Teaching note for product W48496.

Instructor spreadsheet to accompany product W48497.

On January 6, 2025, Muhammad Afzal, the founder of A.H. Homes, a Lahore-based real estate and construction company with a two-decade track record in luxury housing projects, was considering how to reinvest the Rs 100 million (about US$358,946) he had received from the highly profitable project he had just closed. Afzal was faced with three possible reinvestment avenues: reinvest in the local Lahore real estate market he knew best, enter the Dubai .....more

In June 2023, the chief executive officer (CEO) of TH International Ltd. (Tims China), was at a strategic crossroads. Since entering the Chinese market in 2019, the master franchisee of Restaurant Brands International Inc. (Tim Hortons) had scaled through a mix of company-owned stores, city franchising with corporate investors, and key account franchising with established corporations. However, the competitive landscape had intensified drastically. .....more

Teaching note for product W49062.

This case examines the strategic challenge faced by Lily Hsu, overseas regional manager for Asia-Pacific at Chacha Food Co. Ltd. (Chacha), as the company sought to expand its business in South Korea. Although Chacha had achieved broad retail distribution for its core sunflower seed products through an exclusive distributor, growth remained constrained by cultural consumption barriers and a heavy reliance on overseas Chinese consumers. Hsu had to decide .....more

UPM-Kymmene Corporation (UPM), headquartered in Helsinki, Finland, established the -30 by 30 program, which targeted a 30 per cent reduction in scope 3 emissions by 2030. In December 2024, Kimmo Stahlberg, director of supplier quality and sustainability, was conscious that the halfway mark to 2030 had passed. While UMP’s six business areas (BAs) had embraced its scopes 1 and 2 emissions-reduction programs, motivating them to commit to the -30 by 30 .....more

Teaching note for product W47722.

This case examines the experience of Ingenio Carmelita SA, a Colombian family-owned agro-industrial company, which embarked on an institutional transformation process to overcome a severe financial crisis in 2022. The case unfolds based on the reflections of the newly appointed general manager, who must balance pressures from members of the board of directors and upper management to deliver short-term financial results with his belief that stronger .....more

Teaching note for product W47888.