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The case study shows the development of Chinese technology company ZPMC, which entered the container crane market in 1992 and, in the space of 15 years, achieved a global market share of over 70 percent. The case gives particular insights into the strategic decisions that led to ZPMC's competitors being pushed aside in a market previously dominated by Western providers. It also clearly illustrates the risks and limitations facing companies that are strongly focused on growth.

Studying or practicing? Being an entrepreneur or a manager? Working for the family business or not? How much should business-owning families support their young? The Trusted Family case discusses some fundamental dilemmas of next-generation family business members. It follows two young family entrepreneurs who launch their own company, a social media platform for other family businesses, thus finding not only a new way of working with the family business, but also how to leverage it.

QlikTech, with its disruptive technology and business model, seems to have found a market niche in the mid-market business-to-business software segment. The big 5 market participants are now starting to offer the in-memory technology that QlikTech has built its business upon. In the light of the traditional vendors' encroachment, can QlikTech's growth be sustained?

This case is about options for ownership design in family businesses. The Hermès family takes the firm public in 1993 with the dual aim of enabling individual members to exit via selling shares on the market and generating funds to finance the company's growth. Fifteen years later, as LVMH prepares a hostile takeover bid for control of Hermès, the family fights to protect its ownership by creating a family trust to keep minority ownership interests in check.

BrisConnections won the bid to construct the Airport Link toll road under a BOOT (Build, Own, Operate and Transfer) PPP model just as the global financial crisis took hold in 2008. Soon the project would take its place among a string of Australian toll road project failures.

The case follows the story of Brazilian business leader, Ricardo Semler, who took the family marine-pump business, Semco, to multi-national, multi-sector success. To do so, Ricardo Semler dramatically changed his own leadership style by relinquishing control and working less hard, and subsequently transformed the culture at Semco via a radical process of workplace democratisation. Finally, he applied the same leadership principles successfully to other industries: hotels, education, and banking.

Over fifty years, Rupert Murdoch built one of the most successful media conglomerates in the world. Though there had been criticism of his conduct in the past, it was only in the new millennium that allegations of phone hacking and bribery brought the threat of massive legal action against both Murdoch and his companies.

This case traces the history of Goldman Sachs from its origins as it grows from a partnership to one of the most valuable franchises in the global securities industry and ultimately a listed corporation, and its transformation into a bank holding company under the regulatory oversight of the Federal Reserve. Even by the standards of the financial services sector - significantly restructured in recent decades - Goldman Sachs has undergone transformative configurations while straining to hold on to the attributes that made it an industry leader. There are successes and failures, and the case focuses on the future direction of the firm in a market and regulatory environment very different from the past.

INGLOT is among the few Polish companies to have succeeded in 'going global'. It is recognized in the professional cosmetics industry for its pioneering innovation and appreciated by customers for its wide range of reasonably priced high-quality products. As INGLOT plans to aggressively expand, the executive team faces several key challenges.

In 2012, Sanofi Pasteur was racing to develop a vaccine against dengue, a mosquito-borne disease, and was evaluating this product in a Phase IIb trial conducted with school children in Thailand. But while the candidate vaccine met the high safety expectations and a good balanced immune answer, it had a proof of efficacy of only 30%, far below the 70% mark the company had targeted. Guillaume Leroy, vice president of the Dengue Company at Sanofi Pasteur, reflected on the Phase IIb trial's surprising outcome and the way forward. He had to decide whether to go ahead with the vaccine trials and production, and if so, needed to develop a strategic plan on how to price and deliver the vaccine for a rapid roll-out.

On Friday, May 24, 2013, Peru's President, Ollanta Humala Tasso, had one week left to decide whether he would finally sign into law a bill that had fueled a heated debate among the nation's public and private sectors for nearly 18 months. Commonly known as the "Junk Food Act," the proposal stirred as many passions as the country's cuisine, which itself had risen to global prominence, alongside Peru's steady economic growth. The law's enactment would force thousands of Peruvian kiosks and school cafeterias to change their offerings, doing away with processed foods, while advertising of these goods to children would require revision. Many feared -while others hoped- that Humala would sign the bill. Multiple stakeholders -producers, retailers, advertisers, trade associations, the press, politicians, and the government- spent the weekend with unanswered questions on their minds. On Monday, they would need to revisit their positions, clarifying their arguments and assessing the bill's legal and ethical ramifications, in order to prepare a strategic response to Humala's decision, uncertain as they were of whether he would sign the bill. There was a lot of food for thought.

Teuer Furniture is a privately owned, moderately sized chain of upscale home furnishing showrooms in the United States. The firm survived the economic recession and by the end of 2012, it has regained its financial footing. Now that the firm is more secure financially, some of its long-term investors have asked to cash out their investments. This will be the first time that Teuer has repurchased its equity; the company has paid dividends since 2009. Chief financial officer Jennifer Jerabek and her team have been given the task of valuing Teuer using a discounted cash flow approach. The discount rate is given in the case, and the students need to build a pro forma income statement, balance sheet, and cash flow statement and then calculate a per-share value for Teuer.

