a Boeing 787 factory found that the company had repeatedly ignored reports of manufacturing defects and debris left on 787s from the factory.

Epic Games entered a stagnant market with its PC-games digital storefront in 2018, in the context of incumbent competitors such as Steam, its meteoric rise via Fortnite, and imminent industry shifts in gaming distribution. On the surface, Epic Games Store's competitive advantage was its revenue-sharing policy that was more generous to developers. Early successes revealed Epic Games' potential as a new distribution platform. After serving two sides of a market exceptionally well - game developers through Unreal Engine and individual users through hit-games such as Fortnite - could Epic Games become a PC-games distribution platform in the rapidly-changing video games industry?

In February 2016, SpruceLand Properties Inc. (SpruceLand) faced a difficult decision that would determine the future of the company. SpruceLand had been founded as a community development company mandated to create financial returns while engaging in socially beneficial projects. Residents of the northern Alberta region could choose to be shareholders and invest in their own communities' economic development. The company had grown successfully, but it had become a victim of its own success. It had diversified investments and continued to grow and be profitable, but the company's initial mandates had long been achieved and the liquidity of shares remained a problem. What actions should the chief executive officer recommend to the board?

Mark Zuckerberg founded Facebook based on the idea that connecting people was a fundamentally good thing-and a way to turn a handsome profit. But from the beginning, Facebook received criticism both for how it handled user privacy and how it curated user-generated content. These two issues coalesced in the aftermath of the 2016 United States presidential election, after Facebook's role in the spread of political misinformation and the leak of Facebook user data to political consulting firms began to receive significant media coverage. In 2019, Facebook announced it was shifting to a "digital living room" model that would focus more on private, encrypted conversations and less on sharing viral content. Several important questions remained. Would the digital living room ease users' privacy concerns? Would Facebook still be able to effectively curate content? Would its advertising model still work? Or were financial success and good governance mutually exclusive? This case explores the parameters of governing an internet-based platform.

The case is designed to prompt considerations of the advantages and disadvantages of accepting external money from institutional investors into the corporate venture capital fund (CVC) for Swisscom. Our protagonist Dominique Megret, the head of the CVC, is placed in a situation which exposes him to c-suite pressures which test his ability and conviction to argue his selected path. The historical analysis showed patterns of initial vs follow-up investments, and the strategic horizon of the investments which essentially set out to support Swisscom's growth intentions. Organic internal options are mentioned as alternatives. As the financial means to continue to invest are limited by Swisscom, the company sets out to find external partners to co-invest - at the time an unusual path towards keeping growth options option. Megret has to convince his board that this is a good option for Swisscom.

The cases of Standard Chartered v. Directorate of Enforcement (2005), Iridium India v. Motorola Inc & Ors. (2011), and Sunil Bharti Mittal v. Central Bureau of Investigation represent a significant development in India's corporate criminal liability jurisprudence. Standard Chartered reconciled mandatory imprisonment (as prescribed for punishing many offences under Indian law) with the impossibility of imprisoning corporations, Iridium explained whether corporations are capable of committing crimes which require intent (mens rea), and Sunil Bharti Mittal clarified whether the liability of a corporation for a criminal act can be attributed to its directors/promoters.

This case illustrates the challenge and opportunities that firms face when developing and executing new business models in high-risk, low-infrastructure, low-trust countries. It features a global logistics group, Agility, that aimed to become the leader in supplying innovative solutions that provide the backbone to growing consumer markets across Africa. Agility's objective was to fill the institutional voids in the warehousing and logistics space that prevented multi-nationals and local firms from successfully operating at a level similar to Western countries and other emerging markets. After proof-of-concept success in Ghana's free zone, Agility faced the challenge of expanding its business model across a diverse continent of 54 countries. Agility Africa's CEO, Geoffrey White, needed to plot the way forward. Should he set a high entry barrier by building several warehouse parks in one of Africa's economic regions? Or, should he expand across the continent with one facility in each of the large and growing countries? If the decision was to pursue regional expansion, should he try to open one park per country-even in small ones-or build satellite developments in secondary cities where Agility already had facilities? He also needed to consider the pace of phasing in each park and the possibility of developing multiple parks in existing locations. With the world's fastest growing middle-class population and an internet revolution poised to spur the growth of consumer products and industrialization, Africa was considered by many as the world's leading and largely untapped, emerging market. White needed to make difficult and nuanced decisions that took account of the continent's many differences, as well as business similarities.

This case is about global marketing, brand equity, overall business strategy and supply management. The case outlines the bold and polarizing strategic choices made by The Macallan management between 2009 and 2017 and offers an opportunity to debate and discuss the next best strategic move for The Macallan brand. The Macallan is part of the Edrington Group, which distributes the Famous Grouse, Scotland's leading blended whisky and The Macallan, which is now the global number three single malt Scotch whisky. The Macallan built a strong brand equity and reputation with its rich flavored whiskies, using age as the key communication tool to indicate quality for decades. In 2009 The Macallan launched its first single malt whisky in travel retail without any age statement on it. The travel exclusive line up was followed by additional products for retail focused on color as a differentiator. These new retail products replaced the majority of The Macallan's age line-up in the biggest market Europe (ages between 8 and 17), while older versions stayed on the market. These surprising innovations were in response to the growing demand combined with serious supply constraints. The Macallan invested in extending its production capacity, and students will be able to debate whether The Macallan should move back to the old age days or keep moving on with the strategy introduced in 2009. Or use a strategy combining both.

