The story of Kiwi International Airlines is a brief one. Begun on a 'shoe-string’ in 1994 by Ewan Wilson, the airline had collapsed by 1996. But during that brief time Kiwi Airlines had a dramatic effect on trans-Tasman airfares. This case is designed to allow a discussion of the reasons behind Kiwi Airlines initial success and ultimate failure. The case is particularly suited to explaining the concept of Judo economics or Judo strategy.

We pick up the case as the new venture moves from a decade of dedicated scientific research into the early stages of becoming a commercially viable business. The case considers the potential of the Near Infra Red (NIR) spectroscopy technology to revolutionise the fruit markets of the world as well as the realities of trying to change existing practices and culture. The dilemma of first-mover advantage as compared to learning from the mistakes of early competitors is included. Various possible business models are introduced. The case also asks the students to consider some of the key issues of a new product/service launch.

Fred Cowan had spent the first half of his working life in the timber industry in New Zealand. He had worked his way up through the industry with different companies and at a number of mills. At one point, he had been managing one of the largest sawmills in New Zealand. He had also done a fair amount of consulting on sawmill project, both in New Zealand and overseas (see Appendix 1 for an extract from his curriculum vitae), but for some time had wanted to own his own sawmill. He achieved that when the new Central Manawatu Timber (CMT) Edgehill mill opened in May 2001, with Fred as a joint owner with two partners.

In skating over thin ice, our safety lies in speed (Ralph Waldo Emerson 1803-82)

This case analysis traces the establishment and subsequent operation of Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, Artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The authors first discuss the product concept, the company and its expansion, and the role of Fiji Government in providing a legal framework and the necessary infrastructure for a new industry pioneered by Natural Waters of Viti. These are followed by an analysis of the US market, from which the company derives more than 90% of its revenues, and the marketing strategy employed in that market. The subsequent sections deal with export earnings, expected expansion into new markets, and the company's relations with the local community. The case concludes by summarising major achievements by the company and major challenges it faces now.

Dick Hubbard is the founder of Hubbard's Foods Limited. The company is a cereal manufacturer located in Mangere, Auckland. This case highlights the entrepreneurial flair that Dick has, as well as his stance on social responsibility. Hubbard's has grown from a micro-business into a large business with 120 staff, while maintaining a family based culture. It is this question of whether the business should grow further that is the focus of the case.

The Warehouse has been a company synonymous with growth and success in New Zealand since Stephen Tindall founded the company in 1982. By 1999, The Warehouse had become the largest retailer in New Zealand and had continued to steam ahead since. In early 2001, incoming CEO Greg Muir faced a real challenge in transferring that success across the Tasman into Australia. In August 2000, The Warehouse had acquired the Clint's Crazy Bargains/Silly Solly's chain of 115 discount variety stores in Australia. Could The Warehouse implement their format in Australia and would it be as successful as in New Zealand?

“I feel shattered. My soul aches. My stomach is queasy. My heart is in tatters.

Yours in total despair.”

Daniel O'Reagan (2001).”

This case revolves around what would normally have been a seemingly straightforward business decision. Instead, the events surrounding the reported closing of the Monteith's Brewery came to capture the New Zealand public's imagination and attention. Over a period of weeks in March 2001, it soon became clear that there was more at stake than simply the survival of a local brewery. The “Monteith's Affair,” as we shall call it, was to become the site, and catalyst, for an extensive discussion concerning the intersection of ‘good’ business practice, community and globalisation.

This definitely was not the type of day that St. James Hospital CEO, Paul Ryan, was expecting. As the groundbreaking ceremonies for the Hospital's new addition were about to begin, Paul found himself facing an unsympathetic press and an angry group of protesters. Clearly, he had a crisis on his hands.

St. James Hospital in Parramatta (Western Sydney area of New South Wales, Australia) is a 400-bed multi-specialty community hospital providing ambulatory care, acute care, and psychiatric care services to residents living within the five suburbs of Auburn, Holroyd, Parramatta, Blacktown, and Baulkhaum Hills in the area of Western Sydney. The population of this area is multi-cultural with nearly one-third of the population born overseas and thirty percent speaking a language other than English. The area's population also differs from the population of New South Wales in other demographic characteristics. Table 1 shows some of these differences, although the data do not always allow direct comparisons. These differences have presented the management and staff of St. James Hospital with special socio-cultural, financial, and communication challenges.

Vision: A school community founded upon a tiriti based relationship that nurtures enthusiastic learners, values diversity and celebrates success.

Newton Central School is a decile four, multicultural school in the ‘heart’ of Central Auckland close to the Ponsonby/Karangahape Road intersection. The past two to three years have seen a change of the cultural and economic make up of the school community, in part due to the gentrification of the inner city area. Many lower socio-economic Maori and Pacific Island families have moved from the area as change has taken place. However because of its character and programme offered, it attracts diversity and has retained its multicultural make-up.