Global Competitions

Each year, GBCC is coordinated in cooperation with staff/faculty in the Global Business Center (GBC) by a group of Foster students who can take on the following roles:

Co-Chair (2 students): Principal GBCC Foster School student leaders acting as liaisons between the GBC Steering Committee and Managers, developing and facilitating events, and supervising student managers. Co-Chairs work closely with the GBC Global Competitions Coordinator staff person to facilitate all components of GBCC. Recruiting for this position happens in May/June after GBCC each year.

Manager (6 students): GBCC Foster School student leaders facilitating and implementing competition events, recruiting and supervising Ambassadors and volunteers, and assisting participating teams and faculty. There are two Competition Managers, and four Hosting Managers (focused on ambassador management or marketing to competing teams). Recruiting for this position happens in Fall quarter and starts training in November.

Ambassador (12-24 students): Each team has 1-2 ambassadors who are Foster School students, who greet them at the airport, guide them through events, show them fun activities around UW and Seattle, and help them during their case analysis periods. Recruiting for this position begins in November and starts training in January.

Volunteer (10-20 students): GBCC Foster School students can assist managers, chairs, staff, and faculty by performing tasks related to facilitating events during the week of GBCC. Volunteering duties include timekeeping, coordinating judge greeting periods, monitoring competition areas during presentations, and event set-up/take-down. Sign-ups begin in February and begin training in March.

Connect

Be sure to connect with the UW Global Business Case Competition on Instagram.

Participating teams can find rules and detailed schedule information on the exclusive GBCC website – please email [email protected] for access.

Archives

GBCC Archived Finals Recordings

2024: Global Retail Expansion Focus with Tim Hortons and Costco

The Global Business Center is pleased to announce that National Chengchi University of Taipei, Taiwan, is the 2024 UW Global Business Case Competition (GBCC) champion! This week-long intensive experiential learning event challenged 11 undergraduate student teams from across the globe.

5-Hour Case
For Tim Hortons, they tackled the popular chain’s expansion into China. Teams made of 3-4 students representing different universities each recommended two strategic differentiators that Tim Hortons should focus on over the next two years, and identify actions they could take over this period of time to build growth on those differentiators.

The winning team was comprised of students from Chulalongkorn University, Erasmus University RSM, University of Prince Edward Island, and Washington University – St. Louis.

24-Hour Case
Students developed analysis for Costco Wholesale’s expansion opportunities in three new markets: India, Brazil, or the UAE. Teams were given 24 hours to develop market entry strategies, propose timelines for entry, and recommend whether Costco should adapt its business model and product offerings to customer preferences in each country.

Read the student charge

Competing Universities:

• Chulalongkorn University, Thailand
• Erasmus University, The Netherlands
• Illinois State University, USA
• National Chengchi University, Taiwan
• The Ohio State University, USA
• Universidad Panamericana- Ciudad UP, Mexico
• University of California, Santa Barbara, USA
• University of Hong Kong, Hong Kong
• University of Prince Edward Island, Canada
• University of Washington, USA
• Washington University, USA

The two case problems were developed for this competition by Foster School faculty. The Tim Horton’s case was adapted by Dr. Debra Glassman. The Costco case was co-authored by Dr. Debra Glassman and Dr. Suresh Kotha.

2023: Nestle’s Sustainability and Intel’s Semiconductor Supply Chains

The Global Business Center is pleased to announce that American University of Beirut (Lebanon) is the 2023 Global Business Case Competition (GBCC) champion! This powerhouse experiential learning event challenged 12 undergraduate student teams from across the globe to tackle current global business issues. This year they developed recommendations for issues faced by Nestle and Intel.

For Nestle, they worked for 5 hours (Short Case Challenge) on alternative packaging for KitKat candy bars that would help them meet their 2025 commitment for all packaging – 100% recyclable or reusable.

