Introduction Case Preparation and Analysis for Students PART I: Strategic Decision-Making and Outcomes Case 1. Should Uber Acquire Expedia? Case 2. Which Initiatives Deserve Investment? Repositioning a National Football Competition with the Value Creation Wheel Case 3: The rise and fall of Car2go: Is there a future for a B to C "Car as a Service" proposition in the car industry? Case 4: Asahi Intecc: Pushed off a cliff when riding high Case 5: Missed Goals or Missed Opportunities? How Late Adopters Inspired Innovation at IslaTel PART II: Internationalisation and International Strategy Case 6: Colquimica's Entry into North America: Choosing the Right Formula for Expansion Case 7: Exploring the go-global strategy of a Chinese state-owned enterprise: Joint venture as a strategic entry into Abu Dhabi's Upstream Oil and Gas Sector Case 8: Nippon Steel Corporation's 'acquisition' of the United States Steel Corporation: Defying Common Logic Amidst Changing Global Dynamics Case 9: The Global Talent Dilemma: Strategic Choices in a Digital Services Firm PART III: Strategy in Polycrisis and Fragile Contexts Case 10: POSCO in Odisha, India: The Benefits of Going Beyond Compliance in Fragile Settings Case 11: Water, war and social entrepreneurship: A turning point in Dilla, Ethiopia? Case 12: Strategizing Durable Livelihoods in Polycrisis: Small-Scale Mining Case 13: M-Pesa for Peace: Safaricom's Network of Stability PART IV: Strategy in Digital Markets and Platforms Case 14: Piova Management Group: Should We Flip the Switch? Case 15: The Grand Master and the Ghost: Scaling Craftsmanship through AI Case 16: The Global Content Conundrum: Facebook's Strategic Crossroads Case 17: Riding the Digital Waves: How AGEAS GROUP Builds Flexibility at Scale PART V: Strategy for Sustainability and Responsible Development Case 18: Designing with Wood for the Planet and the Pocket: Inside IKEA's Sustainability Journey Case 19: Competing in the Premium Champagne Market: Cooperative Values vs. Brand Ambition Case 20: Strategic Litigation as a Tool for Climate Accountability: The ClientEarth vs. Shell Plc Directors Case Case 21: Deciding Where to Invest Under Uncertainty: Resource Allocation Choices in a Start Up Using the Value Creation Wheel Case 22: Supporting Growth of the E-motorcycle taxis sector in Kampala, Uganda: Interoperability strategy for the benefits of riders and operators
