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Namasté Solar
	Add	View	12 pp.	Case Author(s): Anne T. Lawrence; Anthony I. Mathews Ivey ID: 9B10M049 Publication Date: 7/5/2010 Product Type: Case (Field) Teaching Note: 8B10M49 Geographic Setting: United States Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2008 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Solar electric industry; Employee ownership; High-involvement culture; Acquisitions Major Disciplines: Entrepreneurship; General Management; Human Resource Management Product Description: Should a fast-growing, employee-owned solar electric company accept a buyout offer from a private equity investor? Could it do so without sacrificing its distinctive, high-involvement culture? Namasté Solar, a 55-person firm based in Boulder, Colorado, designed and installed solar electric systems for residential, commercial, non-profit and government customers. In 2008, the company had been growing at breakneck speed for the past four years, since government incentives for the purchase of renewable energy had created a market for solar electric systems in Colorado. Now, two investors had approached the firm with serious buyout offers. A buyout would bring a new infusion of capital to the firm, enabling it to expand more quickly and install more solar systems, and employees with vested shares would benefit from an attractive sales price. However, Namasté, from the outset, had been committed to building a democratic, high-involvement culture. Ownership was widely shared, and all employees, whether or not they held equity, were encouraged to participate in strategic decisions facing the firm. Many were concerned that selling the company would mean sacrificing the firm's carefully crafted culture. What was the best way forward for Blake Jones and the green energy company that he and two partners had founded?
	Add	View	8 pp.	Teaching Note
Porter Airlines
	Add	View	14 pp.	Case Author(s): Sabrina Pavri; Sayan Chatterjee Ivey ID: 9B10M039 Publication Date: 7/5/2010 Product Type: Case (Pub Mat) Teaching Note: 8B10M39 Geographic Setting: Canada Industry Setting: Air Transportation Size: Medium Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Industry globalization; Strategy and resources; Strategy development; Strategy Major Disciplines: Entrepreneurship; General Management; International Product Description: Porter Airlines is a regional airline operating out of Toronto City Airport on the Toronto Islands in Toronto, Ontario, Canada. Porter operates only Bombardier Dash-8 Q400 turboprop aircraft and has flights to destinations in Canada and the United States. Porter targets business passengers who find the Toronto International Airport unattractive. Since its inception, Porter Airlines disproved many who thought it was doomed to failure by successfully navigating the first few years of its existence. It tapped into unmet customer needs with a unique strategy. However, a critical question that needed to be addressed was whether this particular business model, so successful thus far, would remain valid. Additionally, Porter needed to decide how it planned to expand and how aggressive it should be when entering new, highly competitive markets.
	Add	View	10 pp.	Teaching Note
Professionalization of Ujwal Bharati
	Add	View	10 pp.	Case Author(s): Kavil Ramachandran Ivey ID: 9B10M036 Publication Date: 7/29/2010 Product Type: Case (Field) Teaching Note: 8B10M36 Geographic Setting: India Industry Setting: Chemicals and Allied Products Size: Medium Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Managing transformation of mid-size business; Pharmaceuticals; Professionalization; Role of non-family cEOs; Family business; Succession planning Major Disciplines: Entrepreneurship; General Management; International Product Description: The case is woven around the decision dilemma faced by the second generation managing director of Ujwal Bharati Pharmaceuticals, a mid-size business. He had to decide whether to retain his non-family CEO or not. There are other issues related to corporate and family governance covered in the case as well. This case was written in the context of the major efforts made by Indian family businesses in recent years to professionalize their operations. This is particularly so among mid-size businesses. In this case, while the director appreciates the need to professionalize and successfully recruit non-family professionals, he is not able to retain them. The director's major dilemma is not only to delegate but to simultaneously find a way of making use of his time. Indirect opposition to changes from the old guard causes problems and the board, consisting of professionals, is ineffective. The director's elder brother, without any male heir, is non-interfering and the director's only son is not well-groomed for the position. The case is best suited for a session on professionalization of management of a growing company but is also appropriate for courses such as family businesses, organizational behaviour, strategy implementation and entrepreneurship.
	Add	View	9 pp.	Teaching Note
Note on Logistic Regression - The Binomial Case
	Add	View	11 pp.	Note Author(s): Fredrik Odegaard; Andrew Brennan Ivey ID: 9B10E012 Publication Date: 7/7/2010 Product Type: Note Level of Difficulty: 4 — Undergraduate/MBA Subjects: Data analysis; Logistic regression; Binomial distribution; Statistics Major Disciplines: Management Science and Information Systems Product Description: This note discusses logistic regression using binomial data. Also discussed is an explanation of how to estimate the parameters from logistic regression using Microsoft Excel (without any add-ins). The note is a follow up to Note on Logistic Regression, product #9B10E005, which discusses the case with Bernoulli data.
He Shoots, He Misses! Fire the Bum!!!
	Add	View	7 pp.	Article Author(s): David Kunsch; W. Glenn Rowe Ivey ID: 9B08TF01 Publication Date: 01/11/2008 Product Type: Article Subjects: Leadership Major Disciplines: Human Resource Management Product Description: No one likes a losing streak, whether you are the owner of a hockey team or a member of a company's board of directors. Usually, a ten-game losing streak or several consecutive quarters of poor financial performance gives one permission to use the adjective “former” before the word coach or CEO. But new research shows that there are certain exceptions to this rule, leading to a new trivia question: What do a CEO an an NHL coach have in common? Read on.
Adcock Ingram: Decisions and Motives That Steer Acquisitions
	Add	View	16 pp.	Case Author(s): Charlene Lew Ivey ID: 9B10C008 Publication Date: 6/10/2010 Revision Date: 6/18/2010 Product Type: Case (Field) Teaching Note: 8B10C08 Geographic Setting: South Africa Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2009 Level of Difficulty: 5 — MBA/Postgraduate Subjects: Interpersonal skills; Personal values; Acquisition strategy; Behaviours of effective negotiation Major Disciplines: General Management; Human Resource Management; International Product Description: The case sketches the story of a charismatic and ambitious young business leader who, through value-adding commercial transactions, has helped set a South African pharmaceutical company, Adcock Ingram, on a trajectory of growth. The case reader meets up with him in May 2009 when he faces lack of closure and an ambiguous outcome to an offer to acquire a smaller pharmaceutical company. The case demonstrates the power of relationships, where the ambitions of different parties around the negotiations table and the incentives that shape their alliances can make or break a strategic business deal. As opposed to presenting a strategic decision-point for class discussion, the case presents students with an opportunity to analyze an unfavourable outcome of a business deal, and build a concept of behavioural requirements of success in business transactions. The case has been designed for class discussion and analysis of factors of leadership that underpin or influence acquisitions. As opposed to an analysis of the commercial rationale of an acquisition, it focuses on the behavioural components of leadership decision-making and their effect on business results. The case can provide a platform for the discussion of motives, interpersonal skills and relationships, and business activities in acquisitions.
	Add	View	22 pp.	Teaching Note
Ten Thousand Villages of Cincinnati: The First Year and Beyond
	Add	View	15 pp.	Case Author(s): Mary Conway Dato-on Ivey ID: 9B10A008 Publication Date: 6/10/2010 Product Type: Case (Field) Teaching Note: 8B10A08 Geographic Setting: United States Industry Setting: Non-Profit Organizations Size: Small Year of Event: 2004 Level of Difficulty: 3 — Undergraduate Subjects: Not-For-Profit marketing; Fair trade; Customer value segmentation; Retailing Major Disciplines: Entrepreneurship; Marketing Product Description: Ten Thousand Villages (TTV) is a nonprofit fair trade retail organization with a store located in Cincinnati, Ohio. During the store's opening and first two years of operations (2002-2004), Karen, the chair of the board of directors, and Cheryl, the store manager, struggle to develop a customer-focused plan to ensure sales increases for their unique operation. Marketing issues ranging from store location selection to inventory selection and promotion are presented. In addition to covering an alternative method of doing business — nonprofit enterprise — the case provides a platform for customer relationship management (CRM) implementation in a small, nonprofit environment.
	Add	View	8 pp.	Teaching Note
Cequel Energy, Inc.: Increasing Shareholder Value
	Add	View	14 pp.	Case Author(s): Craig Dunbar; Ken Mark Ivey ID: 9B08N011 Publication Date: 6/22/2010 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: Oil & Gas Extraction Size: Medium Year of Event: 2004 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Mergers & acquisitions; Corporate structure; Financial analysis; Valuation Major Disciplines: Finance Product Description: The chief executive (CEO) of Cequel Energy, Inc. (Cequel) is trying to choose between three options: continue operating Cequel as is, selling it, or converting part of the company into an income trust (in combination with another similarly sized firm). The CEO's key concern is the relative valuation of the three options. Other key issues include the management team's preferences and an impending tax horizon. This case can be used as an introduction to corporate finance and valuation using multiples. It also allows for consideration of the impact of taxes on valuation and could provide a useful tool to discuss tax policy given changes in the tax treatment of income trusts that occurred subsequent to the case.
Geely’s Acquisition of Volvo: Challenges and Opportunities
	Add	View	4 pp.	Case Author(s): David W. Conklin; Danielle Cadieux Ivey ID: 9B10M057 Publication Date: 6/18/2010 Product Type: Case (Pub Mat) Teaching Note: 8B10M57 Geographic Setting: China; Sweden Industry Setting: Transportation Equipment Size: Large Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Globalization; International business; Government and business Major Disciplines: General Management; International Product Description: For more than a decade, the government of China had sought to develop an automotive industry. The government's initial steps involved the creation of joint ventures in which government-owned firms became partners of foreign privately owned corporations. Most of these joint ventures were extremely successful financially. However, ongoing differences in management preferences created a continual tension within the joint ventures. Of particular concern was a desire of the government of China to ensure that its new automotive industry would adopt the latest advances in technologies. This subject of technology transfer, and how the government of China could best support it, became a central issue in China's automotive industry. From the perspective of the government of China, Geely's acquisition of Volvo would be a major step in achieving technology transfer on an ongoing basis. Geely's China operations would be able to quickly and easily adopt Volvo's cutting-edge safety features and production operations. From Geely's perspective, the Volvo acquisition would provide it with a new set of luxury vehicles for sale in China that would fill a gap in Geely's automotive lineup. Nevertheless, Geely faced the challenge that Ford had continually lost money in Volvo. How to reverse these losses would become a major challenge for Geely.
	Add	View	3 pp.	Teaching Note
Host Europe: Advancing CSR and Sustainability in a Medium-sized IT Company
	Add	View	17 pp.	Case Author(s): Rudiger Hahn Ivey ID: 9B10M042 Publication Date: 6/10/2010 Product Type: Case (Field) Teaching Note: 8B10M42 Geographic Setting: Germany Industry Setting: Business Services; Communications Industry Size: Medium Year of Event: 2009 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Corporate social responsibility; Green iT; Organizational change; Sustainable development; Information technology; Computer industry; Communications Major Disciplines: General Management; Human Resource Management; International; Management Science and Information Systems Product Description: The case deals with issues of corporate social responsibility (CSR) and sustainability in the specific setting of a medium-sized enterprise (Host Europe) in the IT industry. Host Europe is the third largest webhosting company in German-speaking Europe. In recent years, the company has put substantial efforts into living up to its CSR and improving sustainability. The case presents the IT sector in Europe and Germany and highlights several industry-related issues such as “green IT” (especially in terms of greenhouse gas emissions and e-waste) and the digital divide. Host Europe has already implemented a couple of measures, such as building a new energy-efficient green data centre, switching to renewable energy, promoting virtualization, introducing several workplace measures, pursuing efforts to improve family friendliness, and publishing a sustainability report. However, there are still some challenges ahead and students are asked to think about further efforts of Host Europe to complete its path to becoming a responsible and sustainable medium-sized IT company.The case can either be used as an introductory case for CSR in medium-sized businesses and sustainability in the IT industry, or in advanced-level CSR and sustainability courses. As an introductory case
	Add	View	8 pp.	Teaching Note
Yumcha.com.au
	Add	View	12 pp.	Case Author(s): Nicole R.D. Haggerty; Rohan Belliappa Ivey ID: 9B10M038 Publication Date: 6/16/2010 Product Type: Case (Field) Teaching Note: 8B10M38 Geographic Setting: Australia Industry Setting: Business Services Size: Large Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Entrepreneurial business growth; Entrepreneurial marketing; Internet; Startups; Information system design Major Disciplines: Entrepreneurship; General Management; International; Management Science and Information Systems Product Description: Set in November 2007, the case is about a soon-to-launch social networking website (Yumcha) in Australia intended for the country's significant Asian population and diaspora. The case describes the process that Yumcha's founder went through in establishing the entity, including her initial motivations and business rationale. The case goes on to describe the dilemma facing the founder in choosing a web developer for the site, including whether to source the developer from new online bidding platforms. The challenges involved in this relatively new means of sourcing and bidding for technical talent are presented. The case also outlines the strategy questions facing the founder concerning expanding the social networking venture in an external environment that has seen the rapid development and expansion of numerous other social networking websites.