Planet Fitness, one of the largest health club chains in the world, developed a strategy that enabled it to achieve solid profits in a highly competitive industry. By 2018, the company operated more than 1,500 gyms, most of which were owned and operated by franchisees. In its 2017 annual report, Planet Fitness boasted of 44 consecutive quarters of same-store sales growth. By August 2018, the company's stock price had risen by over 150% since its initial public offering in 2015, outpacing the S&P 500 index by a wide margin. CEO Chris Rondeau expressed a desire to open 1,000 additional locations in the next five years, largely through franchising, and proclaimed a desire to eventually operate more than 4,000 locations in the United States. Some observers expressed skepticism about the company's aggressive growth objectives. At the same time, fitness enthusiasts and serious athletes often mocked the company's approach to fitness because it proudly proclaimed itself a "judgement-free zone" where people could exercise without feeling intimidated by serious athletes and muscular bodybuilders. Could Planet Fitness sustain its competitive advantage while aiming to grow so rapidly? Could it succeed long term in an industry where many competitors had failed?

This case study asks the reader to step into the shoes of Susan Chen, a business studies student who has an intern placement with Happy Cow, a Niche ice cream maker in Hong Kong. The central theme of this case is how best to use time series data when running a small business operating in a competitive retail environment: how can insights from data analytics influence sales strategy? Although vision, industry knowledge, and people management are essential to entrepreneurs, making the best strategic marketing choices is equally vital. Extracting the maximum value from sales data can therefore be extremely helpful.

This note explores the technology and economics of emerging 5G networks.

In January 2019, the telecommunications industry was under severe threat of disruption. Telecommunications companies (telcos), which had historically been able to cope with technological disruption by moving from first-generation through to fifth-generation cellular network technologies, were now threatened by digital service providers (DSPs)-firms that came with a new business model that threatened the telcos' existing business models. Telcos were being forced to deliver only network connectivity, whereas DSPs had positioned themselves to deliver the more lucrative digital services directly to customers. The Norwegian telco Telenor Group (Telenor) decided to take up this battle by offering digital services to end-customers. However, doing so raised several important questions: Was full confrontation with large DSPs inevitable, or was there another way? How could Telenor switch from the old to the new business model? Was it possible to manage two conflicting business models under the same company?

Between 2016 and 2019, the India-based budget hotel start-up Oravel Stays Private Limited (OYO) expanded into nine countries, including the United Kingdom and the United States. However, OYO faced several crises in its home country: contracted hoteliers of OYO threatened to file lawsuits against the start-up for breach of contract, and customers raised service quality issues. Critics believed that with such rapid internationalization, OYO's founder was simply burning through the cash of venture capitalists. Nevertheless, the founder was determined to expand internationally while enhancing OYO's service portfolio in India. Should he reconsider his decision to focus on international markets instead of the domestic market? Could legal issues in OYO's home country create impediments to this growth plan? How should he deal with these issues?

Go (or Wei-ch'i, as it is known in China) is a centuries-old board game popular across Asia. Many have drawn parallels between military successes and the game's complex methods, in which a player encircles, isolates, and captures enemy pieces and geography, but Go also offers lessons for business. This technical note offers a basic description of Go, followed by a collection of business-strategy anecdotes punctuated by comparisons to Go strategies and quotes from Sun Tzu.

TeenSmart is an organization that offers information, counsel and online courses to young people ages ten to 24, mainly in Costa Rica and Nicaragua, on how to prevent the top six risky health behaviors: tobacco use, violence or accidental injuries, risky sexual practices, alcohol and drug use, poor nutritional habits and obesity, and lack of physical exercise. Founded in 2004 by Dr. Catherine (Cathy) S. Lindenberg, whose missionary grandparents created the first private hospital in Costa Rica, in recent years, the organization had received several awards for the impact of its work. However, at present, TeenSmart stood at the crossroads of whether to consolidate itself in the Central American region with its current service model or to rapidly expand into Latin America and beyond. Views varied among board members and it was up to Adriana Gómez, general director since 2015, to implement the decision, whatever it might be. Obstacles to expansion were huge. TeenSmart did not charge for its services and largely depended on donations from Cathy's family contacts and friends. The technological platform, designed to be used with its own text and audio applications in school computer labs, did not easily adapt to new content for use in smartphones. Some board members questioned the "scalability" of TeenSmart's existing model, based on promoters who sought alliances with schools and volunteers who provided online personalized advice to youngsters. Other members held that instead of serving such a reduced population, TeenSmart should form global alliances with technology companies that shared its mission and values.

The purpose of this case is to look at Zipline's product market fit. The case examines how the Zipline team evaluated which market segments to consider next as they looked to expand beyond Ghana and Rwanda. Students will also be introduced to various go to market strategies that were used to address this target market. Students will also gain an understanding of the challenges a company faces to ensure product market fit.

In May 2018, Walmart Inc. (Walmart) announced its acquisition of a 77 per cent stake in the Indian e-commerce company Flipkart India Pvt. Ltd. (Flipkart). It was the largest acquisition of an Indian company and the world's largest purchase of an e-commerce company. The deal would provide Walmart with the opportunity to expand globally in competition with its old rival, Amazon.com Inc., and it would provide Flipkart with additional capital to operate in a hypercompetitive environment and an opportunity to leverage Walmart's omni-channel retail expertise. However, despite the strategic alignments, several factors could complicate the deal. Were Walmart's detailed analysis and due diligence prior to the acquisition sufficient to ensure a successful acquisition, or could human resources considerations affect the expected outcomes of the acquisition?

This case examines four Special Economic Zones in Myanmar. While the country's development had been hobbled by a complex history of military rule, ethnic conflict, and international sanctions, as it pursued liberalization it sought avenues to developing its economy. The four zones described in the case - Dawei, Kyaukphyu, Thilawa, and the New Yangon City project all had different roots and different motivations. The different rates of progress of each reflected the interests and approaches of each of the projects' participants.