Title:                            International Expansion: Cofem, S.A.

Subject Area:            Globalization of markets

Region:                        Spain (HQ), US, South Africa

Industry:                    Fire detection and alarm systems

Company:                   Cofem, S.A.

Client:                         Magnolia Fernandez, CEO of Cofem

Dilemma:                    Magnolia is looking to expand her business in terms of globalization of markets to sell her fire detection and alarm system products in either the US or South Africa within the next year. Her business is strong, but she is an avid believer in continued growth, which is why she pushing for these markets.

Title:                           New Market Research for the Non-Profit AYUDA

Subject area:           International volunteer programming, Non-Profit, Education, Healthcare

Region:                       Latin America

Industry:                    Non-profit health education and international volunteer programming

Company:                  AYUDA

Client:                        Nick Cuttriss, Melanie Goldring, Arianna Tuomey

Dilemma:                   In the fall of 2019, Nick Cuttriss, the co-founder and chairman of the Board of Directors for Americans Youth Understanding Diabetes Abroad (AYUDA), needed to find a new market that required its resources and capabilities after a successful education program in the Dominican Republic. The US-based non-profit organization was continuing to grow in its mission to help children and their families living with diabetes in the Dominican Republic. If AYUDA was not proactive in procuring a new country for their programming, there would be a significant delay between when they leave the Dominican Republic and when they are up and running for the next group of volunteers in-country

Subject Area:                        International Business

Region:                                   United States, Switzerland and Denmark.

Industry:                                 Biopharmaceuticals

Company:                                NOVO NORDISK

Decision Maker:                   Henrik Wulf (Head of Product & Supply)

Dilemma:                                The case involves a Danish pharma company, NOVO NORDISK, which faces an oncoming capacity issue for the production of their hemophilia products in 2013: Novo 8 and N8-GP. They saw an opportunity to expand their biopharm production out of Denmark and into other markets such as Switzerland or the United States so that NOVO can hire employees with technical background from the strong biotech talent pools that are available in these countries. It was important for NOVO to overcome this capacity constraint in order to make sure that this inability would not stunt their economic growth of capturing new markets and increase market share.

Subject area:                        Emerging Economy, Business Internationalization

Region:                                   Eastern Europe (Belarus), European Union, United States

Industry:                                Fire and smoke protection

Company:                              FireDoors.by

Decision Maker:                 Dmitry Bratanov, Director for Development and co-founder

Subject area:                 Investment strategy and financial services

Region:                             China

Industry:                          Financial Services

Company:                        Beijing Lingrui

Client:                                Investment team

Dilemma:                        Whether should the company follow a natural business cycle and cut down investments to avoid the risk of losing their value, or it should try to enter the emerging market of convertible bonds.

Subject area:                   Social entrepreneurship, Positioning strategy, community engagement

Region:                             United States, Cambridge, MA

Industry:                         Entertainment

Company:                       The Lilypad

Client:                               Daniel, the operations director

Dilemma:                         The Lilypad was a creative and intimate music venue in Cambridge, Massachusetts, closely connected to the community of local residents, and musicians — students who were honing their performing skills and experienced professionals. They hosted an eclectic and unique lineup of live music, including jazz, funk, and classical music, and were open for private events, movie screenings, and performances of comedy and poetry.
The team of students worked on the dilemma: How a company with strong and well-meaning values of serving their communities and clients’ needs could make a profit and still provide services at a fair cost without compromising ethics, legacy, and deep-rooted values.
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 Subject area:                        International Business and International Human Capital  

Region:                                   Asia (Singapore, China, India)

Industry:                                Restaurant Business, Brewery

Company:                              Brewerkz

Timeframe:                          2012

Decision Maker:                Devin Otto Kimble, the owner of the Brewerkz in Singapore

Dilemma:                              By 2012, the Brewerkz restaurant had expanded to four locations in Singapore. Setting up a microbrewery required substantial capital investment and floor space. In a country like Singapore, with an area of less than 300 square miles, Devin Otto Kimble felt establishing more Brewerkz outlets would not be fruitful. He felt Brewerkz had the required presence in the most popular and promising locations of Singapore. Excited about the prospect of exploring other destinations, Devin wondered what to do next.
He thought that it was wise to consider emerging economies with large markets (e.g., India and China). Devin knew that craft beer was available in several parts of Asia, but the concept was still relatively new. Which country would offer maximum returns and growth opportunities?

Subject area:                     International Business

Region:                                 Middle East (Egypt), Asia (Singapore, Hong Kong)

Industry:                              Financial Services

Company:                           HC Security and Investments

Decision Maker:              Mr. Choucri, CEO

Subject area:                         Global Marketing. Sustainable Business. Fast Growth

Country:                                 Sri Lanka

Industry:                               Coconut industry, retail, wellbeing products

Company:                              Adamjee Lukmanjee & Sons (Pvt) Ltd

Client:                                     Murtaza Adamjee Lukmanjee, a managing partner

Dilemma:                              This case involved a family business, Adamjee Lukmanjee & Sons (Pvt) Ltd, which had operated in the challenging coconut industry in Sri Lanka since 1862. The company strived to maintain its position as a leading exporter with an emphasis on quality and reliability through a continuous search for improvement. The company was interested in exploring a new approach for adjusting to a fast-paced market. The client indicated that he was ready to consider business diversification if, in pursuing new avenues for trade and new markets, the company could preserve and develop the highest standards of business principles and ethics set down by its founders.