	Add	View	9 pp.	Teaching Note
Google in China (B)
	Add	View	11 pp.	Case Author(s): Deborah Compeau; Yulin Fang; Majela Yin Ivey ID: 9B10E011 Publication Date: 6/18/2010 Product Type: Case (Pub Mat) Geographic Setting: United States; China Industry Setting: Miscellaneous Services Size: Medium Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Ethical issues; Management in a global environment; Information systems; Government and business Major Disciplines: International; Management Science and Information Systems Product Description: The case describes the circumstances surrounding Google's reconsideration of its China strategy. Google officially announced in January 2010 that its Chinese website, Google.cn, experienced cyber attacks from within China. Google further announced that, as a result, it had decided to reconsider its approach to China, including the option of a complete exit from the Chinese market. The case presents Google's performance in China, the details of the cyber attack and the heated public discussion following Google's announcement. Students are asked to consider actions that Google should take and the corresponding, underlying rationale.
Toronto Sun and Caribana
	Add	View	7 pp.	Case Author(s): Kenneth J. Klassen; Leanne Miele Ivey ID: 9B10D002 Publication Date: 6/10/2010 Product Type: Case (Field) Teaching Note: 8B10D02 Geographic Setting: Toronto, Canada Industry Setting: Printing, Publishing & Allied Industries Size: Large Year of Event: 2008 Level of Difficulty: 4 — Undergraduate/MBA Subjects: Media; Scheduling; Project design/Development; Project management; Critical path Major Disciplines: Production and Operations Management Product Description: It was June 5, 2008 and the senior promotions coordinator was beginning to feel the pressure of managing a major sponsorship event for the Toronto Sun, a daily newspaper publication in Ontario, Canada. She had recently been hired and had received the responsibility of organizing the Toronto Sun's presence in the city's annual Caribana Parade after her colleague failed to make any progress following months of handling the assignment. With only eight weeks until parade day (August 2), she felt challenged to make the company's float a success. The Toronto Sun earned its place in the parade as the primary print media sponsor for the event. Pulling the company's float from the biggest parade event in the city would mean forfeiting valuable marketing exposure. This case was designed for use in an undergraduate or MBA operations management or introductory project management course. Developed to aid instructors in facilitating discussions of key project management concepts, the case content allows for an analytical approach to covering the basic skills in planning a project, including precedence relationships, critical path, due dates, uncertainty (PERT tasks), crashing, etc. It can be used to teach students MS Project or other project management software. It can also be used for a less analytic, more managerial discussion of project management.
	Add	View	13 pp.	Teaching Note
Hanson Production: Pricing for Opening Day
	Add	View	14 pp.	Case Author(s): June Cotte; Peter Famiglietti Ivey ID: 9B10A011 Publication Date: 5/21/2010 Product Type: Case (Gen Exp) Teaching Note: Teaching Note: 8B10A11 Geographic Setting: United States Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sales forecasting; Pricing strategy; Pricing Major Disciplines: Marketing Product Description: The president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that must be factored in to the decision due to the increased rental costs. Smaller venues may lead to higher capacity percentages, but ultimately leave money on the table. The ticket prices must be set for advance sales; any change in price after this period will effectively hurt future sales - more so if the price is discounted. Determining a promotion partner may lessen the risk of a potential failure, yet cost more profit and affect the recoup schedule.
	Add	View	8 pp.	Teaching Note Author(s): June Cotte; Peter Famiglietti Ivey ID: 8B10A11 Publication Date: 5/21/2010 Product Type: Teaching Note Geographic Setting: United States Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sales forecasting; Pricing strategy; Pricing Major Disciplines: Marketing Product Description: The president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that must be factored in to the decision due to the increased rental costs. Smaller venues may lead to higher capacity percentages, but ultimately leave money on the table. The ticket prices must be set for advance sales; any change in price after this period will effectively hurt future sales - more so if the price is discounted. Determining a promotion partner may lessen the risk of a potential failure, yet cost more profit and affect the recoup schedule.
North Village Capital Private Equity
	Add	View	11 pp.	Case Author(s): James E. Hatch; Richard Lam Ivey ID: 9B10N010 Publication Date: 5/21/2010 Product Type: Case (Gen Exp) Teaching Note: Teaching Note: 8B10N10 Geographic Setting: Canada Industry Setting: Business Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Private equity; Leveraged buyout Major Disciplines: Finance Product Description: An analyst for a private equity firm has been asked to design a capital structure for the leveraged buyout of a security alarm company. Students are provided with an extensive financial model, which facilitates the analysis. Key issues in the case involve the design of covenants for the debt instruments and determining which alternative financing arrangement leads to the best rate of return while managing the level of risk.
	Add	View	7 pp.	Teaching Note Author(s): James E. Hatch; Richard Lam Ivey ID: 8B10N10 Publication Date: 5/21/2010 Product Type: Teaching Note Geographic Setting: Canada Industry Setting: Business Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Private equity; Leveraged buyout Major Disciplines: Finance Product Description: An analyst for a private equity firm has been asked to design a capital structure for the leveraged buyout of a security alarm company. Students are provided with an extensive financial model, which facilitates the analysis. Key issues in the case involve the design of covenants for the debt instruments and determining which alternative financing arrangement leads to the best rate of return while managing the level of risk.
GENICON: A Surgical Strike into Emerging Markets
	Add	View	13 pp.	Case Author(s): Allen H. Kupetz; Adam P. Tindall; Gary Haberland Ivey ID: 9B10M041 Publication Date: 5/5/2010 Revision Date: 6/30/2010 Product Type: Case (Field) Teaching Note: 8B10M41 Geographic Setting: Brazil; Russia; India; China Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA Subjects: International expansion; Entrepreneurial marketing; Emerging markets; International business Major Disciplines: Entrepreneurship; General Management; International; Marketing Product Description: A critical question facing a company's ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. market for the foreseeable future. GENICON was already in over 40 international markets and was looking in particular at the rapidly emerging markets — Brazil, Russia, India and China — as potential new opportunities for growth. This case is appropriate for use in an international business course to introduce market selection strategy. It can also be used in sessions on international marketing, entrepreneurship and business strategy.
	Add	View	9 pp.	Teaching Note Author(s): Allen H. Kupetz; Adam P. Tindall; Gary Haberland Ivey ID: 8B10M41 Publication Date: 5/5/2010 Product Type: Teaching Note Geographic Setting: Brazil; Russia; India; China Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA Subjects: International expansion; Entrepreneurial marketing; Emerging markets; International business Major Disciplines: Entrepreneurship; General Management; International; Marketing Product Description: A critical question facing a company's ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. market for the foreseeable future. GENICON was already in over 40 international markets and was looking in particular at the rapidly emerging markets - Brazil, Russia, India and China - as potential new opportunities for growth. This case is appropriate for use in an international business course to introduce market selection strategy. It can also be used in sessions on international marketing, entrepreneurship and business strategy.
Old Mule Farms
	Add	View	7 pp.	Case Author(s): David M. Currie; Lorena Mosnja Skare Ivey ID: 9B10B004 Publication Date: 5/25/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10B04 Geographic Setting: United States Industry Setting: Agricultural Production - Livestock Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Cost allocations; Tradeoff analysis; Economic analysis; Cost accounting Major Disciplines: Accounting Product Description: The owner of a cow-calf operation must determine the appropriate weight for cows in the herd. The national trend for decades has been for cow weights to increase because they produce larger calves, but evidence indicates that cow weights may have reached the point where the cost of maintaining a larger cow has become greater than the return from producing a larger calf. Analyzing this issue introduces marginal principles from economics. The case can be extended to a discussion of drivers and allocation of expenses, which are managerial accounting principles. The case is appropriate for a managerial cost accounting course and for managerial or microeconomics courses. The case uses concepts such as direct costs, cost drivers, allocation and marginal analysis to examine the issue of appropriate cow weight.
	Add	View	11 pp.	Teaching Note Author(s): David M. Currie; Lorena Mosnja Skare Ivey ID: 8B10B04 Publication Date: 5/25/2010 Product Type: Teaching Note Geographic Setting: United States Industry Setting: Agricultural Production - Livestock Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Cost allocations; Tradeoff analysis; Economic analysis; Cost accounting Major Disciplines: Accounting Product Description: The owner of a cow-calf operation must determine the appropriate weight for cows in the herd. The national trend for decades has been for cow weights to increase because they produce larger calves, but evidence indicates that cow weights may have reached the point where the cost of maintaining a larger cow has become greater than the return from producing a larger calf. Analyzing this issue introduces marginal principles from economics. The case can be extended to a discussion of drivers and allocation of expenses, which are managerial accounting principles. The case is appropriate for a managerial cost accounting course and for managerial or microeconomics courses. The case uses concepts such as direct costs, cost drivers, allocation and marginal analysis to examine the issue of appropriate cow weight.
Darlarna Furniture Ltd.
	Add	View	5 pp.	Case Author(s): Dan Thompson Ivey ID: 9B10B002 Publication Date: 5/25/2010 Product Type: Case (Gen Exp) Teaching Note: Teaching Note: 8B10B02 Geographic Setting: Canada; United States Industry Setting: Furniture and Fixtures Size: Small Year of Event: 2009 Level of Difficulty: 1 - Introductory Subjects: Financial crisis; Financial statement analysis Major Disciplines: Accounting; Entrepreneurship; Finance Product Description: Darlarna is a manufacturer of high-end Swedish-style furniture. It has grown rapidly since its formation in 2005 and is currently attempting to expand into the U.S. market. In early 2009, after releasing the financial statements from the accountants, the owner became very concerned about a dramatic decrease in profits and all the bad news relating to the financial crisis in the United States. A chartered accountant was hired to conduct an analysis of Darlarna's operations and to make recommendations for future actions within the week.
	Add	View	12 pp.	Teaching Note Author(s): Dan Thompson Ivey ID: 8B10B02 Publication Date: 5/25/2010 Product Type: Teaching Note Geographic Setting: Canada; United States Industry Setting: Furniture and Fixtures Size: Small Year of Event: 2009 Level of Difficulty: 1 - Introductory Subjects: Financial crisis; Financial statement analysis Major Disciplines: Accounting; Entrepreneurship; Finance Product Description: Darlarna is a manufacturer of high-end Swedish-style furniture. It has grown rapidly since its formation in 2005 and is currently attempting to expand into the U.S. market. In early 2009, after releasing the financial statements from the accountants, the owner became very concerned about a dramatic decrease in profits and all the bad news relating to the financial crisis in the United States. A chartered accountant was hired to conduct an analysis of Darlarna's operations and to make recommendations for future actions within the week.
MusicJuice.net: The Challenges of Starting Up a New Internet Venture
	Add	View	6 pp.	Case Author(s): Simon Parker; Rocky Liu Ivey ID: 9B10A013 Publication Date: 5/21/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10A13 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Dominant designs; New venture challenges; Startups; Internet; Competition Major Disciplines: Entrepreneurship; International; Marketing Product Description: MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel “crowd-sourcing” business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.
	Add	View	8 pp.	Teaching Note Author(s): Simon Parker; Rocky Liu Ivey ID: 8B10A13 Publication Date: 5/21/2010 Product Type: Teaching Note Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Dominant designs; New venture challenges; Startups; Internet; Competition Major Disciplines: Entrepreneurship; International; Marketing Product Description: MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel “crowd-sourcing” business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.
Tata Power: Corporate Social Responsibility and Sustainability
	Add	View	18 pp.	Case Author(s): Rama Deshmukh; Atanu Adhikari Ivey ID: 9B10M013 Publication Date: 5/5/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10M13 Related Material: 7B10M013 Geographic Setting: India Industry Setting: Electric, Gas and Sanitary Services Size: Large Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Sustainability; Opportunity recognition; Corporate social responsibility; Stakeholders; Strategy Major Disciplines: Entrepreneurship; General Management; International Product Description: The case describes the strategic dilemma involved in making a decision on the method of operation of the corporate social responsibility (CSR) department for one of the leading Indian multinational corporations, Tata Power Company (TPC) from Tata Group of Companies. TPC had undertaken the CSR activities for decades, reflecting the company's commitment towards sustainable energy generation without undue compromise to human and environmental development. These activities were undertaken as a voluntary initiative by the employees of TPC, and there was no separate CSR department. However, with large scale expansion, the need to have CSR as a separate entity was felt. The dilemma for the decision manager was whether to create a separate CSR department or continue with the existing set up. Other related issues needed to be addressed strategically as well as tactically to maintain a balance between shareholders' interest and other stakeholders.
	Add	View	13 pp.	Teaching Note Author(s): Rama Deshmukh; Atanu Adhikari Ivey ID: 8B10M13 Publication Date: 5/5/2010 Product Type: Teaching Note Related Material: 7B10M013 Geographic Setting: India Industry Setting: Electric, Gas and Sanitary Services Size: Large Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate Subjects: Sustainability; Opportunity recognition; Corporate social responsibility; Stakeholders; Strategy Major Disciplines: Entrepreneurship; General Management; International Product Description: The case describes the strategic dilemma involved in making a decision on the method of operation of the corporate social responsibility (CSR) department for one of the leading Indian multinational corporations, Tata Power Company (TPC) from Tata Group of Companies. TPC had undertaken the CSR activities for decades, reflecting the company's commitment towards sustainable energy generation without undue compromise to human and environmental development. These activities were undertaken as a voluntary initiative by the employees of TPC, and there was no separate CSR department. However, with large scale expansion, the need to have CSR as a separate entity was felt. The dilemma for the decision manager was whether to create a separate CSR department or continue with the existing set up. Other related issues needed to be addressed strategically as well as tactically to maintain a balance between shareholders' interest and other stakeholders.
Mustang Music (B)
	Add	View	2 pp.	Supplement Author(s): Derrick Neufeld Ivey ID: 9B10E010 Publication Date: 5/11/2010 Product Type: Supplement Teaching Note: Teaching Note: 8B10E09 Industry Setting: Educational Services Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Data analysis; Models; Information systems Major Disciplines: Entrepreneurship; Management Science and Information Systems Product Description: This supplement to Mustang Music (A), product #9B10E009, introduces students to data modeling, database implementation and database querying.
