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Richard Ivey School of Business — The University of Western Ontario
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   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 (Field)
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 INC.
  Add   View  21 pp.  Case
Author(s): Barclay DW; Lau GT
Publication Date: 7/9/1992 Revision Date: 3/10/2004
Industry: Chemicals and Allied Products
Abstract: The Adhesive, Tape and Allied Products Group reorganized its salesforce from a specialized one (where salespeople sold only products within one of four product areas in the group) to a general one (where salespeople sold all products within thegroup) four years ago. The decision was under review due to problems such as reduced product knowledge and competition among marketing people for the salespeople's time and effort.
Ivey Number: 9A89A001
Geographic Location: Canada Company Size: Large organization Year of Event: 1988 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Sales Organization; Sales Management
  Add   View  10 pp.  Teaching Note
For use with 9A89A001
Ivey Number: 8A89A01
   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: 11/12/2002
Product Type: Supplement
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: Management in a Global Environment; Marketing Channels; Marketing Research; International Marketing
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  8 pp.  Case
Author(s): Meister D; Bell C
Publication Date: 3/7/2005
Industry: Miscellaneous Retail
Abstract: 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 itscustomers. 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. Thesupplement A Hacker Attack: An e-Commerce Nightmare, product 9B05E003 looks at the general manager's short and long term plans.
Ivey Number: 9B05E002
Geographic Location: Canada Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Subjects: Information Systems; Security Systems; Crisis Management; E-Commerce
  Add   View  9 pp.  Teaching Note
For use with 9B05E002
Ivey Number: 8B05E02
   A HACKER ATTACK: AN E-COMMERCE NIGHTMARE (B)
  Add   View  5 pp.  Case
Author(s): Meister D; Bell C
Publication Date: 3/7/2005
Industry: Miscellaneous Retail
Abstract: 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 develop immediate and long term plans to deal with the situation.
Ivey Number: 9B05E003
Geographic Location: Canada Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Subjects: Information Systems; Security Systems; Crisis Management; E-Commerce
  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
Subjects: Whistleblower; Plagiarism; Group Behaviour; Ethical Issues
Major Disciplines: Human Resource Management
Product Description: T.J., an undergraduate at a business school, was upset to find a group mate?s contribution to his group project containing plagiarized and poorly paraphrased content (also without any citation as to source in some instances). T.J. and four others had to work with K.C., the errant group member, on three group projects that together made up 30 per cent of the final mark for the course. In particular, T.J. was upset by the shoddy corrections provided by K.C. when his error was highlighted. T.J. was also appalled at K.C.'s nonchalant attitude towards plagiarism and the group projects, especially after discovering that K.C. had done the same on their first group project. T.J. felt strongly that the matter should be brought up to the course professor but two of his group mates disagreed, fearing that the group harmony would be adversely affected, thus jeopardizing their last group project, which carried significantly higher weight at 20 per cent. The remaining two group mates did not seem to consider the matter a serious one. T.J. wondered what the right thing to do would be. This case was written for use in the introductory class to a business ethics course. However, it has potential for use in lessons on negotiation, conflict resolution and team dynamics. The case is based on an actual occurrence but names have been changed to provide anonymity. The subject of plagiarism and a poorly contributing group member to group assignments is one that resonates de
  Add   View  6 pp.  Teaching Note
Ivey ID: 8B09C07
For use with 9B09C007
   A-CAT Corp. - Bang for the Bucks
  Add   View  7 pp.  Case (Field)
Author(s): Jitendra R. Sharma
Ivey ID: 9B09D006
Publication Date: 7/13/2009
Product Type: Case (Field)
Teaching Note: 8B09D06
Geographic Setting: India Industry Setting: Electric & Electronic Equipment Supplies Size: Small Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Consumer Satisfaction; Cost/Benefit Analysis; Cost Control; Product Design/Development; Value Analysis
Major Disciplines: General Management; Production and Operations Management
Product Description: The case describes the situation facing the vice-president of A-CAT Corp. (A-CAT), Vidarbha Region, Maharashtra. A-CAT manufactured a relatively wide range of electrical appliances for household use. Typical products from its product line included TV signal boosters, transformers, FM radio kits, electronic ballasts, battery chargers and voltage regulators. The voltage regulators manufactured by A-CAT were used for many different purposes; however, the focus was on its flag-ship product, VR500 - a voltage regulator of 500 VA. Over the last few months, this model had faced stiff competition and was not able to meet the rising expectations of the market. The management was concerned that a significant number of A-CAT's customers were opting for competitors' products. The case intends to 1) make students aware of the relationship between customer requirements and the technical characteristics of a product 2 ) make students grasp the basics of value analysis 3) teach the students to use value analysis in assessing the scope for cost reduction.
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B09D06
For use with 9B09D006.
   A. LYON FANNE
  Add   View  16 pp.  Case
Wirick RG
Professor Fanne was contemplating a strategy to profitably exploit the “small-firm, January'' effect whereby small cap firms tended to outperform large cap firms in January. He was considering using futures contracts.
Ivey Number: 9A96B030
Publication Date: 9/9/1996 Revision Date: 13/03/2002
Subjects: Investments, Investment Analysis
Functional Area: Finance
   A.T. KEARNEY AND THE NEW "DEFINING ENTITY"
  Add   View  19 pp.  Case
Barclay DW; Carter M
The acquisition of A.T. Kearney Ltd., an international management consulting firm, by Electronic Data Systems (EDS), an information systems company, raised many issues. Among these was the issue of how to leverage the merger in terms of providingstrategic consulting and information systems solutions to clients. Should the two firms cross-sell each other's services? Should A.T. Kearney call on existing EDS clients and vice-versa? Should the two firms work together to secure new clients?The case focuses on the chairman of A.T. Kearney Ltd. in Canada as he prepares to deal with the above issue. Once this issue has been worked through, there is an opportunity to deal with sales management issues arising from this decision. Forexample, if cross-selling is to be encouraged, what incentive scheme might be appropriate? The purpose of the case is to show how sales management decisions must be driven by marketing strategy and the desired customer interface that marketingstrategy implies.
Ivey Number: 9A98A002
Publication Date: 2/2/1998 Revision Date: 30/09/1998
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 1996
Subjects: Relationship Management, Sales Strategy, Consulting, Consolidations and Mergers
Functional Area: Marketing
  Add   View  10 pp.  Teaching Note
Ivey ID: 8A98A02
For use with 9A98A002
   ABB POLAND
  Add   View  14 pp.  Case
Frost AC; Weinstein M
The recently appointed human resource director must consider his next step in promoting the much needed restructuring of the companies they have acquired. In particular, he must consider whether a change process can be managed from outside theorganization targeted for change.
Ivey Number: 9A98C011
Publication Date: 11/12/1998 Revision Date: 29/01/1999
Geographic Setting: Poland Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 1996
Subjects: Organizational Structure, Restructuring, Matrix Organization, Management of Change
Functional Area: Human Resource Management
  Add   View  9 pp.  Teaching Note
Ivey ID: 8A98C11
For use with 9A98C011
   ABBOTT LABORATORIES, LIMITED
  Add   View  7 pp.  Case
Grasby EMA; Krupka K
A senior product manager at Abbott Laboratories Limited (Abbott) must develop a comprehensive marketing strategy to launch Abbott's ground-breaking drug, Norvir, into the Canadian market. Norvir has recently been launched in the U.S. and was used totreat patients with the Human Immunodeficiency Virus (HIV). With fewer than six months before the scheduled Canadian launch date, he must make a number of decisions concerning product positioning, sales representation and promotion.
