Vail Resorts built the Epic Pass into a ski subscription model that drives nearly $1 billion in revenue before the ski season even starts each year. But today Vail’s resorts are facing growing competition from other passes and independent mountains, along with criticism over lift ticket prices and crowded slopes. WSJ visited Vail Resorts to learn more about how they changed the economics of the entire ski industry and whether the mega pass model can keep growing.

As “looksmaxxing” fuels appearance anxiety among young men, some are rejecting hair-loss treatments and embracing baldness instead.

Haribo is one of the largest gummy candy manufacturers in the world, with its Wisconsin factory producing 60 million Goldbear gummies a day. Hershey, best known for chocolate, has expanded into pretzels and dipped fruit snacks. Ferrara, meanwhile, owns a range of chewy, hard and powder-based candy brands like Jelly Belly, Laffy Taffy and Fun Dip. But Haribo takes a different approach—focusing solely on gummy candy as its advantage. WSJ explores how Haribo uses local factories and regional flavors to grow its global presence.

Krispy Kreme is pushing its machinery to boost efficiency and reverse a period of missed sales targets and profit losses. The company is trying to boost efficiency with automation but found some tasks still require human hands. WSJ sits down with Krispy Kreme CEO Josh Charlesworth to discuss the company’s turnaround strategy.