	Add	View	8 pp.	Teaching Note Author(s): Derrick Neufeld Ivey ID: 8B10E09 Publication Date: 5/11/2010 Product Type: Teaching Note Industry Setting: Educational Services Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Data analysis; Models; Information systems Major Disciplines: Entrepreneurship; Management Science and Information Systems Product Description: This supplement to Mustang Music (A), product #9B10E009, introduces students to data modeling, database implementation and database querying.
African Tiger (B)
	Add	View	20 pp.	Case Author(s): Rajinder Raina Ivey ID: 9B10M010 Publication Date: 4/21/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10M09 Geographic Setting: South Africa; Poland; Germany; United States Year of Event: 2005 Subjects: None specified Major Disciplines: Entrepreneurship; General Management; International Product Description: In January 2007, Tiger Wheels (Tiger) and ATS informed its lead banker in Germany that it was forecasting a breach of its covenants, just 18 months after acquiring the Kentucky wheel plant. This was a critical matter and, as a result, the top management at Tiger was intimately involved in the deliberations. ATS had borrowed from a consortium of European banks to fund its growth. The borrowings were covenant driven and not set against any ATS assets. Under the loan agreement, the banks had the right to call in the loan if ATS were to breach one or more of the three covenants. The aim of the top management of Tiger and ATS was to win the confidence of the banking consortium by presenting a comprehensive strategy, including an action plan, which would restore ATS's financial health and make it compliant with its covenants once again. An African Tiger Case B is a part of An African Tiger case series, which includes A and B cases. The case series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case B as the case clearly brings out the issues of country differences and difficulties in transferring competences. In such situations, the instructor can distribute the summary of the case A
	Add	View	34 pp.	Teaching Note Author(s): Rajinder Raina Ivey ID: 8B10M09 Publication Date: 4/21/2010 Product Type: Teaching Note Geographic Setting: South Africa; Poland; Germany; United States Year of Event: 2005 Subjects: None specified Major Disciplines: Entrepreneurship; General Management; International Product Description: In January 2007, Tiger Wheels (Tiger) and ATS informed its lead banker in Germany that it was forecasting a breach of its covenants, just 18 months after acquiring the Kentucky wheel plant. This was a critical matter and, as a result, the top management at Tiger was intimately involved in the deliberations. ATS had borrowed from a consortium of European banks to fund its growth. The borrowings were covenant driven and not set against any ATS assets. Under the loan agreement, the banks had the right to call in the loan if ATS were to breach one or more of the three covenants. The aim of the top management of Tiger and ATS was to win the confidence of the banking consortium by presenting a comprehensive strategy, including an action plan, which would restore ATS's financial health and make it compliant with its covenants once again. An African Tiger Case B is a part of An African Tiger case series, which includes A and B cases. The case series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case B as the case clearly brings out the issues of country differences and difficulties in transferring competences. In such situations, the instructor can distribute the summary of the case A from the teaching note along with case B. The impor
African Tiger (A)
	Add	View	26 pp.	Case Author(s): Rajinder Raina Ivey ID: 9B10M009 Publication Date: 4/21/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10M09 Geographic Setting: South Africa; Poland; Germany; United States Size: Large Year of Event: 2005 Level of Difficulty: 5 - MBA/Postgraduate Subjects: None specified Major Disciplines: Entrepreneurship; General Management; International Product Description: In early 2005, South African company Tiger Wheels Limited (Tiger) had established a global footprint in the manufacture of aluminum alloy wheels with customers comprising several high-end automotive producers. It was the 10th largest alloy wheel company in the world with a solid balance sheet and net current assets of $42 million. Tiger had a chance to expand and grow with the potential purchase of a new world-class alloy wheel facility in Kentucky, United States for half of its estimated value. The Kentucky plant came with a significant long-term Ford contract to supply aluminum wheels at attractive prices. To Tiger's chairman, it seemed an attractive offer, but the pros and cons of purchasing the plant would have to be carefully evaluated by the board of directors. An African Tiger Case A is a part of An African Tiger case series, which includes A and B cases. The series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case A, as there is enough material in case A to cover the main themes. The important learning themes of case A are: 1) the need to evaluate the dynamics of five forces in different industry s
	Add	View	34 pp.	Teaching Note Author(s): Rajinder Raina Ivey ID: 8B10M09 Publication Date: 4/21/2010 Product Type: Teaching Note Geographic Setting: South Africa; Poland; Germany; United States Size: Large Year of Event: 2005 Level of Difficulty: 5 - MBA/Postgraduate Subjects: None specified Major Disciplines: Entrepreneurship; General Management; International Product Description: In early 2005, South African company Tiger Wheels Limited (Tiger) had established a global footprint in the manufacture of aluminum alloy wheels with customers comprising several high-end automotive producers. It was the 10th largest alloy wheel company in the world with a solid balance sheet and net current assets of $42 million. Tiger had a chance to expand and grow with the potential purchase of a new world-class alloy wheel facility in Kentucky, United States for half of its estimated value. The Kentucky plant came with a significant long-term Ford contract to supply aluminum wheels at attractive prices. To Tiger's chairman, it seemed an attractive offer, but the pros and cons of purchasing the plant would have to be carefully evaluated by the board of directors. An African Tiger Case A is a part of An African Tiger case series, which includes A and B cases. The series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case A, as there is enough material in case A to cover the main themes. The important learning themes of case A are: 1) the need to evaluate the dynamics of five forces in different industry segments as the company plans to expand into larger s
Struggling to Make the Best Buy
	Add	View	3 pp.	Case Author(s): June Cotte; Seung Hwan (Mark) Lee Ivey ID: 9B10A010 Publication Date: 5/11/2010 Product Type: Case (Gen Exp) Teaching Note: Teaching Note: 8B10A10 Geographic Setting: Canada Year of Event: 2010 Level of Difficulty: 2 - Intro/Undergraduate Subjects: Consumer relations; Interpersonal relations; Decision analysis; Consumer behaviour Major Disciplines: Marketing Product Description: As her boyfriend's birthday was fast approaching, Ashley struggled to make a decision on what mp3 player to buy him (Kade) as a gift. After failing to acquire her first desired choice, Ashley narrowed her selection down to two different mp3 models. Option A was to buy the Creative Zen Stone Plus, which was recommended by her boyfriend's best friend; a friend who knew Kade's personality and character very well. Ashley believed Kade's friend would be a good source to ask for recommendations, as he would have a better knowledge over Kade's interests and preferences. Option B was to buy the Rio Carbon 5, which was recommended by the salesman, who claimed to be an expert in mp3 players. She felt somewhat relieved hearing from an expert, as she did not know much about mp3 players. Given these two options, Ashley struggled to make a decision. Should she go with the suggestion offered by the friend? Or should she go with the suggestion offered by the expert? Should she go with her “interpersonal advisor” or the “expert advisor”? Ashley had to make the decision today, and she was running out of time.
	Add	View	4 pp.	Teaching Note Author(s): June Cotte; Seung Hwan (Mark) Lee Ivey ID: 8B10A10 Publication Date: 5/11/2010 Product Type: Teaching Note Geographic Setting: Canada Year of Event: 2010 Level of Difficulty: 2 - Intro/Undergraduate Subjects: Consumer relations; Interpersonal relations; Decision analysis; Consumer behaviour Major Disciplines: Marketing Product Description: As her boyfriend's birthday was fast approaching, Ashley struggled to make a decision on what mp3 player to buy him (Kade) as a gift. After failing to acquire her first desired choice, Ashley narrowed her selection down to two different mp3 models. Option A was to buy the Creative Zen Stone Plus, which was recommended by her boyfriend's best friend; a friend who knew Kade's personality and character very well. Ashley believed Kade's friend would be a good source to ask for recommendations, as he would have a better knowledge over Kade's interests and preferences. Option B was to buy the Rio Carbon 5, which was recommended by the salesman, who claimed to be an expert in mp3 players. She felt somewhat relieved hearing from an expert, as she did not know much about mp3 players. Given these two options, Ashley struggled to make a decision. Should she go with the suggestion offered by the friend? Or should she go with the suggestion offered by the expert? Should she go with her “interpersonal advisor” or the “expert advisor”? Ashley had to make the decision today, and she was running out of time.
ASIMCO Technologies: 2005
	Add	View	15 pp.	Case Author(s): Xi (Lucy) Liu; Taehoo Kim; Liang Liu; Guangyu Nie; Wanhong Shao; Xiaotian Xie Ivey ID: 9B10A001 Publication Date: 5/5/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10A01 Geographic Setting: China Industry Setting: Transportation Equipment Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Product strategy; Automotive; Customer relations Major Disciplines: International; Marketing Product Description: In April 2005, the chairman of ASIMCO Technologies, a company headquartered in China and supplying automotive components to both Chinese and global clients, was trying to decide on his company's reaction to the Chinese government's latest regulations on auto emissions. Guo-san (National Standards III) was to take effect on August 1, 2008. By that date, automakers would not be allowed to supply the Chinese market with non-Guo-san-compliant products. ASIMCO's major diesel engine customers had already sent requests for upgraded engine components to ASIMCO as well as other suppliers. While three technologies seemed to provide the Chinese market with a solution, divergent views existed among the management team as to where ASIMCO should focus to enhance the fuel systems that it supplied. The case can be used in an international marketing course (in sessions on product strategy in developing market or customer relations in industrial marketing).
	Add	View	5 pp.	Teaching Note Author(s): Xi (Lucy) Liu; Taehoo Kim; Liang Liu; Guangyu Nie; Wanhong Shao; Xiaotian Xie Ivey ID: 8B10A01 Publication Date: 5/5/2010 Product Type: Teaching Note Geographic Setting: China Industry Setting: Transportation Equipment Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Product strategy; Automotive; Customer relations Major Disciplines: International; Marketing Product Description: In April 2005, the chairman of ASIMCO Technologies, a company headquartered in China and supplying automotive components to both Chinese and global clients, was trying to decide on his company's reaction to the Chinese government's latest regulations on auto emissions. Guo-san (National Standards III) was to take effect on August 1, 2008. By that date, automakers would not be allowed to supply the Chinese market with non-Guo-san-compliant products. ASIMCO's major diesel engine customers had already sent requests for upgraded engine components to ASIMCO as well as other suppliers. While three technologies seemed to provide the Chinese market with a solution, divergent views existed among the management team as to where ASIMCO should focus to enhance the fuel systems that it supplied. The case can be used in an international marketing course (in sessions on product strategy in developing market or customer relations in industrial marketing).
Partnership Strategies for Market Success
	Add	View	8 pp.	Article Author(s): Barry Cross; John R.M. Gordon Ivey ID: BQA95111 Publication Date: 01//1995 Product Type: Article Subjects: None specified Major Disciplines: Production and Operations Management Product Description: Increasingly, companies are outsourcing the manufacture of parts for their products. But what should they be looking for in a supply partner and what form should these partnerships take? The authors look to the auto industry for answers.
Eureka Forbes Ltd: Growing the Water Purifier Business
	Add	View	26 pp.	Case Author(s): Srinivas Sridharan; S.K. “Bal” Palekar; Ramasastry Chandrasekhar Ivey ID: 9B10A007 Publication Date: 4/6/2010 Product Type: Case (Field) Geographic Setting: India Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: General Management; International; Marketing Product Description: In March 2007, the vice-chairman and managing director of Eureka Forbes Ltd. is reflecting upon 25 years of market leadership in the water purifier business in India, but is troubled by the very low penetration compared to potential. In 25 years, the company has undergone significant evolution in all of its key strategic levers - technology, brands and channels. Can the company use its vast market learning and experience to achieve a breakthrough in penetrating the mass market for water purifiers in India? Other external pressures also apply. With climate concerns reaching a crescendo globally, water sustainability issues are in the spotlight, especially in large and rapidly industrializing countries such as India. This presents both enormous challenges and opportunities for Eureka Forbes. The vice-chairman and managing director is looking to his top 150 managers who will assemble at the company's annual strategic planning meeting to come up with fresh market strategies.
Creative Execution
	Add	View	18 pp.	Article Author(s): Eric Beaudan Ivey ID: 9B10TB07 Publication Date: 04/01/2010 Product Type: Article Subjects: Strategy implementation Major Disciplines: General Management Product Description: Call it unconventional or unorthodox, but Creative Execution ? which can be all of these things ? is designed to differentiate the company sharply and take it to previously unattainable heights. Leaders will understand why and how after they?ve read this article.
What Healthy Companies Can Learn From Distressed Companies
	Add	View	12 pp.	Article Author(s): Steven Aschkenase; Prasad Hedge Ivey ID: 9B10TB03 Publication Date: 04/01/2010 Product Type: Article Subjects: None specified Major Disciplines: Human Resource Management Product Description: Examining the failures of even the mightiest industrial organizations can be a valuable exercise. There are lessons to be learned and applied and others to be avoided at all costs. Managers who want to use those lessons to improve the performance of their own companies will find helpful suggestions in this article.
Culture-driven Leadership
	Add	View	7 pp.	Article Author(s): Arkadi Kuhlmann Ivey ID: 9B10TB01 Publication Date: 04/01/2010 Product Type: Article Subjects: Corporate culture Major Disciplines: Human Resource Management Product Description: Behind every successful leader is a vibrant culture that engages and energizes employees. In almost every case, that culture has been defined, shaped and personified by the leader. The CEO of a company in what is arguably the most competitive industry, financial services, describes the steps that he took, and that other leaders can take, to build a distinctive, dynamic culture.