Ivey Number: 9A98A011
Publication Date: 3/7/1998 Revision Date: 1/10/1999
Geographic Setting: Canada Industry Setting: Chemicals and Allied Products
Company Size: Large organization
Event Year Start: 1996
Subjects: Drugs, Marketing Communication
Functional Area: Marketing
  Add   View  6 pp.  Teaching Note
Ivey ID: 8A98A11
For use with 9A98A011
   ABS GLOBAL-CANADA
  Add   View  22 pp.  Case
Author(s): Harling K
Publication Date: 1/13/2006
Product Type: Case
Ivey ID: 9B05M058
Geographic Setting: Canada Industry Setting: Agricultural Services Size: Medium organization
Year of Event: 2003 Level of Difficulty: Undergraduate/MBA
Subjects: Competitive Advantage; Change Management; Managing Implementation; Strategic Change
Functional Area: General Management
Product Description: The general manager of ABS Global-Canada, was given the task of turning around the Canadian division after several years of declining sales in its principal product, bovine semen used to artificially inseminate cows. On taking charge, he madeorganizational changes, and then introducted a marketing approach that was successful in the United States. In May 2003, a dairy cow in norther Alberta was discovered with Bovine Spongiform Encephalopathy (BSE). In the next several months sales ofbeef and dairy bull semen dropped to 50 and 30 per cent respectively. He now had to decide whether he should maintain the priorities of his turnaround program.
  Add   View  12 pp.  Teaching Note
Ivey Number: 8B05M58
For use with 9B05M058
   ACADEMY OF NATIONAL ECONOMY
  Add   View  25 pp.  Case
Author(s): Papiryan G; Beamish PW
Publication Date: 5/11/2005
Product Type: Case
Ivey ID: 9B05M042
Geographic Setting: Russia Industry Setting: Educational Services Size: Large organization
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: Strategic Alliances; Educational Administration; Corporate Strategy; Synergy
Functional Area: General Management
Product Description: In 1989, the government of the USSR appointed Academician Abel Aganbegyan to the Academy of National Economy as rector. Since its foundation by the Soviet government in 1977, this educational institution educated several top managers for the Sovieteconomy. Since 1992, after the collapse of the Soviet Union and the start of democratic reforms, the Academy started its own transformation to the business university.The Academy is in the process of finding a new strategy choice for its further evolution, and the school's leadership must resolve both internal and external problems and stand up to the challenge of a competitive Russian business education market.The most significant issue for the Academy's leadership during the strategy development process is to redefine its mission and status-quo. There are three basic alternatives: to continue being affiliated with the government elite state educationaland scientific centre with the group of relatively independent business schools; separate from these independent schools and restate its mission as a state educational and research institution affiliated with the government; or encourage theseparation of the business schools and try to transform it into a Western style business school.
  Add   View  7 pp.  Teaching Note
Ivey Number: 8B05M42
For use with 9B05M042
   ACANTHUS REAL ESTATE CORPORATION
  Add   View  7 pp.  Case
Robertson DA
Acanthus Real Estate Corporation is a company that owners of multiple-unit residential buildings could consider as another means of disposing of their property investment instead of a straight sale. The company has previously entered into severaltransactions that have resulted in financial statement values of rental properties being much higher than the values. The researcher of a project on multiple-unit residential buildings must determine the financial statement impact of adopting theliability method of accounting for income tax.
Ivey Number: 9B01B016
Publication Date: 7/12/2001
Geographic Setting: Canada Industry Setting: Real Estate
Company Size: Medium organization
Event Year Start: 2000
Subjects: Accounting - Tax, Financial Analysis
Functional Area: Accounting
   Accommodating Older Workers’ Needs for Flexible Work Options
  Add   View  5 pp.  Article
Author(s): Kathleen Christensen; Marcie-Pitt Catsouphes
Publication Date: 01/07/2005
Product Type: Article
Ivey ID: 9B05TD02
Subjects: Organizational behaviour
Major Disciplines: Human Resource Management
Product Description: A recent AARP study found that 80% of baby boomers expect or want to continue working, and that the majority of them seek some form of flexibility — particularly part-time or part year work. In terms of flexible work arrangements, older workers are looking for flexibility in the scheduling of full-time work, flexibility in the amount of time spent working, and career flexibility with multiple points for entry, exit and re-entry, including formal leaves and sabbaticals. The article discusses the four basic factors that tend to stop employers from developing plans that would support the flexible employment of older workers: The rigid design and structure of full-time jobs reflects the priorities and needs of younger workers who are willing to work with less flexible schedules; attitudes that stereotype and stigmatize older workers are prevalent in the workplace; there exist inadequate opportunities for older workers to update their skills so that they match the demands of contemporary jobs, as well as an overemphasis on “bottom line” thinking. The authors call for more flexibility in the workplace particularly for older people. Fundamental shifts would need to take place, allowing not only for accommodations for older employees who have been with the same employer for a period of time but also for specifically seeking out older workers as part of the recruitment processes. They also suggest public policy innovations in four categories: Policies that promote the likelihood of longer workforce engagement; policies that promote phased retirement opportunities; policies that facilitate appropriate job development and re-design, training, retraining, and placeme
   ACCOUNTING AT BIOVAIL
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Author(s): Mary Heisz; Jessica Frisch
Publication Date: 10/13/2004 Revision Date: 11/20/2008
Product Type: Case
Teaching Note: 8B04B11
Ivey ID: 9B04B011
Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate Governance; Financial Reports/Disclosure
Major Disciplines: Accounting
Product Description: Biovail was a large international pharmaceutical company with reported revenues of $788 million. Banc of America has issued a research report which indicates that Biovail Corporation's financial statements "raised a number of issues that warrant caution for investors," and as a result, Biovail's stock was given a "sell" rating by Banc of America. A member of Biovail's audit committee is preparing for an upcoming audit meeting and considers the implications of this report for the company and for the audit committee.
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For use with 9B04B011
Ivey Number: 8B04B11
   Accounting at Biovail - Revised
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Author(s): Mary Heisz; Mary-Jane Mastrandrea; Jessica Frisch
Publication Date: 1/7/2009
Product Type: Case (Library)
Ivey ID: 9B09B004
Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate Governance; Financial Reports/Disclosure
Product Description: Biovail was a large international pharmaceutical company with reported revenues of $788 million. Banc of America has issued a research report which indicates that Biovail Corporation's financial statements “raised a number of issues that warrant caution for investors,” and as a result, Biovail's stock was given a “sell” rating by Banc of America. A member of Biovail's audit committee is preparing for an upcoming audit meeting and considers the implications of this report for the company and for the audit committee.
  Add   View  12 pp.  Teaching Note
Ivey ID: 8B09B04
For use with 9B09B004.
   ACCOUNTING FOR ACQUISITIONS AT JDS UNIPHASE CORPORATION
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Wiedman CI; Alidina A
JDSU Uniphase Corporation is a high-technology company that designs and manufactures fibre-optic components for the telecommunications and cable television industries. The company announces a record high year-end loss; they contribute the lossesprimarily to the writedown of goodwill. Using accounting for acquisitions and goodwill, the company must reassess the value of its past acquisitions.
