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CVS Health Corporation (CVS) had historically been one of the leading competitors in the retail pharmacy industry. Since its founding in 1963, the company had continued to grow across the United States, fuelled, in part, by its acquisitions of other drugstore chains. It had also diversified into insurance and pharmacy benefits management. The company remained one of the largest pharmacy retailers in the industry. In September 2024, CVS’s current chief executive officer and her top management team needed to carefully analyze growing political, economic, legal, and competitive threats in order to successfully navigate an increasingly challenging competitive landscape. Even with the company’s number-three competitor, Rite Aid Corp., in bankruptcy reorganization, the question that remained was whether the company could maintain its dominant competitive position in the face of changing macro-economic, industry-level, and competitive trends.

Despite Tims China already operating more than 800 stores, the coffee company was still at a disadvantage in terms of store numbers. An urgent issue that the chief executive officer and his management team needed to resolve was how to rapidly expand to achieve economies of scale: Should they stick to company-owned stores to maintain absolute control over quality, or open up to franchising to rapidly expand their footprint?

Established in 1986, Bikaji Foods International Ltd. (Bikaji) began making traditional Indian snacks and became a leading producer of ethnic namkeen and sweets, boasting over 300 diverse products. With a 9.5 per cent market share and INR 19.6 billion in revenue, it ranked third in India. Operating in 23 Indian states and 25 countries globally, its exports contributed 4 per cent of total sales. Since March 2024, Bikaji has aimed for a 12 per cent market share over three years, focusing on capacity optimization, rural market penetration, and profit margin improvement. Bikaji targeted untapped Indian regions, alongside exploring options like quick-service restaurants, healthy snacks, and export expansion. Expanding in India’s diverse culinary landscape demanded careful strategy to meet financial goals.

A retail investor was interested in investing in XPEL Inc., a market leader in the paint protection film industry. The investor felt that the company’s stock was undervalued and wanted to conduct a company valuation. She started by reviewing the company’s annual report for 2023 and gathered relevant market information for her analysis. On March 14, 2024, XPEL Inc.’s stock was trading at US$48.56 per share, which the investor believed was undervalued. However, she would have to consider all financial and market information she had gathered before reaching a final investment decision.

KiranaKart Technologies Pvt. Ltd. (Zepto) was a quick-commerce start-up founded by two 19-year-old Stanford University dropouts and operating in the Indian e-commerce market, one of the fastest growing in the world. Using a quick hyperlocal e-grocery delivery model, the company faced challenges during its post-pandemic growth; these included the viability of its disruptive model, the competition it faced, and a long wait for profitability. While the quick-commerce grocery delivery model, initially supported by a steady flow of funding from venture capital firms, faced close scrutiny the world over as the flow of easy money started drying up, not everything was ominous for Zepto. As August 2023 was coming to an end, the start-up found itself on a stable funding runway. However, critics raised doubts about the feasibility of its 10-minute delivery service. Every reduction in customer wait time led to an increase in costs, and there was no broader e-commerce or food delivery platform to synergize with. Moreover, there were also social costs associated with delivery. To sustain the next phase of growth, Zepto’s founding team had to consider various strategic options. They could commit to grocery and focus on high-margin items to increase the frequency and basket size of online grocery customers. Alternatively, they could aggressively re-launch Zepto Café to expand their product range, attract more customers, and increase average order value. Diversifying the company’s product categories by adding e-pharmacy or even electronics could be another option to win over more customers.

In the era of artificial intelligence (AI), data and algorithms have been increasingly incorporated into organizations’ talent management in general and recruitment processes in particular. The case discusses the experience of the China-based technology giant Baidu Inc. (Baidu) during its implementation and incorporation of AI in its recruitment process. It introduces the new trend of intelligent recruitment, addressing the transformation toward it, its technical functions, and the operational model and value creation it enables. It also explores the challenges and future opportunities in the use of AI for talent management.

LI-NING, founded by China’s “prince of gymnastics” Li Ning in 1990, is a professional sports brand. On September 20, 2022, LI-NING held its “Chasing Dreams” airport show in Hubei, China. However, on October 15, netizens pointed out that some of the new products resembled Japanese military uniforms from the time of the Second World War, quickly sparking a heated debate online. On October 17, two senior executives from LI-NING made statements on social media regarding the situation but only succeeded in drawing further criticism from netizens. LI-NING’s stock price also fell, causing many to question the executives’ actions on the matter. On October 19, LI-NING released an official response, bringing the public debate to a climax. How should LI-NING manage its crisis and brand communication better in the future?

In a world accustomed to paying more than ¥25 for a cup of bubble tea, Mixue Ice Cream & Tea (Mixue) from Zhengzhou, China, boldly introduced a ¥7 deal. The company’s founders did not just offer a lower price but reinvented the game. Their formula of high quality at an affordable price, combined with a sticky social media strategy, was an instant hit among younger generations. In March 2023, as Mixue continued to dominate the Chinese market, the founders faced a choice regarding their company’s future growth: should they continue to expand globally, or should they pivot to the coffee market and revolutionize yet another beverage industry?