Defining Some Different Avenues of Innovation
	Add	View	6 pp.	Article Author(s): David Goldsmith Ivey ID: 9B10TA06 Publication Date: 01/01/2010 Product Type: Article Subjects: Organizational behaviour Major Disciplines: Human Resource Management Product Description: Lots of time in the lab and the “Eureka!” moment are synonymous with innovation. Often, however, the best and most successful ideas are the result of mere plodding and some prosaic practices. This author describes four such practices and the key steps that can lead to successful innovation.
A Better Way to Plan Your Next IT Innovation
	Add	View	7 pp.	Article Author(s): Rita Gunther McGrath Ivey ID: 9B09TC04 Publication Date: 01/05/2009 Product Type: Article Subjects: Management of technology; Management of change Major Disciplines: General Management Product Description: Large-scale IT projects are highly uncertain and vulnerable to the laws of unintended consequences. But the risks can be contained and the opportunities still realized, as long as uncertainty is respected and taken into account. As this author writes, there are practical, proven approaches that allow you to accept uncertainty but maintain good project discipline.
Measuring and Monitoring the HR Function: A Guide for Boards
	Add	View	6 pp.	Article Author(s): Monica Belcourt Ivey ID: 9B01TA04 Publication Date: 01/01/2001 Product Type: Article Subjects: Corporate governance; Human resources management; Board of directors Major Disciplines: General Management Product Description: In this article, the author describes her reaction to presentations that HR directors made to boards on which she sits. “I found the performance of HR professionals embarrassing,” she writes. More astonishing, she continues, was the fact that board members didn't ask the key HR people to explain and quantify HR's contribution to the company's strategy. In outlining a model she has developed, the author describes how board members can effectively measure, monitor and manage the HR function.
How to Think Long-Term About Climate Change: Learning From Leaders in the Oil and Gas Industry
	Add	View	8 pp.	Article Author(s): Natalie Slawinski; Pratima Bansal Ivey ID: 9B10TC06 Publication Date: 01/05/2010 Product Type: Article Subjects: Strategic planning; Strategy development; Corporate responsibility Major Disciplines: General Management Product Description: No industry is as visible and active in the climate change debate as the energy industry. Almost every day, managers are addressing the short-term and long-term implications of their policies for dealing with this issue. The authors of this article studied 50 firms in the oil and gas industry and found that companies that address the short-term and long-term threats and opportunities of climate change can gain a significant competitive advantage.
Emdeon Inc.
	Add	View	17 pp.	Case Author(s): James E. Hatch; Rishi Jain; Rajnee Singh Ivey ID: 9B10N012 Publication Date: 5/21/2010 Product Type: Case (Pub Mat) Teaching Note: Teaching Note: 8B10N12 Geographic Setting: United States Industry Setting: Health Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Health sector; Initial public offerings; Valuation Major Disciplines: Finance Product Description: An analyst at a New York based investment bank has been given the task of suggesting the offering price for a forthcoming initial public offering. The analyst must also summarize the risks and opportunities associated with an investment in the stock for use by the investment bank's sales force. The case is heavily focused on the “comparable” method of valuing a stock.
	Add	View	13 pp.	Teaching Note Author(s): James E. Hatch; Rishi Jain; Rajnee Singh Ivey ID: 8B10N12 Publication Date: 5/21/2010 Product Type: Teaching Note Geographic Setting: United States Industry Setting: Health Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Health sector; Initial public offerings; Valuation Major Disciplines: Finance Product Description: An analyst at a New York based investment bank has been given the task of suggesting the offering price for a forthcoming initial public offering. The analyst must also summarize the risks and opportunities associated with an investment in the stock for use by the investment bank's sales force. The case is heavily focused on the “comparable” method of valuing a stock.
Legal Aspects of Mergers & Acquisitions in Canada
	Add	View	12 pp.	Note Author(s): James E. Hatch; David Atkinson Ivey ID: 9B10N008 Publication Date: 5/21/2010 Product Type: Note Geographic Setting: Canada Industry Setting: Banking Size: Not Applicable Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Financial law; Mergers & acquisitions Major Disciplines: Finance Product Description: Corporate mergers and acquisitions (M&A) is a field as complex in law as it is in finance. The environment is heavily regulated: it draws on corporate, securities, antitrust and national security law involving obligations at the federal, provincial and self-regulatory levels. This note is designed to introduce non-lawyer managers and finance professionals to the technical securities law issues related to changes of corporate control. While this note deals primarily with the legal aspects of M&A in Canada, deals involving Canadian companies will often involve foreign counterparts. The topic of cross-border M&A is beyond the scope of this note, but, where relevant, distinctions will be drawn throughout between legal terminology, processes and approaches as they differ across the border ? most often with the United States.
SZLN: Acquiring PEM
	Add	View	21 pp.	Case Author(s): James E. Hatch; Lifan Wu; Xingyun Liu Ivey ID: 9B10N007 Publication Date: 5/21/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10N07 Geographic Setting: China Industry Setting: Mining - Miscellaneous Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Political environment; Acquisitions Major Disciplines: Finance; International Product Description: Shenzhen Zhongjin Lingnan Nonfemet Co. (SZLN) is a Chinese company that is contemplating the purchase of an Australian mining company. The management of SZLN must assess the merits of the acquisition, the offer to be made, how it is to be financed and the political implications of the purchase for both the governments of China and Australia.
	Add	View	17 pp.	Teaching Note Author(s): James E. Hatch; Lifan Wu; Xingyun Liu Ivey ID: 8B10N07 Publication Date: 5/21/2010 Product Type: Teaching Note Geographic Setting: China Industry Setting: Mining - Miscellaneous Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Political environment; Acquisitions Major Disciplines: Finance; International Product Description: Shenzhen Zhongjin Lingnan Nonfemet Co. (SZLN) is a Chinese company that is contemplating the purchase of an Australian mining company. The management of SZLN must assess the merits of the acquisition, the offer to be made, how it is to be financed and the political implications of the purchase for both the governments of China and Australia.
Parkview Foundation
	Add	View	30 pp.	Case Author(s): Chuck Grace Ivey ID: 9B10N006 Publication Date: 5/21/2010 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: Banking Size: Large Year of Event: 2009 Level of Difficulty: 3 - Undergraduate Subjects: Investment manager performance; Portfolio attributes; Investment manager selection; Decision criteria Major Disciplines: Finance; International Product Description: The Parkview Foundation (Parkview) was created in 1957 to raise endowment funds for medical research. By 2009, Parkview administered endowments of $220 million used to fund $13 million to $15 million of research grants annually. A highlight from Parkview?s investment strategy and policy statement (IPS) from 2008 was the decision to combine the U.S. and International Equity mandates into one combined Global Equity mandate. In October 2009, a financial planner and member of the Parkview investment committee was tasked with reviewing a comprehensive report prepared by a professional consulting firm that detailed a ?short list? of investment manager candidates being considered for its new Global Equity mandate. With the economic events of 2008 and 2009 weighing heavily, the financial planner wondered how to condense the report?s details down to a coherent decision-making framework.
China’s Economy 2010
	Add	View	4 pp.	Case Author(s): David W. Conklin; Danielle Cadieux Ivey ID: 9B10M050 Publication Date: 5/19/2010 Product Type: Case (Library) Geographic Setting: China Industry Setting: Public Finance, Tax & Monetary Policy Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Growth; Globalization; Government and business; Growth strategy Major Disciplines: General Management; International Product Description: By 2010, China's economy faced a series of challenges that could threaten its growth and trade balance. This case presents a structure for students to discuss China's economy in the context of these threats. Prior to this time, there had been general feeling that China could continue indefinitely with its exceptionally high growth rate of approximately 10 per cent annually. The substantial gap between wages in economically advanced nations and China might continue to attract huge volumes of foreign investment indefinitely. This optimism was being questioned by 2010.
Launch of the Ford Fiesta Diesel: The World’s Most Efficient Car
	Add	View	20 pp.	Case Author(s): Francis Spital; David T.A. Wesley Ivey ID: 9B10M040 Publication Date: 5/21/2010 Product Type: Case (Pub Mat) Teaching Note: Teaching Note: 8B10M40 Geographic Setting: United States; Europe Industry Setting: Transportation Equipment Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Global product; Product strategy; New products; Automotive Major Disciplines: General Management; International Product Description: The case describes the challenges faced by Ford and other automobile manufacturers in an era of declining oil reserves and volatile fuel prices. The Ford diesel decision seems to reflect classic thinking constrained by mental models that were developed in a different world. Diesels constitute over 50 per cent of automobile sales in Europe, because fuel is extremely expensive there. If fuel gets extremely expensive in the United States, one would expect diesels to become more attractive. Yet Ford seems to be stuck in the old mental model that says Americans don't like diesels. Ford can't prove in a PowerPoint presentation that there is a big market for small diesels ? mostly because there are few small diesels available to U.S. consumers. But that traps them into a position where they will never lead the industry or innovate outside of current market and technology conditions.
	Add	View	14 pp.	Teaching Note Author(s): Francis Spital; David T.A. Wesley Ivey ID: 8B10M40 Publication Date: 5/21/2010 Product Type: Teaching Note Geographic Setting: United States; Europe Industry Setting: Transportation Equipment Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Global product; Product strategy; New products; Automotive Major Disciplines: General Management; International Product Description: The case describes the challenges faced by Ford and other automobile manufacturers in an era of declining oil reserves and volatile fuel prices. The Ford diesel decision seems to reflect classic thinking constrained by mental models that were developed in a different world. Diesels constitute over 50 per cent of automobile sales in Europe, because fuel is extremely expensive there. If fuel gets extremely expensive in the United States, one would expect diesels to become more attractive. Yet Ford seems to be stuck in the old mental model that says Americans don't like diesels. Ford can't prove in a PowerPoint presentation that there is a big market for small diesels ? mostly because there are few small diesels available to U.S. consumers. But that traps them into a position where they will never lead the industry or innovate outside of current market and technology conditions.
Accounting for Foreign Currency
	Add	View	12 pp.	Note Author(s): Darroch A. Robertson Ivey ID: 9B10B009 Publication Date: 5/7/2010 Product Type: Note Geographic Setting: Canada Industry Setting: Banking Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Foreign exchange; Accounting principles Major Disciplines: Accounting; International Product Description: The note describes Canadian accounting principles for foreign currency transactions and translation. Through the use of a detailed example, the reader is shown the difference in translation between the temporal method and current rate method.
The Canada Pension Plan Investment Board: Governance
	Add	View	11 pp.	Case Author(s): Zeigham Khokher; Walid Busaba; Ken Mark Ivey ID: 9B10N009 Publication Date: 4/19/2010 Product Type: Case (Field) Geographic Setting: Canada Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: Finance Product Description: The Canada Pension Plan Investment Board (CPPIB) has put in place a strong governance structure to ensure that excess contributions (by Canadians) can be invested with a singular mandate - to maximize the rate of return without undue risk of loss. In September 2009, a private member's bill seeks to regulate Canadian government agencies' dealings with Canadian mining companies operating in developing countries. A senior manager at the CPPIB has been asked to help craft the CPPIB's response to the bill.
Canadian Solar
	Add	View	26 pp.	Case Author(s): Paul W. Beamish; Jordan Mitchell Ivey ID: 9B10M019 Publication Date: 4/5/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10M19 Geographic Setting: Canada; China Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: Entrepreneurship; General Management; International Product Description: In late September 2009, the CEO of the Nasdaq-traded solar cell and module manufacturer, Canadian Solar, was at an inflection point in the formation of its international strategy. The company had experienced dynamic growth during the past five years buoyed largely by aggressive incentive schemes to install solar photovoltaic (PV) technology in Germany and Spain. The credit crunch, coupled with changes in government incentive programs, caused a major decline in the demand for solar PV technology and analysts were predicting that full year 2009 sales would decline. Furthermore, competition in the industry was fierce with diverse players ranging from Japanese electronic giants to low-cost Chinese producers. Canadian Solar had decided to focus on 10 major markets in the next two to three years where strong renewable policies existed. Students are challenged with deciding if any changes to the company's global strategy are necessary.
	Add	View	14 pp.	Teaching Note Author(s): Paul W. Beamish; Jordan Mitchell Ivey ID: 8B10M19 Publication Date: 4/5/2010 Product Type: Teaching Note Geographic Setting: Canada; China Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: Entrepreneurship; General Management; International Product Description: In late September 2009, the CEO of the Nasdaq-traded solar cell and module manufacturer, Canadian Solar, was at an inflection point in the formation of its international strategy. The company had experienced dynamic growth during the past five years buoyed largely by aggressive incentive schemes to install solar photovoltaic (PV) technology in Germany and Spain. The credit crunch, coupled with changes in government incentive programs, caused a major decline in the demand for solar PV technology and analysts were predicting that full year 2009 sales would decline. Furthermore, competition in the industry was fierce with diverse players ranging from Japanese electronic giants to low-cost Chinese producers. Canadian Solar had decided to focus on 10 major markets in the next two to three years where strong renewable policies existed. Students are challenged with deciding if any changes to the company's global strategy are necessary.