Ivey Number: 9B01B031
Publication Date: 11/3/2002
Geographic Setting: Canada/United States Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 2001
Subjects: Accounting Methods, Accounting Methods, Valuation, Assets
Functional Area: Accounting
  Add   View  9 pp.  Teaching Note
Ivey ID: 8B01B31
For use with 9B01B031
   ACCOUNTING FOR CORPORATE INCOME TAX
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Robertson DA
The note explains current Canadian financial accounting procedures for corporate income tax as well as the theoretical options that exist. It also considers permanent differences as well as timing differences that give rise to deferred income taxes.A short example is provided.
Ivey Number: 9A98B031
Publication Date: 17/10/1998 Revision Date: 16/04/1999
Subjects: Accounting - Tax, Accounting Principles, Financial Analysis
Functional Area: Accounting
   ACCOUNTING FOR EMPLOYEE FUTURE BENEFITS: THE DEFINED BENEFIT PENSION WORKSHEET
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Author(s): Wiedman CI
Description: This note presents a commonly used worksheet to organize pension-related data reported and disclosed under CICA Handbook Section 3461. Accounting for defined benefit pension plans can be complex, in part because much of the information is recordedoff-balance-sheet.
Ivey Number: 9B03B004
Publication Date: 8/6/2003 Revision Date: 9/19/2003
Geographic Setting: Canada
Event Year Start: 2002
Subjects: Pensions; Accounting Principles; Financial Reports/Disclosure
Level of Difficulty: Undergraduate/MBA
   Accounting for Employee Future Benefits: The Defined Benefit Pension Worksheet
  Add   View  13 pp.  Note
Author(s): Christine I. Wiedman
Ivey ID: 9B03B004
Publication Date: 8/6/2003 Revision Date: 9/19/2003
Product Type: Note
Geographic Setting: Canada Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Pensions; Financial Reports/Disclosure; Accounting Principles
Major Disciplines: Accounting
Product Description: This note presents a commonly used worksheet to organize pension-related data reported and disclosed under CICA Handbook Section 3461. Accounting for defined benefit pension plans can be complex, in part because much of the information is recorded off-balance-sheet.
   Accounting for Financial Instruments
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Author(s): Darroch A. Robertson
Publication Date: 1/31/2008
Product Type: Note
Ivey ID: 9B07B014
Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Financial Instruments; Accounting Standards; Hedging; Financing
Major Disciplines: Accounting
Product Description: This note provides an overview of the Canadian accounting standards for financial instruments. Classification, valuation and disclosure are discussed.
   Accounting for Foreign Currency
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Author(s): Darroch A. Robertson
Publication Date: 1/1/1990 Revision Date: 9/27/2007
Product Type: Case
Ivey ID: 9A90B003
Geographic Setting: Canada Industry Setting: Banking
Year of Event: 1989 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.
   ACCOUNTING FOR LEASES
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Robertson DA
The note describes the reasons for the current Canadian financial accounting standards for lease accounting and the accounting entries for both the lessor and the lessee. A comparison between a capital lease and operating lease is provided so thatthe financial statement impact of the accounting standard can be discussed.
Ivey Number: 9A93B013
Publication Date: 16/08/1993
Subjects: Accounting Principles, Lease Accounting, Leasing
Functional Area: Accounting
   ACCOUNTING FOR SALE LEASEBACKS: PACIFIC WESTERN AIRLINES CORPORATION
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Author(s): Lanfranconi CP; Toland M
Description: This case focuses on a financial analyst in a large investment firm who is preparing a report on a large regional airline. The analyst is trying to interpret and evaluate the impact of a complicated sale leaseback and forward sale transaction on thefinancial statements of the airline.
Ivey Number: 9A87B010
Publication Date: 1/1/87 Revision Date: 6/3/2003
Geographic Setting: Canada
Industry Setting: Air Transportation
Event Year Start: 1986
Subjects: Lease Accounting; Financial Analysis; Leasing
Level of Difficulty: Undergraduate/MBA
   ACCURA/FLEXCO ACQUISITION
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Author(s): Hatch JE; Kovac R
Description: The vice-president of a venture capital fund is reviewing the due diligence package on a deal that involved financing the merger of two operating companies. He must assess the merits of the deal and prepare a term sheet outlining a proposedfinancing package for one of the potential investors.
Ivey Number: 9B03N015
Publication Date: 8/6/2003
Geographic Setting: Canada
Industry Setting: Fabricated Metal Products
Company Size: Small organization
Event Year Start: 1999
Subjects: Venture Capital; Mergers & Acquisitions
Level of Difficulty: Undergraduate/MBA
  Add   View  16 pp.  Teaching Note
Ivey ID: 8B03N15
For use with 9B03N015
   ACCURIDE CANADA INCORPORATED
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Author(s): House D; Grasby EMA
Description: Accuride Canada Inc. is a large manufacturer of truck rims. A senior manager considers a proposal to begin installing valve stems on wheels produced at the plant. In addition to the proposal's financial viability, there are several qualitativeissues to consider carefully before making a decision. He must present his recommendations to the other members of the senior management team within a few hours.
Ivey Number: 9B04D002
Publication Date: 1/16/2004
Geographic Setting: Canada
Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 2003
Subjects: Contribution Analysis; Net Present Value Method; Operations Analysis; Cost/Benefit Analysis
Level of Difficulty: Introductory
Functional Area: Production/Operations Management
  Add   View  6 pp.  Teaching Note
Ivey Number: 8B04D02
For use with 9B04D002.
   Acer (Taiwan): Shortening the Product Development Cycle
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Author(s): John R. Kennedy; Jean-Francois Tremblay
Ivey ID: 9A94G003
Publication Date: 7/11/1994 Revision Date: 8/15/2002
Product Type: Case (Field)
Geographic Setting: Taiwan Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 1993 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management of Change; Management Style
Major Disciplines: General Management; International
Product Description: Acer wants to speed up the development process for notebook computers. Three managers have put together a report, which pinpoints the problems with the current system. Problems are related to manufacturing capabilities, inter-departmental integration and organizational culture. Although managers had many potential solutions, it is not clear how required behavior changes could be implemented. How does one implement change in an environment in which cultural elements like ren-ching-wei (code of conduct based on social obligation, harmony and collective accountability) and wei-chei (game similar to chess focussing on the very long term) are central to any strategy.