Teams had to:

• Recommend which KitKat packaging (plastic with recycled content OR paper) should be implemented on a global scale
• Suggest a strategy that would promote consumer recycling behavior
• Adding to the challenge, the teams were multinational ones who had never met each other. They were formed after arrival in Seattle and had to present, boardroom style with just one slide, to business executives. A truly unique learning experience that simultaneously builds community and cross-cultural competence. The short case winning team included Pan Karnjanaekarin (Chulalongkorn University, Thailand), Valentino Mollard (Erasmus University, Netherlands), Jade Joyce Ng (University of Hong Kong, Hong Kong), and Dominik Vlasak (University of Washington, USA).

24-Hour Case: Intel
This time they had 24 hours to address how Intel can make its new foundry (chip manufacturing) services a success, especially given that Taiwan Semiconductor Manufacturing Company (TSMC) is the world’s dominant manufacturer. More specifically, who are the potential customers and how can Intel persuade them to work with its foundry services rather than TSMC?

Read the student charge

The two case problems were created specifically for this competition by Foster School faculty. The Nestle case was developed by Dr. Debra Glassman. The Intel Case was co-authored by Dr. Debra Glassman and Dr. Suresh Kotha.

2021: Tesla’s Global Expansion Strategy

By Suresh Kotha and Dr. Debra Glassman, University of Washington Foster School of Business, April 2021
Tesla is a revolutionary car company with a revolutionary leader, Elon Musk. It has upended conventional wisdom by successfully producing a line-up of battery-powered electric vehicles (EVs) with its own designs and many of its own components. Despite production challenges, Tesla is undertaking rapid global expansion, with a “Gigafactory” in Shanghai and another about to come online in Germany. The global EV market is growing rapidly, and Tesla is considering other locations for Gigafactories, including India. Is this a good idea? Is Tesla spreading itself too thin? With global competitors ramping up, can Tesla be profitable in the global markets that it is considering?

This case asks the student teams to identify and evaluate Tesla’s global expansion strategy and to present an implementation plan and forecast for the strategy that they recommend.

Read the student charge

2019: Amazon Go Stores: New Directions in Grocery Retailing

By Dr. Debra Glassman, University of Washington Foster School of Business, April 2019

In January, 2018, the first Amazon Go store was opened to the public in Seattle. It featured a checkout-free experience. Upon entering, the customer scans a QR code on the Amazon Go phone app. As the customer shops, cameras track his or her movements. The shelves have weight sensors that detect when a product is removed from a shelf (or returned to it). The app keeps track of purchases and charges a credit card when the customer leaves. Amazon calls this Just Walk Out technology.

Amazon has plans for as many as 3,000 Amazon Go stores in the US by 2021. It has identified a site in London for the first overseas Amazon Go store. It is logical to think that Amazon will consider further overseas expansion, but it is not clear what form that should take. Cross-border expansion in the grocery sector is notoriously difficult, and other retailers are already launching cashierless grocery stores around the world, from the UK to China.

This case asks the student teams to identify and evaluate three global expansion strategies and to present an implementation plan for the strategy that they recommend.

Read the student charge

2018: Amazon Web Services: Searching for Global Growth

By Suresh Kotha and Debra Glassman, University of Washington Foster School of Business, April 2018

The case focuses on Amazon Web Services (AWS), the world leader in provision of cloud computing services, from data storage to computing and applications. Moving to “the cloud” means that customers rent data center services from third-party providers via the internet rather than maintain their own data centers. The major cloud providers, such as AWS, Microsoft’s Azure and Google Cloud Platform, are rapidly building networks of very large (“hyperscale”) data centers, grouped in geographic Regions around the world.

This case asks the student teams to play the role of AWS managers who will recommend locations for new data center Regions to Amazon CEO Jeff Bezos and other top managers. The presentations must identify the top three criteria for location selection and recommend three new Region locations.

Read the student charge.