Good Intentions Gone Awry at the National Kidney Foundation
	Add	View	14 pp.	Case Author(s): Hwee Sing Khoo; Audrey Chia; Vivien K. G. Lim Ivey ID: 9B10M017 Publication Date: 4/21/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10M17 Geographic Setting: Singapore Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: General Management; Human Resource Management; International Product Description: This case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, T.T. Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore's largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteering and working with the NKF, and initiated research, marketing and fund-raising strategies for the charity. Under Durai's helm, the charity's revenue grew from $17 million to $116 million. Dialysis centres in other parts of the world sought Durai's expertise to improve their dialysis programs. This case documents the unfolding events that led to surprising revelations in court. These include Durai's leadership style, controversial decisions, bountiful entitlements and debatable actions taken to achieve his aims. In all, the case provides a perceptive insight into how differing perceptions of responsible leadership affected the stakeholders of the NKF, and encourages readers to analyze and propose how things could be improved, or could have turned out differently.
	Add	View	8 pp.	Teaching Note Author(s): Hwee Sing Khoo; Audrey Chia; Vivien K. G. Lim Ivey ID: 8B10M17 Publication Date: 4/21/2010 Product Type: Teaching Note Geographic Setting: Singapore Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: General Management; Human Resource Management; International Product Description: This case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, T.T. Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore's largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteering and working with the NKF, and initiated research, marketing and fund-raising strategies for the charity. Under Durai's helm, the charity's revenue grew from $17 million to $116 million. Dialysis centres in other parts of the world sought Durai's expertise to improve their dialysis programs. This case documents the unfolding events that led to surprising revelations in court. These include Durai's leadership style, controversial decisions, bountiful entitlements and debatable actions taken to achieve his aims. In all, the case provides a perceptive insight into how differing perceptions of responsible leadership affected the stakeholders of the NKF, and encourages readers to analyze and propose how things could be improved, or could have turned out differently.
ArcelorMittal (C)
	Add	View	2 pp.	Supplement Author(s): Jean-Louis Schaan; Ramasastry Chandrasekhar Ivey ID: 9B10M003 Publication Date: 4/12/2010 Product Type: Supplement Geographic Setting: Global Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: General Management; International Product Description: From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a “merger of equals.” Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. See ArcelorMittal (A), product #9B10M001 and ArcelorMittal (B), product #9B10M002.
ArcelorMittal (B)
	Add	View	5 pp.	Supplement Author(s): Jean-Louis Schaan; Ramasastry Chandrasekhar Ivey ID: 9B10M002 Publication Date: 4/12/2010 Product Type: Supplement Geographic Setting: Global Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: General Management; International Product Description: From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a “merger of equals.” Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. Also see ArcelorMittal (A), product #9B10M001 and ArcelorMittal (C), product #9B10M003.
ArcelorMittal (A)
	Add	View	15 pp.	Case Author(s): Jean-Louis Schaan; Ramasastry Chandrasekhar Ivey ID: 9B10M001 Publication Date: 4/12/2010 Revision Date: 4/13/2010 Product Type: Case (Field) Geographic Setting: Global Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: General Management; International Product Description: From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a “merger of equals.” Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. Also see supplemental cases ArcelorMittal (B), product #9B10M002 and ArcelorMittal (C), product #9B10M003.
Challenges of Growth at Protegra
	Add	View	14 pp.	Case Author(s): Bob Travica Ivey ID: 9B10E004 Publication Date: 4/21/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10E04 Geographic Setting: Canada Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate Subjects: None specified Major Disciplines: General Management; Human Resource Management; Management Science and Information Systems Product Description: Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra's design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.
	Add	View	8 pp.	Teaching Note Author(s): Bob Travica Ivey ID: 8B10E04 Publication Date: 4/21/2010 Product Type: Teaching Note Geographic Setting: Canada Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate Subjects: None specified Major Disciplines: General Management; Human Resource Management; Management Science and Information Systems Product Description: Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra's design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.
Kimpton Hotels - Setting Prices on Priceline (A)
	Add	View	8 pp.	Case Author(s): Chris Anderson; John G. Wilson; Joel Read Ivey ID: 9B09E027 Publication Date: 2/11/2010 Product Type: Case (Gen Exp) Geographic Setting: United States Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Modeling; Customer demand; Simulation; Probabilistic and statistical modeling Major Disciplines: Management Science and Information Systems; Marketing; Production and Operations Management Product Description: In June 2008, the Kimpton Hotels' area director of revenue management (director) for Washington, D.C. was trying to process the most recent customer information report from Priceline.com (Priceline). In an attempt to improve revenues during periods of low occupancy at the hotel, the director had recently been using Priceline's "name your own price" bidding format. While using this sales channel had limited success, the director was wondering the best way to maximize the revenue coming from Priceline without cannibalizing existing sales or tarnishing the Kimpton brand. His challenge was to create a pricing strategy that would determine the optimal posted price for rooms in the Washington, D. C. hotel as well as the number of rooms that should be provided to Priceline.
Are We Ready for an Automotive Plant?
	Add	View	15 pp.	Case Author(s): Yi-Chia Wu; Joo Y. Jung Ivey ID: 9B09D014 Publication Date: 2/5/2010 Product Type: Case (Field) Teaching Note: 8B09D14 Geographic Setting: United States Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Automotive; Site selection; Global strategy; Decision making Major Disciplines: General Management; International; Production and Operations Management Product Description: The city of McAllen, Texas and its partners have worked on attracting an automotive assembly plant to the region for over fifteen years. Under the North American Free Trade Agreement (NAFTA) provision, this region enjoys the advantages offered by both sides of the Mexican-U.S. border. Even during the economic downturn of 2007 to 2008, McAllen experienced a lower unemployment rate compared to other cities in the United States. One of the primary reasons was its close proximity and economic ties to Mexico. Lower labour cost, a right-to-work state and proximity to Mexico were some of this region's strengths, while a high illiteracy rate, limited numbers of automotive suppliers and small workforce were among its weaknesses. Based on publicly available data and aggregate score evaluation methods, McAllen is compared to other potential sites. The case addresses a wide range of issue regarding site selection factors within the automotive industry. Teaching objectives include: 1) to examine essential factors for site location of different industries, including the automotive industry 2) to evaluate the potential sites based on a quantitative method, such as the relative aggregate score 3) to understand other qualitative factors that can affect the decision. The case is suitable for courses and workshops concerning operations management, supply chain management, production management, pr
Domestogaz of Ukraine
	Add	View	14 pp.	Case Author(s): Tony S. Frost; Stephen R. Foerster Ivey ID: 9B07N008 Publication Date: 2/5/2010 Product Type: Case (Library) Industry Setting: Automotive Dealers & Gas Service Size: Medium Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategic scope Major Disciplines: Finance; International Product Description: An investment banking employee is given the task of assessing a potential equity investment for the $300 million Eastern European Investment Fund. He was examining Domestogaz, a privately controlled Ukrainian company with storage and retail operations in the light oil market. He needed to better understand the political and economic environment, value the firm based on projected cash flows, and then make a recommendation.
The North West Company: Cross-enterprise Strategy
	Add	View	25 pp.	Case Author(s): Stephen R. Foerster; Mary M. Crossan; James E. Hatch; Ken Mark Ivey ID: 9B07M047 Publication Date: 2/5/2010 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: Entrepreneurship; General Management Product Description: The North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Winnipeg. In contrast with North West's ""push"" system of product replenishment, Giant Tiger had developed a successful ""pull"" system that gave individual store managers tremendous leeway in ordering decisions. The president and CEO wonders whether there is an opportunity to drive better results by adopting Giant Tiger's pull system within its Northern stores. The upside potential may include higher sales and reduced inventory levels as merchandise is tailored for each community. On the other hand, North West may face logistics and human resources issues in attempting to adopt this new system. This case provides detailed information about North West, its environment and Giant Tiger. The supplements The North West Company (B): Supply Chain Management, product 9B07D008, and The North West Company (C): Human Resources, product 9B07C024, look at the supply chain and human resources issues.
Sun Life Financial: A Potential Indian Life Insurance Joint Venture
	Add	View	8 pp.	Supplement Author(s): Stephen R. Foerster; Tony S. Frost; Eric Morse; Ken Mark Ivey ID: 9B07M046 Publication Date: 2/5/2010 Product Type: Supplement Related Material: 7B07M046 Geographic Setting: Canada; India Size: Large Year of Event: 1999 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Expansion Major Disciplines: Entrepreneurship; General Management; International Product Description: This supplement to Sun Life Financial: Planning for the Future, product 9B07M045, hones in on Sun Life's decision to re-enter the Indian insurance market.
Sun Life Financial: Planning for the Future
	Add	View	5 pp.	Case Author(s): Stephen R. Foerster; Tony S. Frost; Eric Morse; Ken Mark Ivey ID: 9B07M045 Publication Date: 2/5/2010 Product Type: Case (Field) Related Material: 7B07M045 Geographic Setting: Canada; India Size: Large Year of Event: 1999 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Insurance Major Disciplines: Entrepreneurship; General Management; International Product Description: The Sun Life Financial cases allow students to take a cross-enterprise leadership approach in examining Sun Life's effort to re-enter the Indian insurance market. Set in March 1999, a vice-president in Sun Life's international team is looking at international expansion options. In its domestic market, Sun Life, relative to its peers, has had below average financial performance. With the domestic insurers demutualizing (i.e. converting from a policy holder-held mutual company to a public company), Sun Life needs to find avenues of growth. In addition, there are rumours that the domestic insurance industry will be opened up to competition from the Canadian banks, whose market capitalization dwarfs that of the insurance industry. The (A) case, Sun Life Financial: Planning for the Future, product #9B07M045 lays out the macro issues and describes in general the various insurance markets around the world. The (B) case, Sun Life Financial: A Potential Indian Life Insurance Joint Venture, product #9B07M046, hones in on Sun Life's decision to re-enter the Indian insurance market.
The North West Company (B): Supply Chain Management
	Add	View	7 pp.	Case Author(s): P. Fraser Johnson; Stephen R. Foerster; Ken Mark Ivey ID: 9B07D008 Publication Date: 2/5/2010 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: Entrepreneurship; Production and Operations Management Product Description: The North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Winnipeg. In contrast with North West's ""push"" system of product replenishment, Giant Tiger had developed a successful ""pull"" system that gave individual store managers tremendous leeway in ordering decisions. The president and CEO wonders whether there is an opportunity to drive better results by adopting Giant Tiger's pull system within its Northern stores. The upside potential may include higher sales and reduced inventory levels as merchandise is tailored for each community. On the other hand, North West may face logistics and human resources issues in attempting to adopt this new system. This supplement to The North West Company (A): Cross-enterprise Strategy, product 9B07M047, discusses the supply chain issues.
The North West Company (C): Human Resources
	Add	View	2 pp.	Case Author(s): Mary M. Crossan; Stephen R. Foerster; Ken Mark Ivey ID: 9B07C024 Publication Date: 2/5/2010 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: Entrepreneurship Product Description: The North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Winnipeg. In contrast with North West's ""push"" system of product replenishment, Giant Tiger had developed a successful ""pull"" system that gave individual store managers tremendous leeway in ordering decisions. The president and CEO wonders whether there is an opportunity to drive better results by adopting Giant Tiger's pull system within its Northern stores. The upside potential may include higher sales and reduced inventory levels as merchandise is tailored for each community. On the other hand, North West may face logistics and human resources issues in attempting to adopt this new system. This supplement to The North West Company (A): Cross-enterprise Strategy, product 9B07M047, discusses the human resources issues.
Mobile Language Learning: Praxis Makes Perfect in China
	Add	View	8 pp.	Case Author(s): Ilan Alon; Allen H. Kupetz Ivey ID: 9B10M021 Publication Date: 4/21/2010 Product Type: Case (Field) Teaching Note: Teaching Note: 8B10M21 Geographic Setting: China Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: None specified Major Disciplines: Entrepreneurship; General Management; International; Management Science and Information Systems; Marketing Product Description: Praxis Language is a small company in China started by three non-Chinese entrepreneurs. Originally focused on teaching Chinese to native English speakers using podcasting and other online tools, Praxis has also developed content to teach English to native Chinese speakers, which the company perceives as a much bigger market. The case describes the challenges facing the co-founder of Praxis as he navigates emerging mobile technology (hardware and software), the complexities of doing business in China, and the consequences of explosive growth.
Pension Accounting: The End of Smoothing?
	Add	View	9 pp.	Article Author(s): Christine I. Wiedman; Heather Weir Ivey ID: 9B05TB03 Publication Date: 01/03/2005 Product Type: Article Subjects: Pensions Major Disciplines: General Management Product Description: Assessing the state of a company's pension plan by looking at its financial statements is misleading. Enter smoothing and exit the same. But will it make a difference? The current state of many company's defined benefit pension plans may be parlous, but you would never know it from the balance sheets. The reason is that current accounting standards allow for the extensive smoothing of gains or losses. Will the elimination of smoothing present a true picture of a company's defined benefit plan? Or, will it force firms to reconsider the benefits that they pay out to retirees? These accounting professors shed new light on these questions.
Accounting for Stock-based Compensation: The Devil is in the Details
	Add	View	11 pp.	Article Author(s): Christine I. Wiedman; Heather Weir; Mark R. Huson Ivey ID: 9B03TD01 Publication Date: 01/07/2003 Product Type: Article Subjects: Income determination; Accounting methods Major Disciplines: General Management Product Description: Now that companies have begun to account for stock options on their balance sheets, investors will be able to compare various companies' stock option practices. But the real story, as these professors write, is still in the fine print. Disclosure of the fair value of stock option compensation is available for the first time in the notes to the financial statements of Canadian companies. However, because of differences in the reporting presentation and the assumptions made to obtain the inputs to option-pricing models, investors should not assume that these disclosures will allow them to compare option-granting behaviour across firms
Entrepreneurs at Twitter: Building a Brand, a Social Tool or a Tech Powerhouse?