   ACER GROUP’S CHINA MANUFACTURING DECISION
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Tsai T; Cheng B; Everatt D
The Acer Group is one of the world's largest PC and computer component manufacturers. The vice-president of Global Operations is pondering whether the timing and environment is conducive for Acer, based in Taiwan, to commence full-scalemanufacturing operations in the Chinese mainland. Students are asked to examine the criteria on which Acer should base their decision to manufacture overseas, and in so doing, create the framework for a corporation's global manufacturing strategy.The teaching objectives also include having students consider the political, economic and social environments of a global manufacturing strategy. A related case entitled Acer Group's R & D Strategy - The China Decision (9A99M007) is also available. Industry: Electric & Electronic Equipment Supplies Issues: Manufacturing Strategy, Globalization, Plant Location, Competitiveness Location: Taiwan Size: Large organization Year of event: 1998 Level: Undergraduate/MBA Revised: 24/08/1999 Ivey #: 9A99M009
  Add   View  10 pp.  Teaching Note
Ivey ID: 8A99M09
For use with 9A99M009
   ACER GROUP’S R&D STRATEGY - THE CHINA DECISION
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Tsai T; Cheng B; Everatt D
The Acer Group was one of the world's largest PC and computer component manufacturers. Members of Acer's R&D management team were considering the location of a new R&D lab with a view to maximizing the effectiveness of their global R&D strategy.They must examine the strategic role the lab should take, based on country strengths in China, as well as how logistical, communication, and cross-cultural issues should be managed, taking into account the social, political and economic environmentin China. The case also looks at how critical an effective intellectual property protection strategy is in the globalization of R&D strategy. Industry: Electric & Electronic Equipment Supplies Issues: Research and Development, Globalization, Competitiveness, Intercultural Relations Location: Taiwan Size: Large organization Year of event: 1998 Level: Undergraduate/MBA Revised: 12/8/99 Ivey #: 9A99M007
  Add   View  15 pp.  Teaching Note
Ivey ID: 8A99M07
For use with 9A99M007
   ACER IN CANADA
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Anand J; Ensign PC
The manager of Acer Inc.'s Canadian operation, must decide how to penetrate and serve the Canadian PC market. Specifically, he has to decide how autonomous the Canadian subsidiary should be. On one extreme, the Canadian operation could simply be asales office, while on the other it could be an independent company with local manufacturing facilities and independently raising its capital. The decision involves an in-depth analysis of several factors and is sensitive to various assumptions.The case requires students to understand the complex global environment that managers in multinationals face today. Industry: Business Services Issues: Personal Computers, Subsidiaries, Globalization, Market Entry Location: Canada/Hong Kong/Taiwan Size: Large organization Year of event: 1996 Level: Undergraduate/MBA Revised: Ivey #: 9A97M004
  Add   View  14 pp.  Teaching Note
Ivey ID: 8A97M04
For use with 9A97M004
   Achieving Breakthrough Growth: From Idea to Execution
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Author(s): Vijay Govindarajan; Chris Trimble
Publication Date: 01/01/2006
Product Type: Article
Ivey ID: 9B06TA04
Subjects: Innovation
Major Disciplines: General Management
Product Description: A manager may have a great idea but the only thing that will really matter is great execution. Here's sound advice for making the execution as brilliant as the idea.
   ACME HARDWARE
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Author(s): Claude P. Lanfranconi; Alister Mason
Publication Date: 1/1/1989 Revision Date: 1/16/2009
Product Type: Case
Teaching Note: 8A89B01
Ivey ID: 9A89B001
Geographic Setting: Canada Industry Setting: Bldg. Materials, Hardware, Garden Supply Size: Small Year of Event: 1988 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Ethical Issues; Auditing; Accounting Methods
Major Disciplines: Accounting
Product Description: An auditor is planning the audit of a new client, Acme Hardware. For preparing the audit plan, he becomes aware of the possibility that certain managers might be using accounting flexibility to aid them in qualifying for incentive bonuses based on profitability. The areas are inventory and advertising. The auditor must decide what action, if any, to take.
  Add   View  6 pp.  Teaching Note
Author(s): Claude P. Lanfranconi; Jim Hately
Publication Date: 6/26/1998 Revision Date: 3/17/2009
Product Type: Teaching Note
Ivey ID: 8A89B01
Product Description: Teaching note for product 9A89B001.
   Acme Medical Imaging
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Author(s): Donald A. Pillittere
Publication Date: 5/6/2008
Product Type: Case (Gen Exp)
Teaching Note: 8B08D04
Ivey ID: 9B08D004
Geographic Setting: United States; Europe Industry Setting: Health Services Size: Small Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Commercialization Process; Project Objective; New Product Development; Communications
Major Disciplines: Entrepreneurship; International; Production and Operations Management
Product Description: After negotiations with a key supplier for lower prices and quicker turnaround go nowhere, two employees of Acme Medical Imaging realize there's no more low-hanging fruit to pick to keep their project on time and on budget -- no more concessions from external parties, no more superficial, short-term fixes. They have to convince their chief executive officer and the project team to take a hard look at "internal processes." From the perspective of Operations, this case examines the challenges that can arise - and some steps that can be taken - when the greatest obstacles to a project are the people and procedures responsible for its success.
  Add   View  8 pp.  Teaching Note
Ivey ID: 8B08D04
For use with 9B08D004
   Acquisition and Restructuring of Kia Motors by Hyundai Motors
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Author(s): Seungwha (Andy) Chung; Sunju Park
Publication Date: 2/9/2009
Product Type: Case (Library)
Teaching Note: 8B09M15
Ivey ID: 9B09M015
Geographic Setting: South Korea Industry Setting: Transportation Equipment Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Mergers & Acquisitions; Organizational Change; Restructuring; Integration
Major Disciplines: General Management; International
Product Description: In recent years, greater competition and diminished profits, due to domestic and global oversupplies as well as higher development costs, have led the automobile industry to engage in domestic and international mergers and strategic collaboration. This case examines one of the largest mergers and acquisitions (M&As) in the Korean automobile market in recent years: the acquisition of Kia Motors (Kia) by Hyundai Motors (Hyundai). The case describes the background conditions of the acquisition, the integration processes after the acquisition, and the requisites for Kia Motors to normalize management within a short time. Hyundai, in acquiring Kia, enhanced its competitive power in both domestic and global markets, achieving economies of scale and scope and strengthening its global market basis. That said, Hyundai/Kia faced several pressing challenges, among them the cooperation of Renault and Samsung Motors, the unclear domestic treatment of Daewoo Motors, and M&As taking place among top motor companies worldwide. This case study asks students to analyze the process of post-acquisition restructuring and the resulting synergy effects, inviting them to think through the strategies by which Hyundai/Kia may thrive in the global automobile market. Further, it illustrates both the current state of the domestic Korean automobile industry and recent trends in the global automobile market.
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Ivey ID: 8B09M15
For use with 9B09M015
   Activplant: The European Opportunity
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Author(s): Stewart Thornhill
Publication Date: 11/6/2006
Product Type: Case (Field)
Ivey ID: 9B06M046
Geographic Setting: Canada Industry Setting: Business Services Size: Medium
Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategy Implementation; International Expansion
Major Disciplines: General Management; Entrepreneurship; International
Product Description: Activplant is a software firm specializing in monitoring, measuring and analysing the performance of factory automation systems in London, Ontario, Canada. It is a pioneer of the industry, and has installations in most of the largest automobile manufacturing firms in North America as well as some clients in consumer goods. Activplant is considering the opportunity of expanding their business to include a much more agressive sales and service approach in Europe. An entrance into Europe involves how both sales and service will be delivered to clients, which could be done through a number of different channels including: consulting partners, value-added resellers, a joint venture or fulltime Activplant staff. The case allows students to evaluate both the dollar costs and benefits of each choice as well as qualitative concerns like product quality and maintaining contact with customers.
  Add   View  9 pp.  Teaching Note
Ivey ID: 8B06M46
For use with 9B06M046
   ACUSHNET CANADA INC.: THE BONDED WAREHOUSE INITIATIVE
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Author(s): Zaric GS; Friedman I
Publication Date: 9/22/2005
Product Type: Case
Ivey ID: 9B05E012
Geographic Setting: Canada Industry Setting: Wholesale Trade - Durable Goods Size: Large organization
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA
Subjects: Inventory Planning/Control; Procurement; Spread Sheet Application; Linear Programming
Functional Area: Management Science & Information Systems
Product Description: Acushnet Canada Inc. is considering using Canada Customs Bonded Warehouses to store golf shoes, gloves, outerwear and club heads inventory purchased from overseas suppliers. ACI often has to procure inventory four to six months before they needs itin order to ensure they will be able to meet customer requirements during the busy season.The critical managerial issue is considering the tradeoff between the cash flow savings (through duty postponement) and the need to meet the demand schedule, while taking into account storage limitations imposed by the private facility and theirstorage costs. This case can be used as an introduction to linear programming as well as an introduction to the concept of bonded warehouses.
