The Park Hyatt Zurich (PHZ) has operated for the past eight years at an extremely high occupancy and average daily rate in large part due to a very important group (VIG) that has occupied 40 rooms (1/3 of the hotel) at the highest published rate. The group has also spent considerable sums on extras such as laundry and food and beverage, and also had an important impact on costs as the hotel could manage these better due to stable demand. As a result, the hotel, which was also owned by the parent company (Hyatt Hotels Corporation), was among the corporation's best performing assets. In 2012, however, the VIG announced that it would soon be moving to a nearby hotel it had purchased. The hotel's GM and the company's regional office need to prepare for the challenges and opportunities this would create.

The case is about Uber's pricing strategy under which the company increased the cost of a ride in a particular area when the demand for rides in that area went up. Uber is known for revolutionizing land transportation costs with its surge pricing, which required riders to pay more during periods of heavy demand. The company's surge pricing strategy aimed to encourage more drivers to pick up riders and to control the available supply to customers who valued the service the most. However, many complained that the ride-sharing company took advantage of rush hours by compelling passengers to pay more to get their ride. Uber defended its surge pricing saying that it ensured commuters got a ride when they required it. Travis Kalanick claimed that without surge pricing, there would be lack of supply and passengers could not get a ride in time. In a bid to reduce customer complaints, Uber introduced an upfront pricing feature in its app that enabled riders to know the exact cost of a ride before booking it. Kalanick had ambitious growth plans at a time when the company was entangled in a number of controversies including worldwide protests against surge pricing. With Kalanick's resignation, will Uber be able to find a solution to the surge pricing problem and will that help it become a profitable company?

Ancient India was crowned as an epitome of knowledge and research. The ancient sages adopted innovative techniques to impart lessons to their pupils through gurukulam setup. The teaching methodology was focused more on understanding the application rather than theory with meticulous use of pictographs and scriptures, the only hindrance being availability of only limited number of seats for the students. Byju's Apps has taken its cue from the ancient history and blended knowledge with technology to reach out to millions of aspiring students. The first-generation entrepreneur Byju Raveendran has challenged the mights of established educational setups and redefined the way in which education is being imparted in our country. What started as a part-time engagement slowly blossomed into a full-fledged booming business, gathering accolades from all the quarters, and though a section of education industry was sceptical about its success, all their apprehensions were laid to rest by the investment made by Facebook founder Mark Zuckerberg. Riding on the booming smartphone users, Byju has managed to gain 200,000 paid subscribers with more than 5 million downloads, and it is expected to grow to 300 million in the next five years. This case focuses on all the factors which contributed to the growth of this company and its future plans. More