In November 2020, VF Corporation (VF) acquired streetwear brand Supreme for US$2.1 billion. Following the acquisition, VF faced significant operational challenges, leading to a substantial drop in stock value and to pressure from activist investors to streamline its brand portfolio. Supreme had struggled to integrate into VF’s larger corporate structure, failing to meet growth targets amid supply chain disruptions and shifts in retail and digital strategy, which had raised concerns about diluting the brand’s exclusivity.<br><br>Bracken Darrell, VF’s newly appointed chief executive officer, had to decide on the operational strategy for Supreme ahead of a critical investor meeting in May 2024. The decision centred on whether to divest Supreme or invest in realigning its operations to capitalize on its strong brand identity, especially in growth markets like Asia.

In March 2017, the chief executive officer of Uniquest Infra Ventures Pvt. Ltd (Uniquest) was facing several critical decisions. The National Highway Authority of India had terminated the concession agreement of a 30-year project for the upgrading the Jetpur Somnath highway in India. Uniquest was an equity partner of Jetpur Somnath Tollways Limited, the concessionaire for the project. Uniquest was risking losing its ₹5 billion investment due to the termination of the concession agreement, which cited failure to commence construction on the Junagadh bypass. The National Highway Authority of India’s decision to terminate the concession agreement presented a major challenge for Uniquest and its lender partners. However, it also had broader implications for the Indian infrastructure sector. The termination risked undermining government efforts to attract foreign and domestic investments in future highway projects. The premature termination of the concession agreement could also lead to equity and debt write-offs, which could impact the development of India’s public-private partnerships landscape. The chief executive officer of Uniquest had to consider whether to challenge the termination of the project, whether independently or in partnership with the project’s lenders, or if the termination payment amount of just over ₹2.2 billion should be contested instead. With a current debt of over ₹6.4 billion for the project, Uniquest and the project’s debtors were facing major potential losses arising from the decision to terminate the project.

The Tata Group took over control of the loss-making state-owned Air India and the airlines it operated it operated from the Government of India on January 27, 2022. The Tata Group now faces financial performance issues and lags behind one of the leading aviation industry front-runners in India in terms of market share. The re-acquisition of Air India also brought about challenges of how to amalgamate three diverse cultures to make a single Tata Group culture, and how to inculcate the Tata Group’s values to turn Air India profitable. What should Air India do if employees are not integrated with Tata Group culture? Air India leadership is weighing its various options and pondering whether to integrate three airlines and become one of the prominent airlines in the country and the world, or operate them autonomously as economy or premium airlines without amalgamating the diverse cultures.

Taylor Swift’s Eras Tour began on March 17, 2023, and quickly gained popularity, becoming the highest-grossing tour of all time and generating over US$1 billion. The Eras Tour was designed to immerse the audience through each of the eras of Swift’s life as she transitioned through 10 unique sets spanning over three hours. The Eras Tour was a big step up from Swift’s previous tours, incorporating extravagant costumes, elaborate audiovisuals, and a complex stage design. The show featured a giant catwalk, moving platforms, and several different sets for each scene, enabling the audience to feel connected to each era. Behind the scenes, Swift’s production crew worked to ensure the show ran smoothly, with one team backstage, two teams on the floor managing the show, and a third team under the stage, managing costume changes and performer placement. The Eras Tour had seen unprecedented demand, with millions of fans trying to secure show tickets. On November 17, 2022, Swift’s team faced scrutiny around its partnership with Ticketmaster, as the platform became overwhelmed by 14 million fans seeking tickets and an unprecedented number of bot attacks.<br><br>For Swift and her team, questions arose: How could the team continue to bring joy to fans, potentially attract new audiences, ensure smooth operations and sales for future performances, and further strengthen Swift’s brand, popularity, and reputation? Which other markets should Swift visit? How could the team sustain and even elevate the success of the show? How was success defined at a global and societal level? What came next?

Fashnear Technologies Private Limited (Meesho), a social commerce platform founded in 2015 in Bangalore, India, altered the landscape of the Indian e-commerce industry by allowing individuals and small company owners to start selling goods from suppliers through their own social media accounts. Meesho leveraged social media and messaging platforms to allow anyone to sell products at a profit. Its simple interface allowed resellers to easily access and then showcase available products to their own customers. Meesho focused specifically on Tier 2 and Tier 3 towns, targeting an underserved market, and brought opportunities for individual entrepreneurs and local businesses to reach a wider audience. Meesho expanded since its founding in a competitive e-commerce market that included global giants, established companies, and new entrants. However, by August 2024, could Meesho continue growing and maintain its sustainable position in an increasingly competitive industry?