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Ivey Number: 8B05E12
For use with 9B05E012
   ADAM BAIN AND THE PRICE MOMENTUM STRATEGY
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Foerster SR
An investment advisor in an RBC Dominion Securities Inc. branch office, was considering whether or not to implement a price momentum strategy for his clients. Trend and Cycle, Dominion Securities' technical research department, had recentlycirculated a copy of a study which described a simple price momentum model and referred to its “startling results'' based on back-testing the strategy over a fifteen-year period. The Trend and Cycle group had long promoted the importance of pricemomentum and relative strength to potential clients. The investment advisor needed to determine whether the proposed model was “too good to be true'' or, if it did look promising, how he would go about implementing such a strategy for his clients.
Ivey Number: 9A96B031
Publication Date: 1/4/1996
Geographic Setting: Canada Industry Setting: Banking
Company Size: Large organization
Event Year Start: 1995
Subjects: Investment Analysis
Functional Area: Finance
  Add   View  5 pp.  Teaching Note
Ivey ID: 8A96B31
For use with 9A96B031
   ADAM BROOKS (A)
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Author(s): Haywood-Farmer JS; Komjathy A
Publication Date: 11/23/2004
Industry: Business Services
Abstract: A second-year analyst at an investment bank was reflecting on what he had learned from his recent experiences on a team working with a client. He wondered what he might have done to improve the outcome and what he should do now. He must decidewhether to include his boss in a phone call to an associate on a matter involving the client. Supplements Adam Brooks (B), product 9B04D025 relays the results and Adam Brooks (C), product 9B04D026 provide additional information to the issues of howto function effectively in high-pressure teams of professionals.
Ivey Number: 9B04D024
Geographic Location: United States Company Size: Large organization Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management
Subjects: Corporate Culture; Conflict Resolution; Management of Professionals; Professional Firms
   ADAM BROOKS (B)
  Add   View  1 pp.  Case
Author(s): Haywood-Farmer JS; Komjathy A
Publication Date: 11/23/2004
Industry: Business Services
Abstract: An analyst must decide whether or not to include his boss in a phone call to an associate on a matter involving a client. This is a supplement to Adam Brooks (A), product 9B04D024.
Ivey Number: 9B04D025
Geographic Location: United States Company Size: Large organization Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management
Subjects: Corporate Culture; Conflict Resolution; Management of Professionals; Professional Firms
   ADAM BROOKS (C)
  Add   View  2 pp.  Case
Author(s): Haywood-Farmer JS; Komjathy A
Publication Date: 11/23/2004
Industry: Business Services
Abstract: This supplement to Adam Brooks (A), product 9B04D024 provides additional information to the issues of how to function effectively in high-pressure teams of professionals.
Ivey Number: 9B04D026
Geographic Location: United States Company Size: Large organization Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management
Subjects: Corporate Culture; Conflict Resolution; Management of Professionals; Professional Firms
   Adamac Inc.
  Add   View  9 pp.  Case
Author(s): Elizabeth M.A. Grasby; Emily Saunders
Publication Date: 3/24/2009
Product Type: Case (Field)
Teaching Note: 8B09B06
Ivey ID: 9B09B006
Geographic Setting: Canada Industry Setting: Fabricated Metal Products Size: Small Year of Event: 2008 Level of Difficulty: 1 - Introductory
Subjects: Equipment Investment; Relocation; Management Accounting; Financing
Major Disciplines: Accounting; Entrepreneurship
Product Description: A shareholder and employee of a small laser and water jet cutting corporation in Toronto, Canada must make decisions regarding expansion, purchase of new equipment, hiring of more personnel and a move to a larger location. Students are expected to 1) complete an industry analysis of the manufacturing industry, including the current economic outlook; 2) perform a thorough company size-up; 3) identify the qualitative pros and cons of each decision; 4) perform two differential analyses, one with sensitivity and one without, after identifying items relevant to the expansion decision and categorizing them as either recurring or one-time flows; 5) assess the financing, timing and any other relevant factors to each option; and 6) use their analysis to make their decisions.
  Add   View  10 pp.  Teaching Note
Ivey ID: 8B09B06
For use with 9B09B006
   Adapting to Climate Change: The Case of Suncor Energy and the Alberta Oil Sands
  Add   View  17 pp.  Case
Author(s): Pratima Bansal; Jijun Gao
Publication Date: 9/22/2008 Revision Date: 11/18/2008
Product Type: Case
Ivey ID: 9B08M073
Geographic Setting: Canada Industry Setting: Oil & Gas Extraction Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Decision Making; Uncertainty; Tradeoff Analysis
Major Disciplines: General Management
Product Description: The chief executive officer of an oil and gas company must decide whether he wants to invest heavily in reducing greenhouse gases. Specifically, Suncor Energy must evaluate whether it should invest $425 million in carbon capture and storage or wait until there is greater certainty in the political, social and business environment. The case will help students develop skills of analyzing business decisions under higher environmental uncertainty, especially when the outcome is a long-term goal. Further, the issues presented in the case open up discussions about climate change and the interaction between business actions and societal expectations. There is also an opportunity to speak about the interaction between business and public policy.
   Adept Chemical Inc.
  Add   View  11 pp.  Case
Author(s): Elizabeth M.A. Grasby; Lindsay Brock
Publication Date: 9/18/2008
Product Type: Case (Field)
Teaching Note: 8B08N19
Ivey ID: 9B08N019
Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Medium Year of Event: 2008 Level of Difficulty: 1 - Introductory
Subjects: Competing with Multinationals; Capital Investment; Cash Budgeting; Break-Even Analysis
Major Disciplines: Finance
Product Description: The chief executive officer of a chemical company supplying cleaning and hygiene products is preparing a bid worth $3 million in new business. Students are asked to analyze the industry, construct and interpret a statement of cash flows, calculate and interpret financial ratios, perform a differential analysis, project a cash budget, calculate sales breakeven and project a statement of earnings and a balance sheet.
  Add   View  17 pp.  Teaching Note
Ivey ID: 8B08N19
For use with 9B08N019
   ADJELEIAN AND ASSOCIATES (A)
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Barclay DW; Large D
The founder and president of Adjeleian and Associates consulting structural engineers is considering the purchase of a computer-aided design and drafting system. He has received proposals from three suppliers. The case describes the organizationalbuying process and decision criteria. It is useful in getting students tuned into organizational buying behaviour issues. (A supplement to this case titled Adjeleian and Associates (B), case 9A90A012, describes the decisions made and implementationissues.)
Ivey Number: 9A90A011
Publication Date: 1/1/1990 Revision Date: 24/07/2000
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 1983
Subjects: Industrial Marketing, Professional Firms, Management of Technology, Supplier Selection
Functional Area: Marketing
  Add   View  9 pp.  Teaching Note
Ivey ID: 8A90A11
For use with 9A90A011
   ADJELEIAN AND ASSOCIATES (B)
  Add   View  4 pp.  Case
Barclay DW; Large D
This is a sequel to the proposals for a new computer aided design drafting (CADD) system considered in Adjeleian and Associates (A), case 9A90A011. Adjeleian and Associates decided to purchase the most expensive of the three CADD alternatives.Implementation of the system proved to be more difficult and expensive than anticipated. However, possession of the advanced system helped Adjeleian's consortium win the contract for the design and construction of Toronto's Skydome.