	Add	View	10 pp.	Case Author(s): Simon Parker; Ken Mark Ivey ID: 9B10M028 Publication Date: 3/22/2010 Product Type: Case (Pub Mat) Teaching Note: 8B10M28 Geographic Setting: United States Industry Setting: Miscellaneous Services Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Social networking media; Strategic positioning; New venture Major Disciplines: Entrepreneurship; General Management; Management Science and Information Systems; Marketing Product Description: Twitter has become an incredibly popular micro-blogging service since its launch in 2006. Its founders have ambitious plans for the service, and are backed by $155 million of venture capital funding, which valued the company at $1 billion in 2009. Twitter seems to attract a diverse audience of users from political organizers looking to disseminate information to their followers; businesses looking to reach out, in real time, to potential customers; and for social networking purposes. The company charges consumers nothing for its service. By 2009, competitors have emerged - some of whom have deep pockets. Yet, it remains unclear - at least to observers - whether the company will ever make money from its service.
GM: The Opel Decision
	Add	View	19 pp.	Case Author(s): Darren Meister; Ramasastry Chandrasekhar Ivey ID: 9B10M022 Publication Date: 3/8/2010 Revision Date: 3/22/2010 Product Type: Case (Pub Mat) Teaching Note: 8B10M22 Geographic Setting: United States; Europe Industry Setting: Transportation Equipment Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Portfolio analysis; Strategic management; Divestitures; International business Major Disciplines: General Management; International Product Description: In July 2009, General Motors Company (GM),the world's second largest automotive enterprise, has come out of a bankruptcy orchestrated by the U.S. federal government. Leaner and focused after a 40-day exercise, GM is still a long way from a full-fledged financial recovery. The company is under a mandate to concentrate first on its U.S. market. Its European subsidiary, which manufactures the Opel cars, has been struggling for nearly a decade. The business seems fundamentally sound. Opel requires capital infusion and managerial skills for which GM has been talking to potential investors, such as Fiat of Italy, BAIC of China, Magna of Canada and RHJI of Belgium. The board of GM has to decide whether GM should liquidate Opel, retain it within its fold or go for partial divestiture. In the event of a sale of stake, the board has to decide whom, from among those short-listed by the chief executive officer and his team, it should bring aboard. The case provides an opportunity for students to use available data and their judgment to choose a bidder who can drive shareholder value. It helps them deal with issues such as timing and biases in a typical retain/liquidate/divest decision and also whether a company should have, on the lines of a more common M&A strategy, an ongoing divestiture strategy.
Hopax (C)
	Add	View	9 pp.	Supplement Author(s): Jean-Louis Schaan; Yung-Chien Lou Ivey ID: 9B10M006 Publication Date: 3/22/2010 Revision Date: 3/31/2010 Product Type: Supplement Teaching Note: 8B10M04 Geographic Setting: Taiwan Industry Setting: Miscellaneous Retail Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Judo strategy; Intellectual property litigation; Competitive strategy; Global strategy Major Disciplines: Entrepreneurship; General Management; International Product Description: This supplement to Hopax (A), product number 9B10M004, recounts the events that followed until 2008 and explains how the company applied principles of "judo strategy" to become the second largest supplier of repositionable notes in the world.
Hopax (B)
	Add	View	1 pp.	Supplement Author(s): Jean-Louis Schaan; Yung-Chien Lou Ivey ID: 9B10M005 Publication Date: 3/22/2010 Revision Date: 3/31/2010 Product Type: Supplement Teaching Note: 8B10M04 Geographic Setting: Taiwan Industry Setting: Miscellaneous Retail Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Judo strategy; Competitive strategy; Global strategy; Intellectual property litigation Major Disciplines: Entrepreneurship; General Management; International Product Description: This supplement to Hopax (A), product number 9B10M004, explains that, unlike the other players, Hopax decides to fight in court after Staples, Hopax's largest customer in the United States, decides to cancel its contract.
Hopax (A)
	Add	View	12 pp.	Case Author(s): Jean-Louis Schaan; Yung-Chien Lou Ivey ID: 9B10M004 Publication Date: 3/22/2010 Revision Date: 3/26/2010 Product Type: Case (Pub Mat) Teaching Note: 8B10M04 Geographic Setting: Taiwan Industry Setting: Miscellaneous Retail Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Judo strategy; Intellectual property litigation; Global strategy; Competitive strategy Major Disciplines: Entrepreneurship; General Management; International Product Description: The three-case series is about how a medium-sized Taiwanese company approached competition with 3M in global markets. The series covers a 14-year period. The A case starts in 1994, when 3M decides to launch a lawsuit against companies (including Hopax) selling repositionable notes that compete with 3M's highly successful Post-It notes in the United States. How should Hopax respond? The B case explains that, unlike the other players, Hopax decides to fight in court. Staples, Hopax's largest customer in the United States, decides to cancel its contract. What should Hopax do now? The C case recounts the events that follow until 2008 and explains how the company applies principles of "judo strategy" to become the second largest supplier of repositionable notes in the world. The series allows students to explore options to smaller innovative companies as they try to compete in global markets with large, resource-rich, players who do not hesitate to use courts to try to eliminate their smaller competitors.
Kyle Evans at Ruffian Apparel: Staffing a Retail Establishment
	Add	View	11 pp.	Case Author(s): Ann C. Frost; Kevin Hewins Ivey ID: 9B09C008 Publication Date: 1/27/2010 Product Type: Case (Gen Exp) Teaching Note: 8B09C08 Geographic Setting: Canada Industry Setting: Apparel and Accessory Stores Year of Event: 2007 Level of Difficulty: 3 - Undergraduate Subjects: Pay for performance; Compensation; Motivation; Staffing Major Disciplines: Human Resource Management Product Description: Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.
Measuring Impairment at Dofasco
	Add	View	21 pp.	Case Author(s): Mary Heisz; Mary-Jane Mastrandrea Ivey ID: 9B09B017 Publication Date: 1/25/2010 Product Type: Case (Library) Geographic Setting: Canada Industry Setting: Primary Metal Industries Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Intellectual properties; International accounting; Accounting principles; Valuation Major Disciplines: Accounting Product Description: In December 2008, the ArcelorMittal Dofasco (Dofasco) accounting team was facing a significant challenge. In the past few years, Dofasco had undergone significant ownership changes, and when the firm had first been acquired the market had placed a premium share value on the Dofasco subsidiary. In light of a recent economic downturn, the accounting team was required to reassess the values assigned to the subsidiary's net assets. Dismal forecasted earnings for the operations indicated a potential impairment of the operation's assets under international financial reporting standards (IFRS). The team began with a review of the original fair value estimates, subsequent purchase price and its allocation to various tangible and intangible assets and liabilities. It was discovered the evaluator's fair value assessments for the various intangibles had relied on an income approach, using projected EBITDA derived from each intangible to determine its value. The team wondered how the revised EBITDA projections would change the recoverable value of Dofasco's intangible assets and therefore discover the implications of the current economic situation on the value of intangible assets recognized at Dofasco's acquisition.
GPS-to-GO Takes on Garmin
	Add	View	9 pp.	Case Author(s): Donald A. Pillittere Ivey ID: 9B09A027 Publication Date: 1/25/2010 Product Type: Case (Gen Exp) Teaching Note: 8B09A27 Geographic Setting: United States Industry Setting: Measuring & Analyzing Instruments Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Management style; Management behaviour; Manufacturing strategy; Corporate culture; Costs; Break-Even analysis; Change management; New product development Major Disciplines: Entrepreneurship; General Management; International; Marketing Product Description: GPS-to-GO is a successful company that has a wealth of brilliant researchers and scientists who have created advanced global positioning systems (GPSs) for complex air-traffic control and logistics systems. Now, the vision of one of the up and coming managers is to use GPS-to-GO's knowledge to dominate the consumer market with premium-priced and feature-rich GPS units. Even though GPS-to-GO is far ahead in terms of GPS technology, the consumer market demands low-cost units and yearly follow-on products, which requires drastically different skills than GPS-to-GO's typical five- to 10-year cost-plus government projects. One of the managers is tasked with how to meet the cost target and market window for the new product, while working with the same engineering group that caused the unit manufacturing problem and launch delays in the first place. The key issues concern 1) engineering-centric companies and their culture, business strategies and processes for managing new product development 2) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees in a totally new market segment 3) the role managers can play in making critical decisions with a keen eye on roadblocks to success, such as culture, inadequate skills and overly optimistic and myopic vis
Strategic Planning at Apple Inc.
	Add	View	12 pp.	Case Author(s): Kyle Murray; Miranda Goode; Fabrizio Di Muro Ivey ID: 9B09A026 Publication Date: 1/11/2010 Product Type: Case (Library) Teaching Note: 8B09A26 Geographic Setting: United States Industry Setting: Business Services Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Competitive advantage; Strategic planning; Retailing; New products Major Disciplines: General Management; Marketing Product Description: Apple Inc. is one of the world's most sucessful and most recognizable companies. Over its 30 year existence, the company had seen a lot of changes in the computer industry. What would the future hold for the computer giant in a rapidly changing world? How should the company allocate resources between its more traditional offerings (computers) and its newer products (iPods, iPhones, Apple TV, etc.) in order to maintain and improve its market position. Also, how should Apple's unique retail strategy be used to support the company's product decisions, and by capitalizing on new and emerging trends thus further maintaining its competitive advantage.
Oncidium Business Consulting (A1)
	Add	View	8 pp.	Case Author(s): John S. Haywood-Farmer; Ramasastry Chandrasekhar Ivey ID: 9B09D015 Publication Date: 12/11/2009 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Corporate Culture; Professional Firms; Valuation; Partnership Major Disciplines: Entrepreneurship; Production and Operations Management Product Description: In late 2006, the four partners of Oncidium Business Consulting disagree on a number of questions, such as the firm's future direction, the responsibilities of each partner and how profits are to be divided. The A1 case, 9B09D015, takes the viewpoint of the founding partner and majority holder of the firm's shares. The A2 case, 9B09D016, looks at the situation from the position of one of the minority partners.
Hongxing Auto Sales and Service Co.
	Add	View	10 pp.	Case Author(s): James E. Hatch; Yuan Shi; Wei Sun Ivey ID: 9B09N031 Publication Date: 12/11/2009 Revision Date: 1/27/2010 Product Type: Case Teaching Note: 8B09N31 Geographic Setting: China Industry Setting: Transportation Equipment Size: Small Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategic size-up; Valuation Major Disciplines: Entrepreneurship; Finance; International Product Description: The Li family, the sole owners of Hongxing Auto Sales and Service, are ready to sell the company. They must determine how much the business is worth and the best method of negotiating the sale of the business. This case deals with the valuation of a small, privately-owned business, and will develop students' skills in sizing up a business and placing a value on a business using a variety of methods, including liquidation value, discounted cash flow and price-earnings multiples.
BCE Inc.: World’s Largest LBO Deal in Jeopardy
	Add	View	4 pp.	Case Author(s): Stephen R. Foerster Ivey ID: 9B09N029 Publication Date: 12/11/2009 Revision Date: 1/29/2010 Product Type: Case Teaching Note: 8B09N29 Geographic Setting: Canada Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Leveraged buyout; Deal structuring; Stock market; Dividend policy Major Disciplines: Finance Product Description: In November, 2008, BCI Inc. (BCE) appeared to be on track to meet a December 2008 deadline to complete a $52-billion privatization deal. A consortium had previously submitted a winning leveraged buyout (LBO) bid that was estimated to add an estimated $32 billion in debt to the company. Mere days before the deal's ``termination date,'' BCE executives were stunned to hear that KPMG auditors advised the deal was in jeopardy of collapse - based on a clause that normally merited little attention. The auditors noted that, on the basis of preliminary assessment, the company had not passed a required "solvency test" which compared the estimated value of BCE's assets and liabilities in the event that BCE needed to liquidate. BCE executives had little time to determine if the deal could still be saved and if so, how? Conversely, if the deal could not be completed, what would the organization's next steps be?
Alcan (B): Reacting to the Alcoa Offer
	Add	View	12 pp.	Case Author(s): Johnny Boghossian; Karl Moore; Amrita Nain; Gregory Vit Ivey ID: 9B09N024 Publication Date: 12/8/2009 Product Type: Case (Field) Teaching Note: 8B09N24 Geographic Setting: Canada; Global Industry Setting: Metal Mining Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategy and Resources; Globalization; Mergers & Acquisitions; Government and Business Major Disciplines: Finance; International Product Description: In May 2007, aluminum giant Alcoa announced its intentions to perform a hostile takeover of Alcan. Case B is set at this point and before Rio Tinto was in a position to announce its own offer. Students are asked to perform valuations of Alcan to determine the premium offered by Alcoa, consider the strategies Alcan can employ, and supply the suggestions Alcan managers should provide shareholders.