After reading and analyzing the case, students will be able to: Apply the event study methodology to analyze economic effects; Recognize how macroeconomic news affects the prices of financial securities; Describe the connections between the prices of financial securities and the macroeconomy; Debate the relative costs and benefits of quantitative easing and the optimality of Federal Reserve policy.

SodaStream International Limited is an Israel-based company that pioneered the home carbonation market. It sells soda makers that enable the consumer to prepare at home sparkling water or a variety of flavoured carbonated beverages. After its initial public offering in 2010, its chief executive officer sought to aggressively grow the company and set a $1 billion revenue target (from 2012 revenues of $436.32 million) by principally focusing on the U.S. market, the largest in the world for non-carbonated beverages. In addition to going up against global beverage behemoths, Coca-Cola Company and PepsiCo - whose advertising budgets alone are five to eight times SodaStream's revenues - SodaStream faces new competitors in Green Mountain Coffee Roasters and Primo Water Corporation, who pose a direct challenge to its ambitious goal.

In 2006, with healthcare costs and the number of uninsured rising, Massachusetts passed landmark legislation that aimed to provide health insurance to everyone in the state. A product of bipartisan collaboration between a legislature dominated by Democrats and a Republican governor, the law contained several major innovations, including: mandates requiring residents to purchase health insurance and businesses to contribute toward employees' health care costs; programs to offer subsidized health insurance plans to low-income residents and to help wealthier individuals and small businesses buy coverage from private providers; and an expansion of the state's Medicaid program to cover more children in low-income families. This case explores some of the initial successes of the law's implementation, but also describes a number of challenges associated with it- not least of which was that within a year of the law's passage, Massachusetts, along with the rest of the nation, would endure a severe and protracted recession. Worsening economic conditions not only led to worries about the cost of expanding healthcare coverage, but also had serious implications for wellness initiatives and public health programs, which faced dramatic budget cuts. Exploring both the policy innovations of the law and the negative consequences of a poor economy, the case raises a number of points about the potential benefits of near-universal healthcare - while highlighting some officials' concerns that an overemphasis on expanding coverage could detract from other investments in public health programming. Case number 1995.0

Spark Publishing and Printing House is a comprehensive case on relevant costs analysis for short run alternative choice decisions. It stresses the importance of future differential cash flow analysis and highlights the irrelevance of past and non differential costs for managerial decisions. SPPH is a reputed publishing and printing house. It has two departments: Publishing and Printing and Distribution. SPPH has received a proposal from Fine Printing Press to take up its printing and distribution work for initial period of one year. The managerial decision involved is whether to outsource or to maintain status quo. Relevant cost analysis is to be used to determine which alternative is cost effective.

Founded in 1958 and headquartered in Mianyang - an emerging inland science and technology city in Sichuan Province, Changhong Electric Co., Ltd., started from the military industry. It then entered the color TV industry and subsequently expanded to a wide range of sectors including black electronics, white electronics, IT/communication, services and parts. It is now an integrated multinational corporation (combining R&D and manufacturing for the military industry, consumer electronics, electronic components, etc.) This case shows how a large TV manufacturer has transformed its internal controls to deal with both fiscal austerity and emerging global practice. It demonstrates the new financial control environment in China in 2014 for leading companies and the immense challenges involved in implementing new controls.

Canadian Pacific (CP), a North American railway company, had recently come under attack from an activist shareholder, Pershing Square Capital Management (Pershing). Pershing had accumulated a 14 per cent shareholding in CP and had recently announced its intention to replace the CP board of directors and its chief executive officer. The case reviews the history of CP, its recent performance relative to Canadian National, and the basis for Pershing's allegations that CP had lagged its competitor in terms of performance and that this was attributable to poor governance and management. The board of CP must decide whether to make concessions to Pershing or risk an all-out proxy battle which it may well lose.

Fat Angelos was a well-established and renowned family style Italian restaurant chain in Hong Kong. Its popularity, however, created challenges. One daily example was the queues the restaurants encountered during their peak dinner periods. Long waits resulted in dissatisfied or even lost customers. On the other hand, during non-peak hours the restaurants was at less than full capacity, meaning lost revenue opportunities. To help bring in additional customers during off-peak hours, the company was considering various measures, including early bird discounts and a new promotional opportunity with online voucher company Groupon.

This case follows CEO Andy Dunn as he struggles to build a technical team that will enable Bonobos, an ecommerce and menswear company, to scale. The case also outlines the path that leads Dunn to the CEO post. Three vignettes compose the main body of the case. The first vignette deals with Dunn's struggles in getting Bonobos' engineering team to put forth greater effort. With the company falling behind its technical milestones, Dunn finds that he and vice president of technology Greene disagree on how to proceed. The second vignette presents a difficult situation where Dunn has decided to shut down Bonobos' Silicon Valley technology office in order to focus on its New York-based core menswear business. However, board members urge Dunn to give the Silicon Valley office a longer runway and they also warn that closing the West Coast office could result in a breakdown on the online platform. The third vignette begins as Dunn has extended an offer to Anil Kapur to join Bonobos as vice president of technology. Dunn learns that lead architect Jonathan Long, who initially disagreed with Dunn on Kapur's qualifications, has declared to the company's other engineers that he does not support the hiring of Kapur.