Ivey Number: 9A90A012
Publication Date: 1/1/1990 Revision Date: 28/07/2000
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 1983
Subjects: Industrial Marketing, Professional Firms, Management of Technology, Supplier Selection
Functional Area: Marketing
  Add   View  9 pp.  Teaching Note
Ivey ID: 8A90A11
For use with 9A90A012
   ADVANCE TECHNOLOGIES INC.
  Add   View  9 pp.  Case
Hatch JE; Galli S
The vice-president of Advanced Technologies contemplates the appropriate strategy to manage the firm's U.S. dollar exposure. Alternatives considered include call options, forwards, and tunnels.
Ivey Number: 9A92B021
Publication Date: 24/07/1993 Revision Date: 5/5/1999
Geographic Setting: Canada Industry Setting: Chemicals and Allied Products
Company Size: Large organization
Event Year Start: 1992
Subjects: Hedging, Foreign Exchange
Functional Area: Finance
  Add   View  16 pp.  Teaching Note
Ivey ID: 8A92B21
For use with 9A92B021
Keyword
  
Title, Author, Case #, Etc.
 
 
 
   ADVANCED BOOK EXCHANGE INC.: THE BARNESANDNOBLE.COM PARTNERSHIP
  Add   View  19 pp.  Case
Grant RA
With limited initial capital investment, four partners quickly took Advanced Book Exchange Inc. from a standing start to an industry leadership position. The principals have an opportunity to partner with a major player in electronic book commerce. There seemed to be no downside to the offer of a relationship with barnesandnoble.com but was it really as good as it looked? How would their clients react? Could they make it work? They had to decide quickly as in the world of the web, he whohesitated often lost big.
Ivey Number: 9B00E001
Publication Date: 16/02/2000
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Small organization
Event Year Start: 1998
Subjects: Virtual Business, Small Business, Internet, Strategic Alliances
Functional Area: Management Science & Information Systems
  Add   View  5 pp.  Teaching Note
Ivey ID: 8B00E01
For use with 9B00E001
   ADVANCED BOOK EXCHANGE, INC.: PRICING AS AN INFOMEDIATOR
  Add   View  21 pp.  Case
Grant RA
One of the business partners of Advanced Book Exchange, Inc. was reviewing the company's revenue projections. He knew that the company left money on the table every time it dealt with a bookseller - the prices just didn't reflect the value hisdatabase service provided. He had little doubt the fees could be raised. He just wondered how much, and how fast. He and his three partners were still debating how many different categories they should have and what the fees should be in eachcategory. Were there better options they hadn't considered? Every day they delayed the decision represented lost revenue, so he was anxious to resolve the issue and move on. This case can be used with Advanced Book Exchange, Inc.: TheBarnesandnoble.com Partnership (9B00E001).
Ivey Number: 9B00A001
Publication Date: 16/02/2000
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Small organization
Event Year Start: 1998
Subjects: Virtual Business, Small Business, Internet, Pricing Strategy
Functional Area: Marketing
  Add   View  5 pp.  Teaching Note
Ivey ID: 8B00E01
For use with 9B00A001
   ADVANCED BOOK EXCHANGE, INC.: PRICING AS AN INFOMEDIATOR (ABRIDGED)
  Add   View  10 pp.  Case
Grant RA
This abridged version of the Advanced Book Exchange, Inc.: Pricing as an Infomediator (B) case, 9B00A001, can be used in conjunction with the Advanced Book Exchange, Inc.: The Barnesandnoble.com Partnership case, 9B00E001. It explores the decisionto raise prices at Advanced Book Exchange, Inc. in the wake of the successful conclusion of the Barnesandnoble.com negotiations.
Ivey Number: 9B00A002
Publication Date: 16/02/2000
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Small organization
Event Year Start: 1999
Subjects: Virtual Business, Small Business, Internet, Pricing Strategy
Functional Area: Marketing
  Add   View  5 pp.  Teaching Note
Ivey ID: 8B00E01
For use with 9B00A002
   ADVANCED BOOK EXCHANGE: GEOGRAPHIC GROWTH OF AN INTERNET-BASED BUSINESS
  Add   View  20 pp.  Case
Author(s): Goerzen A; Cramb T
Publication Date: 8/10/2004
Industry: Miscellaneous Services
Abstract: Advanced Book Exchange is an Internet-based used book marketer. It has been very successful, but larger firms such as Amazon and Barnes & Noble were looking into this market. The chief operating officer must decide whether to grow throughgeographic diversification or consolidate and stay focused on its current markets.
Ivey Number: 9B04M024
Geographic Location: Canada Company Size: Medium organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Internet; Internationalization; Global Product; International Business
  Add   View  4 pp.  Teaching Note
For use with 9B04M024
Ivey Number: 8B04M24
   ADVANCED MATERIAL TECHNOLOGY CORPORATION, LIMITED
  Add   View  24 pp.  Case
Foerster SR; Ito A
Advanced Material Technology (AMT), a Japan-based company and one of the world's largest manufacturers of advanced ceramic products, was considering the prospects of raising 24 billion yen ($200 million) to finance AMT's planned capital expenditureprogram. AMT must consider a variety of financing sources including straight debt, convertible bonds and bonds with warrants. Currency denomination and location of a global offering are also considered. The case also examines the economic andbanking environment in Japan.
Ivey Number: 9A97N008
Publication Date: 2/6/1997 Revision Date: 5/4/2000
Geographic Setting: Japan Industry Setting: Miscellaneous Manufacturing Industries
Company Size: Large organization
Event Year Start: 1992
Subjects: Financing, Financial Strategy, Capital Investment, International Finance
Functional Area: Finance
  Add   View  8 pp.  Teaching Note
Ivey ID: 8A97N08
For use with 9A97N008
   Advancing the Adoption of “Lean” in Canadian SMEs
  Add   View  12 pp.  Article
Author(s): Ian Stuart; Todd Boyle
Publication Date: 01/01/2007
Product Type: Article
Ivey ID: 9B07TA07
Subjects: Cost control
Major Disciplines: General Management
Product Description: It is not a crisis — at least not yet — but numerous Canadian SMEs need to get with the lean program before it's too late. The authors visited 18 firms and though they found that lean practices were wanting, they were able to turn their findings into recommendations that manufacturing managers everywhere can implement to make their operations lean.
   ADVERTISING PROCESS: A GUIDE FOR THE PRODUCT MANAGER IN CONSUMER PACKAGED GOODS
  Add   View  29 pp.  Case
Author(s): Kennedy JR; Barron G
Description: The note reviews all stages in the development of an advertising campaign for a consumer product from the perspective of a product manager. The note provides information on the advertising process associated with the development of an advertisingcampaign.
Ivey Number: 9A88A026
Publication Date: 1/1/88 Revision Date: 6/10/2003
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Medium organization
Subjects: Advertising Management; Advertising Strategy; Advertising Media; Advertising Effectiveness
Level of Difficulty: Undergraduate/MBA
   AEOLIAN CONCERTS
  Add   View  5 pp.  Case
Author(s): Sturby C; Grasby EMA
Description: The trustees of a music trust were pondering the future of their chamber music concert series. For 15 years, the series had been operating in a historic hall, however, the maintenance and repair costs associated with the hall were becomingcumbersome and expensive. The trustees learned that in exchange for a sizable one-time donation, the concerts could be held at another location. The trustees wondered whether the move would be viewed as satisfactory by their loyal patrons andwhether it made financial sense.