A.P. Møller – Mærsk A/S (Maersk) dominated the shipping business as the world’s second-largest container shipping company in terms of fleet size and capacity of handling cargo. In December 2023, Houthi attacks on various Maersk vessels passing through the Red Sea interrupted supply chains from Asia to Europe. One Maersk vessel was hit by a missile while travelling from Salalah, Oman to Jeddah, Saudi Arabia. Maersk temporarily halted all its container shipments via the Red Sea route. One week after resuming travel, a second Maersk vessel was hit. Container ship operations in the Red Sea were again forced to stop. The US Central Command and other co-operative groups such as the Combined Maritime Forces intervened to help normalize the unrest created by Houthi rebels but their efforts had little impact. Maersk’s share price fell by almost 5 per cent in December 2023. Maersk was wondering how to resolve its situation and move forward. Should it evaluate alternative routes or transportation modes to continue providing seamless shipping services to its clients? Should Maersk continue or enhance its recently implemented policies for transit disruption fees? Or should Maersk follow a demand-driven route, in addition to the disruption fees, to maintain vessel and crew safety?

In May 2023, KOSÉ Corporation (KOSÉ) was facing three ominous factors in the Chinese market: declining sales due to weak consumer spending in China following a surge in the number of COVID-19 cases after Beijing ended its zero-COVID-19 policy, new regulations requiring beauty manufactures after January 2024 to label all ingredients that constituted more than 0.1 per cent of a product in descending order (thereby risking disclosing trade secrets), and Chinese consumers’ preferences shifting to local Chinese beauty manufacturers. About 30 per cent of KOSÉ’s net sales came from the Chinese market, where it focused on its major brands, Sekkisei and Decorté. Yet the market was becoming more saturated with giant European beauty manufactures and local enterprises. Should KOSÉ keep focusing on the Chinese market as its pillar strategy?

The control of the state-run airline Air India was handed over to Tata Sons on January 27, 2022, by the Government of India. Air India had returned to Tata Sons with a severely dented reputation, being known for bad service, frequent delays, and flight cancellations. Therefore, rejuvenating Air India would be a daunting task. Some industry experts felt that the takeover of Air India was the best chance the airline had of a commercial revival; others were not so optimistic. Despite the lingering skepticism, the chief executive officer of Air India was confident of an effective turnaround. He wanted to capture 30 per cent of India’s domestic aviation market in the next five years and brand Air India as the carrier of choice for passengers worldwide. He wanted Air India to compete against world-leading airlines such as Emirates and Singapore Airlines. However, he had some questions to resolve. What strategies should Air India adopt to undergo such a drastic brand repositioning? Could Air India revitalize its brand and become a leader among the world’s top airlines?

In April 2023, the iconic Florida-based company Tupperware Brands Corporation (Tupperware), announced that it would have to close shop if it did not receive immediate investment. The company continued to consult with financial advisors about its future, possibilities of gathering funds, slashing jobs, and selling property in its attempts to survive and effect a turnaround. As Tupperware stared at liquidation, should it ditch or tweak its traditional yet iconic strategies of premium pricing and house-party direct selling to retain old customers and attract new ones? Or should it consider new products, a new brand, or new selling strategies to make itself cooler to the young demographic?

The iconic American fast-food chain Checkers Drive-In Restaurants Inc. (Checkers & Rally’s), headquartered in Tampa, Florida, found early success through its streamlined layout and operations. Nevertheless, it had financially struggled prior to the COVID-19 pandemic, impelling it to reflect on its existing strengths and to take strategic steps amid the pandemic to make an impressive recovery. In 2023, armed with newfound confidence from its previous successes, the company confronted the challenge of understaffing in the nation’s fast-food industry. How could Checkers & Rally’s CEO address the labour shortage? Could robotics and automation give the company an edge?

Reeling from the economic effects of closures wrought by the coronavirus pandemic, the Walt Disney Company (Disney) was at a pivotal junction. Even though COVID-19 case counts were rising in Florida, the state government had announced numerous reopening measures and guidelines for theme parks and resorts, indicating the state’s desire for businesses to start returning to “normal.” On May 21, 2020, the Universal Orlando Resort—one of Disney’s major competitors in theme parks—announced that it would be following the guidelines and reopening on June 5, 2020. Consequently, Disney had to decide when and if to reopen its Walt Disney World Resort, also based in Orlando, despite rising case counts.

Nirav Patel, chief executive officer of Framework Computer (Framework), wanted to determine how to change consumer and industry attitudes toward the sustainability of their electronic devices in order to promote a more sustainable technology (tech) ecosystem. Patel, driven by a belief that users should be empowered to upgrade and repair their devices, aimed to pivot the industry toward greater environmental responsibility. Despite Framework’s innovative approach, competing in a market dominated by large multinational companies posed significant challenges. The company’s flagship product, the Framework laptop, allowed for easy upgrades of core components, advocating for a longer device lifespan and the right to repair, a stark contrast with the prevailing industry practices. With the concepts and legalities of right to repair beginning to take effect, Framework had to navigate a way to expand its market presence and improve consumer understanding of sustainability.