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GUIDES is an easily remembered framework that can help the business leader and student to confidently and quickly identify, organize, and interpret a country's key economic indicators. Alternatively, it can help them to evaluate third-party analyses and to compare such analyses across countries. In either case, this framework provides a structured way to complete and communicate analysis of a country's economic data.

Large-scale societal issues increasingly appear on the agenda of business leaders, including poverty, health, education, business-government relations, and the degradation of the environment. These problems are not entirely new, but the forces of globalization and the economic crisis have made them more visible and increase their urgency. They share several characteristics that signal the need for new kinds of societal leadership and academic scholarship. From the perspective of leadership, one common characteristic of these global problems is that they include both technical and political components. The political context surrounding any problem must be understood and managed, and a variety of institutions across sectors must be mobilized before technical solutions can be applied. Along similar lines, technical knowledge of solutions alone is not enough to scale successful demonstration projects that address these complex problems. That step involves resources and skills centered on forging appropriate systemic connections to effectively distribute solutions. Thus, these challenges cannot be dealt with by one profession or institution acting alone; indeed, effective action most often occurs at the intersections of professional and institutional fields. Holistic solutions, however, can be difficult to implement because of the complex interactions (or failures to interact) among many participants who deal with just one piece of an issue. Finally, solutions to these problems require concurrent actions at several system levels and/or among many stakeholders. This means that social capital as well as financial capital is required to forge relationships, influence opinion leaders and gatekeepers, and ensure cultural appropriateness.

This technical note introduces the concepts and terms entrepreneurial innovators use in addressing sustainability. It explores the evolution of such terms as sustainable development, environmental justice, earth systems engineering, sustainable science, the Natural Step framework, industrial ecology, and bio-mimicry. It also explores how paradigms are created and replaced.

This note is an adaptation for classroom use of Chapter 2 of "The Services Shift" by R.E. Kennedy (2009). It introduces students to Michael Porter's 1985 value chain approach to strategically analyzing firms, which says that a firm is a system of interconnected activities with both physical and information linkages. It takes students through the basic steps of analyzing a firm's value chain, explaining that to truly understand how a firm can create and capture value, it is important to explore how activities within the firm are organized and coordinated. The note concludes with some general insights to take away from the value chain framework. To apply this framework to specific companies, this note can be taught in conjunction with "Note on Exploring the Value Chain of Branded Fashion Goods", which profiles Gap Inc. and Deckers Outdoor Corp., and gives students a context in which to use the value chain framework. This case is included in Module 1 of the course Business Thought.

This note explains the considerations involved in determining a firm's vertical, horizontal, and geographic scope. It is organized into five sections: An introduction that presents important questions related to strategy formulation that managers face after mapping their firm's value chain; a second section that provides a brief introduction to Transactions Cost Economics, a framework that helps explain firm governance and scope decisions; a third section that links TCE considerations to decisions about a firm's vertical and horizontal scope; a fourth section that explores the issue of where to locate activities; and a fifth section that concludes. This case is included in Module 1 of the course Business Thought & Action.

Brief introduction to the field of strategic management, including basic concepts and scope.

Brief discussion of resources and capabilities, their importance, and their role in the creation of competitive advantage.

Technical note on industry analysis and competitive dynamics.

Brief discussion of managing for stakeholders and the role this plays in achieving value creation and competitive advantage.

This note is meant to provide students access to some of the world's greatest speeches. It contains excerpts that span over 2,000 years of history, from Pericles' Funeral Oration to Stephen Lewis's Aids in Africa speech. An introduction by the author explains why future business leaders need to study such speeches.

The majority of new product ideas never make it to market. This note is a concise description of what separates the winners from the losers. In other words, what are the characteristics of good opportunities for successful new products or services? This note is an ideal tool for introducing research and insights about product success rates. This case can be taught in conjunction with the profile "A Personal Genomics Company: 23andMe." This case is included in Module 2 of the course Business Thought & Action.

Informal and formal direct selling play a particularly important role in developing countries characterized by markets with limited retail sectors. This note explores the practice of direct selling for the company, the sales person and the consumer, as well as the potential of direct selling as a means of reaching the base of the pyramid for both commercial and social purposes.

This note profiles two companies--Gap Inc. and Deckers Outdoors Corp--with a focus on their value chains. It includes financial information and breaks down the parts of the two companies' value chains for students to analyze and compare. It is intended to be preceded by "Note on the Value Chain: A Framework for Analyzing Firm Activities." This case is included in Module 1 of the course Business Thought & Action.

The purpose of this note is to consider the decisions that firms' leaders make about the scope of their business. It examines three companies--Domino's Pizza, General Mills, and General Electric--who define their businesses in different ways and asks students to evaluate them from the perspective of a potential investor. They should consider the following: What does the company do? What does it sell, and how does it make money? Does the company operate in more than one line of business, and why? Which of its products or businesses make money? What are its prospects for the future? Why does each company exist in its form (i.e. Why are their lines of businesses under the control of one firm)? This short note gives students an introduction to thinking about firms from a managerial/strategic level. This case is included in Module 1 of the course Business Thought & Action.

This note presents a series of questions that leads students through the essential logic linking capital structure and firm value. It begins with a nontax benchmark, then proceeds through valuations with tax deductibility based on (1) a discount rate with tax effects built in (discount free cash flow at the WACC), (2) the valuation of specific claims (value equity cash flows and debt cash flows separately), and (3) the valuation of types of cash flow (value assets and interest tax shields separately). The note concludes by linking these concepts to stock price effects around recapitalizations. Financial risk (leverage effects on CAPM betas) is also introduced and illustrated.

Housing investment, a highly cyclical subcomponent of GDP, is a significant source of its fluctuations. Recent events in the housing market have been central to the meltdown of financial markets and the deep recession that began in late 2007. This note provides some background on the so-called housing bubble and, in doing so, highlights some of the primary sources of volatility in housing investment and real estate markets.

One of the most basic revenue management problems is how to allocate a fixed capacity to various types of classes of customers so that the total profit is maximized. Using the example of a flight traveling from Toronto to Vancouver, the revenue management problem is to decide, in each period, how much of the realized demand to accept and how much to reserve for the latter classes in order maximize the revenue. The crux of the problem revolves around the trade-off between spoilage and dilution. The author uses various mathematical formulae (including the static model, Littlewood's Two-Class model and n-Class model of expected marginal seat revenue) to model optimal seat-allocation outcomes.

In recent years, many countries with publicly funded healthcare have started using cost-effectiveness analysis (CEA) along with review of clinical data as a tool to assess the overall benefit of a new drug to the society and set priorities with regards to health care budget. Cost effectiveness was formally incorporated into the Ontario drug review system in 1993 and the Canadian drug-review system in 2003. The issue of using cost effectiveness has become increasingly contentious in recent years: some newly approved cancer drugs cost $3,000 to $6,000 or more for one treatment cycle, but their high prices means that they were often classified as being not cost effective. This note reviews many of the competing interests in debates over drug funding and dilemmas about healthcare financing decisions in the presence of limited budgets.

This technical note contains examples from other fields on the benefits of bonds of families, extended families, and communities for members of multi-generation family businesses.