Ivey Number: 9B03B003
Publication Date: 6/26/2003 Revision Date: 10/17/2003
Geographic Setting: Canada
Industry Setting: Non-Profit Organizations
Company Size: Small organization
Event Year Start: 2001
Subjects: Cash Flow; Costs; Investments; Arts Administration
Level of Difficulty: Introductory
  Add   View  6 pp.  Teaching Note
Ivey ID: 8B03B03
For use with 9B03B003
   AER LINGUS - ATS (A)
  Add   View  15 pp.  Case
Killing JP
Aer Lingus, the Irish international airline, is proposing to buy ATS, a small but rapidly growing robotics firm. Negotiations have been protracted and earn out is professed. The owner appears to be getting cold feet. Should Aer Lingus continue?This is the first in a three case series titled Aer Lingus (case 9A89M004, 9A92M010 and 9A92M011) addressing minority shareholders who are also key managers. (A 12-minute video can be purchased with this case, video 7A89M004.)
Ivey Number: 9A89M004
Publication Date: 1/1/1989 Revision Date: 2/2/2000
Geographic Setting: Ireland/Canada Industry Setting: Air Transportation
Company Size: Small organization
Event Year Start: 1988
Subjects: International Business, Acquisitions, Subsidiaries, Diversification
Functional Area: General Management
  Add   View  9 pp.  Teaching Note
Ivey ID: 8A89M04
For use with 9A89M004
   AER LINGUS - ATS (B1)
  Add   View  6 pp.  Case
Killing JP
Eighteen months after selling 75% of his company to Aer Lingus, Klaus Woerner, general manager and 25% shareholder, is proposing expansion to California. The Board thinks the move is premature, and in the wrong part of the country. This is thesecond in a three case series titled Aer Lingus (case 9A89M004, 9A92M010 and 9A92M011) addressing minority shareholders who are also key managers.
Ivey Number: 9A92M010
Publication Date: 9/8/1992 Revision Date: 21/06/1999
Geographic Setting: USA/Canada Industry Setting: Air Transportation
Company Size: Medium organization
Event Year Start: 1986
Subjects: Acquisitions, Expansion, International Business
Functional Area: General Management
  Add   View  9 pp.  Teaching Note
Ivey ID: 8A89M04
For use with 9A92M010
   AER LINGUS - ATS (B2)
  Add   View  8 pp.  Case
Killing JP
Klaus Woerner and Aer Lingus executives have now visited the company Klaus Woerner wants to purchase in California. Opinions are divided. Klaus is adamant the move be made. Denis Hanrahan is less sure. Trust is an issue. This is the third in athree case series titled Aer Lingus (case 9A89M004, 9A92M010 and 9A92M011) addressing minority shareholders who are also key managers.
Ivey Number: 9A92M011
Publication Date: 9/8/1992 Revision Date: 21/06/1999
Geographic Setting: USA/Canada Industry Setting: Air Transportation
Company Size: Medium organization
Event Year Start: 1986
Subjects: Acquisitions, Expansion, International Business
Functional Area: General Management
  Add   View  9 pp.  Teaching Note
Ivey ID: 8A89M04
For use with 9A92M011
   Agchemco Company
  Add   View  14 pp.  Case
Author(s): William Russell
Publication Date: 10/31/2008
Product Type: Case (Field)
Teaching Note: 8B08C01
Ivey ID: 9B08C001
Geographic Setting: United States Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Perception; Work-Force Management; Risk Management; Morale; Mining; Ethical Issues; Employee Grievances
Major Disciplines: Human Resource Management
Product Description: This case involves a personnel matter at an agricultural chemical industry mining complex. A middle-level supervisor has been accused of gender-based and other discrimination. The complaint has come primarily from one employee who works under that supervisor's direction, but is supported at least in part by the testimony of other employees. The evidence is typical of the sorts of evidence that usually attend human resource disputes. Company policy manuals bear on the propriety of the mill coordinator's conduct apart from the issue of discrimination. Ultimately, an appellate process is also integrated into the procedural tools. This case considers the process by which the employment discrimination complaint is investigated, considered and resolved, including the weighing and evaluation of information gathered from those in the workplace. Various practical, legal and ethical issues typical to such cases are apparent.
  Add   View  12 pp.  Teaching Note
Ivey ID: 8B08C01
For use with 9B08C001
   AGILENT TECHNOLOGIES
  Add   View  29 pp.  Case
Author(s): Saperstein J
Description: Agilent Technologies was spun-off from Hewlett Packard in an effort to establish a new brand in the high-tech industry. The senior director of global brand management was reflecting on the company's challenges in focusing its worldwide marketingeffort in the multiple business sectors. Agilent was intended to establish itself as a separate company from Hewlett Packard while still continuing in the Hewlett Packard tradition of excellent customer service and reliability. Now, with smalleradvertising and marketing budgets, downsizing of the company, fierce competitive pricing and service, and an evolution from within Agilent Technologies to provide more service and knowledge through its Web site, the marketing and communicationschallenges have changed since the company's introduction.
Ivey Number: 9B04A004
Publication Date: 1/15/2004
Geographic Setting: United States
Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2003
Subjects: Consumer Research; Marketing Management; Marketing Communication; Sales Management
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
  Add   View  6 pp.  Teaching Note
Ivey Number: 8B04A04
For use with 9B04A004.
   Agnico-Eagle Mines Ltd.
  Add   View  27 pp.  Case
Author(s): George Athanassakos; Dan Buffery
Publication Date: 10/4/2007
Product Type: Case (Pub Mat)
Ivey ID: 9B07N011
Geographic Setting: Canada Industry Setting: Metal Mining Size: Medium
Year of Event: 2003 Level of Difficulty: 5 — MBA/Postgraduate
Subjects: Business valuation; Cash flow; Cash flow analysis; Real options; Valuation
Major Disciplines: Finance
Product Description: The senior portfolio manager at National Securities Inc. (National) is concerned about the recent decline in shares of Agnico-Eagle Mines Ltd (AEM), a Canadian gold producer with several years of precious metals mining experience that was considered one of the portfolio's strongest performers. The senior portfolio manager and his team recently spent time at one of AEM's mines and believed in the operational potential of the company. National's research department had prepared free cash flow forecasts for AEM, which the senior portfolio manager reviewed and modified, following their visit with the company. He knew that despite his team's belief in the future prospects of AEM, the stock may have become overvalued from a fundamental view point. The senior portfolio manager asked his team to perform a fundamental valuation of the equity of AEM. As normally, this meant the team would use the discounted cash flow (DCF) methodology, with financial assumptions that had been carefully examined. However, he knew that DCF valuation would likely undervalue resource companies, such as AEM, as the DCF valuation tended to overlook the flexibility provided at decision nodes during the life of the company with regards to extracting commodities from the ground. As a result, the senior portfolio manager reminded the team that the DCF method, when applied to a mining company, had to be expanded to explicitly include the value of the un-mined metals. The underground un-mined gold would need to be
  Add   View  12 pp.  Teaching Note
Ivey ID: 8B07N11
For use with 9B07N011
   AGRICULTURE CANADA: ADOPTION OF THE POULTRY CONDEMNATION PROGRAM - CDXP
  Add   View  17 pp.  Case
Parent M; Kelley H
After spending many months developing and testing a new tracking and reporting program called CDXP, an end-user with the Department of Agriculture's Food Production and Inspection Branch in Alberta, Canada, must decide on an action plan to convincehis superiors at Agriculture Canada, the Corporate Information Systems group and poultry processors to adopt this program. Though the program provides for more timely and accurate reporting of poultry condemnation statistics, a number of issues mustbe addressed. These include ongoing application support training, national rollout, and stakeholder resistance.