Speed Race: Benelli and QJ Compete in the International Motorbike Arena
	Add	View	16 pp.	Case Author(s): Francesca Spigarelli; Ilan Alon; William Wei Ivey ID: 9B09M097 Publication Date: 12/23/2009 Product Type: Case (Field) Teaching Note: 8B09M97 Geographic Setting: China; Italy Industry Setting: Transportation Equipment; Miscellaneous Manufacturing Industries; Rubber & Miscellaneous Plastics Products Size: Large/Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Competitiveness; Mergers & Acquisitions; Internationalization Major Disciplines: Entrepreneurship; General Management; Human Resource Management; International; Marketing Product Description: In 2005, the Qianjiang Group (QJ), a large-scale Chinese state-owned group, acquired the Italian company Benelli to expand its business in Western markets beyond Italy. Benelli?s brand advantage was intended to provide the core competency for QJ to compete in the global motorbike markets; in addition, Benelli?s capabilities and know-how in motorbike and scooter engineering also helped QJ complete its product portfolio. After a successful start, the many cultural differences related to an Italian business model and a Chinese company became problematic. Problems arose in integrating Chinese and Italian cultures and in coping with a completely different way of doing business, and the company was facing stiff competition from Japanese competitors. Despite excellent press and large industrial investments aimed at gaining efficiency and reducing prices, penetration of Western markets was difficult.



NASSCOM
	Add	View	16 pp.	Case Author(s): Abhijit Gopal; Akbar Saeed Ivey ID: 9B09M094 Publication Date: 12/11/2009 Product Type: Case (Library) Teaching Note: 8B09M94 Geographic Setting: India Industry Setting: Non-Profit Organizations Size: Not Applicable Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategic Positioning; Strategic Change; Strategy and Resources; Strategic Alliances Major Disciplines: General Management; International; Management Science and Information Systems Product Description: The vice-president of the National Association of Software and Services Companies (NASSCOM) was reflecting on the role NASSCOM currently played: it was considered the "voice" of the software and services industry in India and had been extremely successful in promoting Indian information technology (IT) to the world. Each success had now forced NASSCOM to reconsider its goals to better align itself to the complex needs of the quickly evolving IT business process outsourcing (IT-BPO) industry in India. The vice-president had been asked to address attendees at a leadership conference with details of NASSCOM's strategic refocusing. How could NASSCOM maintain its relevance in an industry that was already considered a global leader? How would NASSCOM position itself in response to its own president's desire to focus on the small-medium enterprise (SME) segment of the Indian industry, and also in response to a report that identified the domestic market as a significant future growth driver of IT enabled services? What role would it play, and how would it get there?
Brett Sanders at Inglewood Instrument Co.
	Add	View	6 pp.	Case Author(s): Michael Sider; Ken Mark Ivey ID: 9B09M091 Publication Date: 12/11/2009 Product Type: Case (Gen Exp) Teaching Note: 8B09M91 Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Communications; Management Behaviour; Corporate Responsibility; Crisis Management Major Disciplines: General Management Product Description: The general manager, U.K. for Inglewood Instrument Co. (Inglewood) is sitting outside of his company's headquarters in Burnaby, B.C., waiting for a meeting with the founder of the company to clarify his future as the firm's general manager, U.K. The general manager suspects that the founder and the vice-president Business Development, are actively trying to find a replacement for the general manager, U.K. position. As the general manager is barely one year into a two year contract, he feels shortchanged by the fact that the opportunity, which he uncovered, is being taken away from him. He knows that he needs to strike the correct balance between fact-gathering and advocacy. He needs to uncover what the founder has in mind for his career at Inglewood. The general manager wonders how he should prioritize his issues and how he should approach the conversation.
Jim Lander at Thamesford Logistics
	Add	View	5 pp.	Case Author(s): Michael Sider; Ken Mark Ivey ID: 9B09M090 Publication Date: 12/11/2009 Product Type: Case (Gen Exp) Teaching Note: 8B09M90 Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Conflict Resolution; Management Behaviour; Communications Major Disciplines: General Management Product Description: An operating manager who as an equity stake in Thamesford Logistics is preparing himself for what he believes will be a difficult conversation with Thamesford Logistic's chief financial officer (CFO) on a current project despite the fact that the operating manager has a legal dispute with the CFO on another deal. In the recent past, the operating manager and the CFO were partners trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and the CFO continued to push the project ahead, cutting the operating manager out of the proceeds. A disagreement over the ownership of the success fee led to the operating manager's lawsuit against the CFO. Meanwhile, Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the operating manager and the CFO to cooperate on the deal. The operating manager is thinking about how he should approach a meeting with the CFO, what he should say, what he would not say and what he wanted to achieve by the end.
Ciputra Group: Shaping the City in Asia
	Add	View	15 pp.	Case Author(s): Marleen Dieleman Ivey ID: 9B09M084 Publication Date: 12/8/2009 Product Type: Case (Field) Teaching Note: 8B09M84 Geographic Setting: Indonesia Industry Setting: Real Estate Industry Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Entrepreneurial Business Growth; Family Business; Change Management; Emerging Markets Major Disciplines: Entrepreneurship; General Management; International Product Description: The Ciputra Group was set up by Mr. Ciputra in the 1980s, after a long entrepreneurial career with a vision to provide a business for his children. The case describes the development of this group, which evolved into a prominent and innovative player in the Indonesian property sector. Under Ciputra's guidance, the company became known for its satellite cities, in which the group combined technical, construction and urban planning qualities, along with the ability to understand and manoeuvre in the difficult Indonesian environment. The Ciputra Group moved into areas where the government was weak (public facilities, roads, sewerage, city management, security, etc) and as such became an "institutional entrepreneur" that shaped Indonesia's cities. This model was later exported to other emerging markets. The case ends with the company facing two sets of interlinked problems. One set is strategic, as the company's business model has proven to be vulnerable, and it is undergoing various changes. The question is what strategic option the company should choose. The second set of issues concerns the leadership and corporate structure of the group. Since Ciputra is in his late 70s, a generational change in leadership is imminent, and students are asked to reflect on the most appropriate path towards further development of the business from one led by a charismatic entrepreneur towards a professional family business
Vestas Wind Systems A/S - Exploiting Global R&D Synergies
	Add	View	17 pp.	Case Author(s): Torben Pedersen Ivey ID: 9B09M079 Publication Date: 12/23/2009 Product Type: Case (Field) Teaching Note: 8B09M79 Geographic Setting: Denmark; India Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Global Strategy; Value Chain; Technology Transfer; Research and Development Major Disciplines: Entrepreneurship; General Management; International; Production and Operations Management Product Description: With a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with R&D centres in Denmark, the United Kingdom, Singapore and India, and, in early 2009, a centre was opened in the United States. This transformed Vestas into a high-tech company and put a greater emphasis on its technological innovations.
Reinventing the San Miguel Corporation
	Add	View	20 pp.	Case Author(s): Roberto Galang; Andrew Delios Ivey ID: 9B09M074 Publication Date: 12/8/2009 Product Type: Case (Pub Mat) Teaching Note: 8B09M74 Geographic Setting: Philippines Industry Setting: Food and Kindred Products Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Corporate Strategy; Strategy; International Strategy; Diversification Major Disciplines: General Management; International Product Description: San Miguel Corporation is one of the oldest and largest companies in the Philippines. In its 100 year history, it has established a clear leadership position in the Philippine beer industry, as well as having made successful forays into other related and unrelated product areas. In the late 2000s, Eduardo Cojuangco, the CEO of San Miguel Corporation, which was South Asia's largest food and beverage company, found himself in a quandary. Cojuanco wanted to move San Miguel into industries that had scale and good future growth possibilities, to build leadership positions in key industries that would drive growth not just for San Miguel but also for the Philippines. At the same time, San Miguel Corporation would reverse its international expansion plans. The case involves discussion of this strategy, tracing issues of internationalization versus a domestic product focused growth in non-allied businesses in the Philippines, such as energy, mining, infrastructure and other utilities.
Alcan (A): Anticipating Industry Change
	Add	View	18 pp.	Case Author(s): Gregory Vit; Johnny Boghossian; Amrita Nain; Karl Moore Ivey ID: 9B09M071 Publication Date: 12/8/2009 Product Type: Case (Field) Teaching Note: 8B09M71 Geographic Setting: Canada; Global Industry Setting: Metal Mining Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategy and Resources; Globalization; Mergers & Acquisitions; Government and Business Major Disciplines: General Management; International Product Description: In December 2006, Alcan was the second largest producer of aluminum in the world, but the industry was consolidating. The case traces the development of the aluminum industry since World War II to the recent emergence of China as an economic power and the accompanying rise in commodity prices. Alcan had to decide between two offers: to be acquired or to go it alone. The first offer was from Alcoa and the other from Rio Tinto. Alcoa was the world leader in the production of aluminum and, like Alcan, was engaged in significant technological research and development. Meanwhile, Rio Tinto was one of the largest mining companies in the world, but had minor aluminum operations and, in general, few downstream processing plants or technologies. Students are asked to identify Alcan's key resources and consider which strategy would make best use of them.
Business of Golf: Islington Golf Club
	Add	View	13 pp.	Case Author(s): Donald W. Barclay Ivey ID: 9B09A032 Publication Date: 12/11/2009 Product Type: Case (Field) Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Strategy; Market Focus; Operations Interface Major Disciplines: General Management; Marketing Product Description: The general manager at the Islington Golf Club (Islington) was facing a challenging context. This private equity club in the west end of Toronto, Ontario, had been in existence since 1923. Membership waiting lists had been the norm and the finances had been in good shape. However, the context was changing. The economy was working against the relatively high-cost and time-consuming game of golf. Green fee revenue was down and club food and beverage revenues were down. Capital to update the clubhouse and course was required. Older members had different ideas as to what the club should become than younger members. Competition was heating up with new clubs being built. Islington was being forced to ask some fundamental questions. What was the general manager to recommend to the member board to sustain the club into the future? The case can be used as a general management or general marketing case as it forces students to think through not just what the manager should do, but the process or framework(s) that would be helpful in getting to the decisions.
Note on Test Marketing
	Add	View	14 pp.	Note Author(s): Michael R. Pearce; Jordan Mitchell Ivey ID: 9B09A030 Publication Date: 12/11/2009 Product Type: Note Level of Difficulty: 4 - Undergraduate/MBA Subjects: Consumer Marketing; Market Research; Test Marketing Major Disciplines: Marketing Product Description: Test marketing is an important aspect of market research. This technical note deals with why test marketing is undertaken and how to do it. Topics include test market design, selection of test markets, length of test and interpretation of results.
Corporate Governance Standards: Qatar Telecom Acquires Wataniya Telecom
	Add	View	11 pp.	Case Author(s): Assem Safieddine; Zeigham Khokher; Ken Mark Ivey ID: 9B09M048 Publication Date: 11/9/2009 Product Type: Case (Field) Geographic Setting: Kuwait Industry Setting: Business Services Size: Medium Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Stakeholder Analysis; Government Regulation; Government and Business Major Disciplines: Finance; General Management; International Product Description: This case focuses on the issue of corporate governance in the Middle East. A senior official at the Kuwait Stock Exchange (KSE) is looking at a recent transaction in which Qatar Telecom (Qtel) acquired National Mobile Telecommunications Company KSC (Wataniya). The KSE official wondered whether, at the company level, inadequate corporate governance measures had allowed this alleged unequal treatment to pass unchallenged. More importantly, at the exchange level, the KSE official wondered what actions - if any - could have been taken to enhance the rights of minority shareholders.
10 Beach Hut
	Add	View	3 pp.	Case Author(s): Elizabeth M.A. Grasby; Dana Gillett; Julie Harvey Publication Date: 5/12/2006 Revision Date: 2/8/2006 Product Type: Case Ivey ID: 9B06B003 Geographic Setting: Canada Size: Small Year of Event: 2004 Level of Difficulty: 1 - Introductory Subjects: Accounting Methods; Financial Analysis; Financial Reports/Disclosure; Cash Flow Major Disciplines: Accounting Product Description: A business school graduate started The 10 Beach Hut as a sole proprietorship in January 2000. The company designed and sold beachwear in towns across Ontario, Canada. This exercise focuses on the preparation and interpretation of a cash flow statement.
	Add	View	3 pp.	Teaching Note Ivey ID: 8B06B03 For use with 9B06B003
2001 Canada Summer Games
	Add	View	27 pp.	Case Author(s): Robert J. Fisher; Karen Bong Ivey ID: 9B02A029 Publication Date: 2/6/2003 Product Type: Case (Field) Teaching Note: 8B02A29 Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Small Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sports; Advertising Strategy; Advertising Effectiveness; Advertising Management Major Disciplines: Marketing Product Description: The Canada Summer Games is a national, premier amateur sports event held biannually. The 2001 Summer Games in London, Ontario faced a challenge in generating revenue by selling spectator tickets to various events. Early sales did not meet expectations and the marketing strategy was revised halfway through the advertising campaign. The marketing manager must determine the impact revising the marketing campaign had on sales and prepare a report with recommendations that could be used by future host cities.
	Add	View	9 pp.	Teaching Note Ivey ID: 8B02A29 For use with 9B02A029.
3M Canada: Industrial Business Division
	Add	View	17 pp.	Case Author(s): Terry H. Deutscher; Ramasastry Chandrasekhar Publication Date: 10/12/2006 Product Type: Case (Field) Ivey ID: 9B06A025 Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Sales Strategy; Marketing Channels; Channel Conflict; Distribution Channels Major Disciplines: Marketing Product Description: Senior management at 3M Canada's Industrial Business Division (IBD), which manufactures abrasive and adhesive products, faces a dilemma. In the light of a 2006 directive from corporate headquarters, which calls for top line growth, IBD has a goal of essentially tripling its annual rate of sales gain from its current level of three to four per cent to 10 per cent within two years. In IBD's markets, 3M as a product-driven company with strong research and development focus, has historically concentrated on original equipment manufacturers and specialty distributors, but a new channel to market has emerged. Several national distributors of items used in general repair and maintenance are growing at a rapid pace. If 3M Canada wants to participate in the growth, it must seriously reconsider how it goes to market, particularly in sales and logistics. Dealing with this situation demands analysis of the requirements of the new channel, and an assessment of fit with IBD's capabilities and strengths. Significant changes will be necessary for IBD if it is to gain and sustain business in the emergent segment.
