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This interactive case reflects the different scenarios and decision-making process that professors and students are faced with in business case competitions. Davies is a marketing strategy professor at the school of business in one of the pioneering universities. The School of Business has recently earned its AACSB accreditation, which showcases the School’s mission to prepare its students to be effective leaders upon graduation. Aiming to cultivate a vibrant learning environment by introducing innovative teaching methods, the School participates in the L'Oreal Brandstorm Case Competition to: (1) enhance university-industry partnership; (2) promote student engagement; and (3) boost its students’ job marketability. The Brandstorm competition is a unique global model integrating a close collaboration between university professors, students and the company. While fostering a win-win-win situation to all its constituents, the dilemmas and strategies to follow are far from being simple and straightforward. Davies has championed the management of the competition in the School for three consecutive years. Thinking about how the competition is being run in the School, Davies has been busy assessing the alternative strategies that could be applied to increase the School students’ chances of reaching the final international stage and winning the competition. This effort was raising important questions about student team management, strategy development monitoring, idea assessment, use of resources, and presentation preparation. What is the best strategy for preparing the teams, and what would it take to drive one of the School of Business participating teams to the final stage in Paris?