2017: Fitbit: The Business About Wrist

The case focuses on Fitbit, a company with a big share of the wrist-worn wearables market. The market has become increasingly competitive and is characterized by a convergence between the functions offered by fitness trackers (such as Fitbit) and smartwatches (such as Apple Watch). Due to this connectivity, there is a growing recognition of the privacy and security risks associated with the data generated by wearables. The teams in this competition were asked to play the role of Fitbit managers asked to recommend how to protect data from Fitbit devices. They were also asked to develop a plan for marketing Fitbit’s new data protection efforts.

Read the case study on the Harvard Business School website.
Read the student charge.

2016: Volkswagen Group: The Emissions Scandal and the Costs of Deception

In 2007, Martin Winterkorn, the new CEO of the Volkswagen Group, led the adoption of Strategy 2018, a bold plan for the company to become the world’s number-one-selling automaker. By early 2015, the Volkswagen Group had achieved that goal, in part by increasing US car sales through offering “clean diesel” vehicles. The clean diesel engines allowed VW, Audi and Porsche cars to meet the strict US emissions rules on nitrogen oxides. Then, in September 2015, the US Environmental Protection Agency announced that VW diesels had cheated on the emissions tests with a “defeat device” – software that detected when a car’s emissions were being tested. The device reduced emissions during testing, but allowed emissions as much as 40 times higher during regular driving. Eventually it was revealed that the company had installed defeat devices in 11 million VWs, Audis and Porsches worldwide, including 600,000 in the US. Winterkorn was forced to resign and governments and customers around the world launched recalls and lawsuits. The VW Group is facing huge potential costs, as well as damage to its reputation. As new CEO Mathias Muller revises the Group’s strategy, he must address these questions: What will be the total costs of the cheating scandal, and how will they constrain the VW Group’s strategic options in the future?

Read the case study on the Harvard Business School website.
Read the student charge.

2015: First Solar Inc. in 2013

Each of the GBCC teams spent 48 hours analyzing a business case on First Solar Inc. In 2010, First Solar was the global leader in production of solar panels. However, by 2013, Chinese producers dominated the world market, helped by generous government subsidies. First Solar was also challenged by falling prices for solar panels made with a competing technology. First Solar responded by vertically integrating into the solar systems business, making the company a “one-stop shop” for utility customers. First Solar’s sales have been concentrated in the US market, but they are exploring opportunities outside the US. The GBCC student teams were tasked with identifying the external forces affecting First Solar’s business over the next five years and then prioritizing the non-US target markets.

Read the case study on the Harvard Business School website. Find the student charge.

2014: Nike: Sustainability and Labor Practices 2008-2013

Acting as Nike mangers, students examine Nike’s sustainability and labor practices from 1998 to 2013 and provide recommendations on three case questions: 1) Where should Nike move its collegiate apparel production? 2) What is a feasible way for Nike’s supply chain to be more transparent? and 3) How can Nike build consumer awareness concerning its improved labor sustainability projects?

Read the case study on the Harvard Business School website. Find the student charge.

2013: Frog’s Leap Winery in 2011: The Sustainability Agenda Case

From 2000-2010, John Williams, co-founder of Frog’s Leap Winery in California, invested in dry farming, organic, and biodynamic agriculture; geothermal and solar power; year-round employment and benefits for immigrant workers; and the industry’s first LEED-certified tasting room. Despite static production, inventory and debt load grew. Students were tasked with finding solutions to help Frog Leap increase sales and become more sustainable while remaining a small winery.

Read the case study on the Harvard Business School website. Download the student charge.

2012: Li & Fung 2012, Harvard Business School

Students act as the top executives at Li & Fung in the midst of preparing an important presentation to stock market investors and analysts. During the presentations, executives (students) will explain the strategies that will be implemented to achieve a goal of $1.5 B. core operating profit in 2013.

Read the case study on the Harvard Business School website. Find the student charge.

2011: Urban Water Partners (A), Harvard Business School, October 2010

Students teams took on the role of the founders and executives at Urban Water Partners. Each team was asked to develop a business plan and subsequent presentation outlining possible business expansion and possible risks.

Read the case study on the Harvard Business School website. Find the student charge.