3M CHILE - HEALTH CARE PRODUCTS (A)
	Add	View	17 pp.	Case Deutscher TH; Campbell DD Looking for a creative option to promote 3M products to medical professionals, a 3M Chile sales manager developed the idea of a first-aid kit or “botiquin'' that could be used as a promotional gift. Managers at the company's world headquarters hadnot previously focused on branded first-aid kits. It was the same all over the world, a plain white box with the red cross in front. “You just can't brand a first-aid kit!'' they replied. At the same time, the Chilean managers lacked the resources necessary for adequate market research. Should they go ahead with the botiquin concept anyway? If they did, questions such as channels, packaging, promotion, and pricing, would still have to be addressed. (A sequel to this case is available,titled 3M Chile - Health Care Products (B), case 9A99A005.) Ivey Number: 9A99A004 Publication Date: 5/5/1999 Geographic Setting: Chile/USA Industry Setting: Wholesale Trade - Durable Goods Company Size: Large organization Event Year Start: 1995 Subjects: Marketing Channels, International Marketing, Marketing Research, Management in a Global Environment Functional Area: Marketing
	Add	View	11 pp.	Teaching Note Ivey ID: 8A99A04 For use with 9A99A004
3M CHILE - HEALTH CARE PRODUCTS (B)
	Add	View	5 pp.	Case Author(s): Terry H. Deutscher; Daniel D. Campbell Ivey ID: 9A99A005 Publication Date: 5/5/1999 Revision Date: 1/12/2010 Product Type: Case Teaching Note: 8A99A04 Geographic Setting: Chile/USA Industry Setting: Wholesale Trade - Durable Goods Size: Large Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Marketing channels; International marketing; Management in a global environment; Marketing research Major Disciplines: International; Marketing Product Description: Looking for a creative option to promote 3M products to medical professionals, a 3M Chile sales manager developed the idea of a first-aid kit or "botiquin" that could be used as a promotional gift. 3M Chile launched the product with a limited promotional budget. Sales quickly exceeded their expectations. Now 3M Chile must decide whether a more aggressive promotional campaign will work. (This case is a sequel to 3M Chile - Health Care Products (A), case 9A99A004.)
	Add	View	11 pp.	Teaching Note Ivey ID: 8A99A04 For use with 9A99A005.
4PRINT: PLANNING FOR A PROSPEROUS FUTURE
	Add	View	16 pp.	Case Author(s): Haywood-Farmer JS; Ramsay B Publication Date: 11/23/2004 Industry: Printing, Publishing & Allied Industries Abstract: 4Print Company is a small printing firm with three locations in the greater Toronto area. An employee is preparing for lease negotiation meetings with the property management company. He knew his boss would lead the discussion but wanted to haveall the necessary material since negotiating favourable lease terms would help to ensure that 4Print would continue to grow in the competitive printing industry. Ivey Number: 9B04M042 Geographic Location: Canada Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Corporate Culture; Management Succession; Negotiation; Entrepreneurship
	Add	View	8 pp.	Teaching Note For use with 9B04M042 Ivey Number: 8B04M42
A Crack in the Mug: Can Starbucks Mend It?
	Add	View	15 pp.	Case Author(s): Michael Herriman; Motohiro Wanikawa; Ryoko Ichinose; Shobhana Darak; Yumana Chaivan Publication Date: 11/28/2008 Product Type: Case (Library) Teaching Note: 8B08A16 Ivey ID: 9B08A016 Geographic Setting: United States Industry Setting: Eating and Drinking Places Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Management Decisions; Market Strategy; Licensing; Operations Management; Expansion Major Disciplines: International; Marketing Product Description: After 20 years of rapid expansion, the last six months of 2007 saw Starbucks jolted by a decline in share price of 50 per cent and a decrease in customer visits. Its share price was hovering around $19 to $20. By mid-2008, it had declined to $18. Its fiscal first-quarter profit in 2007 rose by less than two per cent, and in January 2008, it announced the closing of 100 U.S. stores. In July, the number was increased to 600. The case was written to encourage classroom discussion and research into the company policy and marketing practices in order to discover the means for a possible turnaround of the company.
	Add	View	22 pp.	Teaching Note Ivey ID: 8B08A16 For use with 9B08A016
A Few Tips About Corruption in the U.S.
	Add	View	7 pp.	Case Author(s): Andrew Delios Publication Date: 11/6/2006 Product Type: Case (Gen Exp) Ivey ID: 9B06M089 Geographic Setting: United States; China; India; Indonesia; Singapore Industry Setting: Textile Mill Products Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Ethical Issues; International Business; Internationalization; Political Environment Major Disciplines: General Management; International Product Description: This case presents the situation faced by three people in the United States as they exit a restaurant in California. They are discussing whether tipping is a form of private sector corruption, similar to public sector corruption that pervades many countries worldwide. Discussion ensues on what constitutes corruption, and whether private and public sector corruption are required and ethical business practices.
	Add	View	9 pp.	Teaching Note Ivey ID: 8B06M89 For use with 9B06M089
A HACKER ATTACK: AN E-COMMERCE NIGHTMARE (A)
	Add	View	6 pp.	Case Author(s): Darren Meister; Carlie Bell Ivey ID: 9B05E002 Publication Date: 3/7/2005 Revision Date: 9/28/2009 Product Type: Case Teaching Note: 8B05E02 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Security Systems; E-Commerce; Information Systems; Crisis Management Major Disciplines: Management Science and Information Systems Product Description: The general manager of BookMart, a major online book, movie and CD store was struggling to manage a serious breach of the company's information systems, which jeopardized both the company's reputation and its ability to provide service to its customers. He must develop an immediate plan to address the security breach internally; how to communicate the situation to customers and the media and develop a long term plan that will minimize the risk against possible future attacks. The supplement A Hacker Attack: An e-Commerce Nightmare, product 9B05E003 looks at the general manager's short and long term plans.
	Add	View	9 pp.	Teaching Note For use with 9B05E002 Ivey Number: 8B05E02
A HACKER ATTACK: AN E-COMMERCE NIGHTMARE (B)
	Add	View	4 pp.	Case Author(s): Darren Meister; Carlie Bell Ivey ID: 9B05E003 Publication Date: 3/7/2005 Revision Date: 9/28/2009 Product Type: Case Teaching Note: 8B05E02 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Crisis Management; Information Systems; Security Systems; E-Commerce Major Disciplines: Management Science and Information Systems Product Description: BookMart has a breach in the company's information systems. In this supplement to A Hacker Attack: An e-Commerce Nightmare, product 9B05E002, the general manager has to develop immediate and long term plans to deal with the situation.
	Add	View	9 pp.	Teaching Note For use with 9B05E003 Ivey Number: 8B05E02
A MINOR ASSIGNMENT
	Added	View	3 pp.	Case Author(s): Zietsma C Publication Date: 1/31/2005 Industry: Educational Services Abstract: This case is designed to stimulate students' reflections on ethics. The context of the case is a familiar one to most students (plagiarism on a student essay); it therefore allows them to experience more personally the range of emotions andperspectives involved in ethical issues. Yet the parallels to business ethics situations are strong, and can be discussed in depth. Students are assigned to one of two roles in advance of class (a student who has plagiarized text for an assignmentand a professor), supplement cases A Minor Assignment: Role of Rob Thatcher and A Minor Assignment: Role of Lydia Katz, products 9B05C007 and 9B05C008 are given out to support the roles. Ivey Number: 9B05C006 Geographic Location: Canada Company Size: Medium organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management Subjects: Ethical Issues; Personnel Management; Discipline; Classroom Management
	Add	View	8 pp.	Teaching Note For use with 9B05C006 Ivey Number: 8B05C06
A MINOR ASSIGNMENT: ROLE OF LYDIA KATZ
	Add	View	3 pp.	Case Author(s): Zietsma C Publication Date: 1/31/2005 Industry: Educational Services Abstract: In this role play supplement to A Minor Assignment, product 9B05C006, Professor Lydia Katz catches a student plagiarizing and must decide what to do about it. She calls a meeting with the student. Ivey Number: 9B05C007 Geographic Location: Canada Company Size: Medium organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management Subjects: Ethical Issues; Personnel Management; Discipline; Classroom Management
	Add	View	8 pp.	Teaching Note For use with 9B05C007 Ivey Number: 8B05C06
A MINOR ASSIGNMENT: ROLE OF ROB THATCHER
	Add	View	3 pp.	Case Author(s): Zietsma C Publication Date: 1/31/2005 Industry: Educational Services Abstract: Rob Thatcher is a student in an honours business administration program. He copies and pastes some text from a web site into an essay. He is under time pressure and does not consider this assignment important and most likely will not be read. Thisis a role play supplement to A Minor Assignment, product 9B05C006. Ivey Number: 9B05C008 Geographic Location: Canada Company Size: Medium organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management Subjects: Ethical Issues; Personnel Management; Discipline; Classroom Management
	Add	View	8 pp.	Teaching Note For use with 9B05C008 Ivey Number: 8B05C06
A Model of Clean Energy Entrepreneurship in Africa: E+Co’s Path to Scale
	Add	View	21 pp.	Case Author(s): Oana Branzei; Kevin McKague Publication Date: 8/30/2007 Revision Date: 1/8/2009 Product Type: Case Ivey ID: 9B07M059 Geographic Setting: Global Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Entrepreneurial Business Growth; Emerging Markets; Energy; Business and Society Major Disciplines: Entrepreneurship; General Management; International Product Description: The founder and executive director of E+Co faces the challenge of ten-fold growth and reviews the core parts of the company's innovative business model, the changes in the energy markets around the world, and the rationale for local solutions to energy scarcity and inefficiency. Also presented is a set of entrepreneurial growth strategies that preserve the core of the model - i.e., simultaneously tackling energy poverty and energy waste, and bringing people up the energy ladder with locally suitable and affordable solutions. These strategies help consolidate and leverage E+Co's 12 years of experience and strong local presence through an innovative combination of complementary wedges.
A Not So Rosy Situation
	Added	View	30 pp.	Case Author(s): Mary M. Crossan; Gerard Seijts; Ken Mark Publication Date: 8/30/2007 Revision Date: 10/23/2007 Product Type: Case Ivey ID: 9B07M053 Geographic Setting: Canada Industry Setting: Bldg. Materials, Hardware, Garden Supply Size: Medium Year of Event: 2002 Level of Difficulty: 5 — MBA/Postgraduate Subjects: Crisis management; Human resources management Major Disciplines: Entrepreneurship; General Management Product Description: In late November 2002, halfway through the vital Christmas selling season, William E. Aziz, hired to turn around White Rose Crafts and Nursery Sales Limited (White Rose), has to decide what to do. White Rose is under Companies' Creditors Arrangement Act (CCAA) protection, having breached its debt covenants. The company's upper and middle management is frustrated that their efforts since 1999 have not turned the firm around. The remaining employees blame the firms' situation on the change in strategy that occurred in 1999. The changes led many of White Rose's original employees to leave. At least partly due to an attempt to compete head-on with new U.S. entrants into the garden and crafts industry, the company endured three straight years of losses. In November 2002, White Rose launched a strategic review of its operations and asked its chief executive officer of three years, Dave Symons, to resign.
	Add	View	12 pp.	Teaching Note Ivey ID: 8B07M53 For use with 9B07M053
A NOTE ON SAP AG: 1999
	Add	View	22 pp.	Case Newson EFP; Lapin S; Mallett D Over the past 15 years SAP AG has become the fourth largest independent software company in the world. This ranking was achieved largely by word of mouth and with very little advertising. A brief history and update on SAP up to 1998 is provided inthis note. It includes short descriptions of the software, sales, market, customers - globally and in Canada, SAPs partners, etc. The purpose is to introduce the concept of enterprise wide systems and enterprise resource planning, using SAP as anexample. Ivey Number: 9A99E021 Publication Date: 13/06/2000 Geographic Setting: Global Industry Setting: Business Services Company Size: Large organization Event Year Start: 1999 Subjects: Computer Applications, Computer Industry, Information Systems, Information System Design Functional Area: Management Science & Information Systems
A Note on Statistics and the Law
	Add	View	14 pp.	Note Author(s): Gregory S. Zaric; Ileana Funez Publication Date: 5/11/2009 Product Type: Note Ivey ID: 9B09E001 Industry Setting: Legal Services Size: Not Applicable Level of Difficulty: 4 - Undergraduate/MBA Subjects: Linear regression; Legal issues; Statistical analysis; Bayes theorem Major Disciplines: International; Management Science and Information Systems Product Description: This note presents an overview of ways in which statistical arguments are used in court cases. Topics covered include linear regression, significance, independence, bias, conditional probability, Baye's Theorem and inversion of conditional probabilities. In addition to these topics, the note contains a number of true examples where statistical reasoning has been used or misused as part of a legal argument.
A Tattle Tale?
	Add	View	2 pp.	Case Author(s): Wee Ling Loo Publication Date: 3/31/2009 Product Type: Case (Field) Teaching Note: 8B09C07 Ivey ID: 9B09C007 Geographic Setting: Singapore Industry Setting: Educational Services Size: Not Applicable Year of Event: 2008 Level of Difficulty: 2 - Intro/Undergraduate