Ivey Number: 9A98E003
Publication Date: 5/3/1998 Revision Date: 4/2/1999
Geographic Setting: Canada Industry Setting: Agricultural Production - Livestock
Event Year Start: 1996
Subjects: Computer System Implementation, Management of Change, Computer Applications, Government and Business
Functional Area: Management Science & Information Systems
  Add   View  13 pp.  Teaching Note
Ivey ID: 8A98E03
For use with 9A98E003
   Ai Li Industrial Company Ltd.
  Add   View  4 pp.  Case
Author(s): Peter C. Bell; Joanna Wong; Frederick Chan; Ileana Funez
Publication Date: 8/30/2007 Revision Date: 11/27/2007
Product Type: Case
Ivey ID: 9B07E017
Geographic Setting: China Size: Medium
Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Bidding; Capacity analysis; Outsourcing; Production management/Control
Major Disciplines: International; Management Science and Information Systems
Product Description: The head of the key account team at Ai Li Industrial Company Ltd. (Ai Li) was discussing the possibility of bidding for a new account with a major North American department store. The account would involve the manufacture of compact cosmetics kits for the upcoming holiday season. Although the potential benefits from the considerably large order would be significant, it would require one third of Ai Li's nearly full manufacturing capacity.
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B07E17
Product Description: Teaching note for product 9B07E017.
   AIESEC WESTERN (A)
  Add   View  22 pp.  Case
Borzecka E; Grasby EMA
The newly-appointed president of AIESEC Western, the local chapter of AIESEC Canada (a student trainee exchange program in international business), must design a turnaround action plan. For a number of years the situation at AIESEC Western had been deteriorating; traineeship and student nomination objectives had not been achieved, membership had been declining, and finances had deteriorated. AIESEC Canada, therefore, had given an ultimatum to AIESEC Western to meet the minimum standards ofraising two traineeships and two student nominations. (A sequel to this case is available, titled AIESEC Western (B), case 9A99C017.)
Ivey Number: 9A99C016
Publication Date: 4/6/1999
Geographic Setting: Canada Industry Setting: Non-Profit Organizations
Company Size: Medium organization
Event Year Start: 1997
Subjects: Management of Change, Motivation, Leadership
Functional Area: Human Resource Management
  Add   View  10 pp.  Teaching Note
Ivey ID: 8A99C16
For use with 9A99C016
   AIESEC WESTERN (B)
  Add   View  5 pp.  Case
Borzecka E; Grasby EMA
The local chapter of AIESEC Western has undergone dramatic changes in order to improve its overall performance. A number of projects have been tested at AIESEC Western: a team structure has been implemented and a special task force has been createdto help with the changes. AIESEC Western's president faces new challenges: handing over the responsibility for running AIESEC Western to the new executives, and dealing with interpersonal issues. (This case is a sequel to AIESEC Western (A), case9A99C016.)
Ivey Number: 9A99C017
Publication Date: 4/6/1999
Geographic Setting: Canada Industry Setting: Non-Profit Organizations
Company Size: Medium organization
Event Year Start: 1998
Subjects: Management of Change, Organizational Structure, Interpersonal Relations, Communications
Functional Area: Human Resource Management
  Add   View  10 pp.  Teaching Note
Ivey ID: 8A99C16
For use with 9A99C017
   AIG and China’s Accession to the WTO
  Add   View  7 pp.  Case (Library)
Author(s): Jean-Philippe Bonardi; Tony S. Frost
Ivey ID: 9B02M021
Publication Date: 10/29/2002
Product Type: Case (Library)
Teaching Note: 8B02M21
Geographic Setting: China Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Management; Trade Agreements; Political Environment
Major Disciplines: General Management; International
Product Description: AIG is an American insurance company. A trade dispute between the United States and the European Union threatens to block the accession of China to the World Trade Organization, and AIG plays a role - it is the only foreign firm to own fully-controlled subsidiaries in China. The disagreement concerns what will happen to these existing subsidiaries, as well as potential new ones that AIG might seek to establish in China in the future. What are the issues from the perspective of each of the stakeholders and what options are available that will resolve this dispute?
  Add   View  12 pp.  Teaching Note
Ivey ID: 8B02M21
For use with 9B02M021.
   AIKENHEAD’S
  Add   View  18 pp.  Case
Crossan MM; Paul-Chowdhury K
Aikenhead's has a business plan to open its first warehouse home improvement centre in Toronto. The business plan must deal with the topic of “restructuring'' from both a macro and micro perspective. From a macro perspective, the plan provides theopportunity to discuss how and why an industry is restructured and the entry of a “mega-retailer''. From a micro perspective, the plan provides the opportunity to discuss how companies can and need to restructure mindsets and assets in order tocompete in the new industrial landscape which includes mega-retailers.
Ivey Number: 9A94M001
Publication Date: 15/07/1994 Revision Date: 5/4/2001
Geographic Setting: Canada Industry Setting: Bldg. Materials, Hardware, Garden Supply
Company Size: Medium organization
Event Year Start: 1991
Subjects: Industry Analysis, General Management, Competitiveness, Retailing
Functional Area: General Management
  Add   View  10 pp.  Teaching Note
Ivey ID: 8A94M01
For use with 9A94M001
   AIMING TOWARD A HYDROGEN ECONOMY: ICELANDIC NEW ENERGY CO. (ISLENSK NYORKA)
  Add   View  33 pp.  Case
Author(s): Bansal P; Mark K; Mitchell J
Publication Date: 12/20/2004
Industry: Electric, Gas and Sanitary Services
Abstract: Icelandic New Energy Company, a research and development consortium based in Reykjavik, Iceland, is considering what future direction to take. The two-person team has met their first major goal - the installation of the world's first commercialhydrogen filling station and the coordination of a public transport test project involving the operation of three hydrogen fuelled city buses. The company was founded with the overall objective of investigating the potential for eventually replacingthe use of fossil fuels in Iceland with hydrogen-based fuels and create the first hydrogen society in the world. Working towards the goal of self-sufficiency from fossil fuels, Icelandic New Energy Co was set up in 1999 by the consortium Vistorkaand three major partners each contributing a part to the testing - Royal Dutch Shell (the refueling station), Norsk Hydro (the electrolysis technology to make the hydrogen) and DaimlerChrysler (fuel cell vehicles using hydrogen fuel). Theshareholder agreement was established with the company's start in 1999 and is set to expire in 2005. With all of the major activities being outsourced and contracted, the team wondered how they could keep the company as a going concern andcontribute to Iceland's transition to a hydrogen economy - a feat that could take more than 15 years.
Ivey Number: 9B05M001
Geographic Location: Iceland Company Size: Small organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: General Management; Management in a Global Environment; Strategic Planning; Industry Analysis
  Add   View  28 pp.  Teaching Note
Author(s): Pratima Bansal; Ken Mark; Jordan Mitchell
Ivey ID: 8B05M01
Publication Date: 1/31/2005 Revision Date: 7/21/2009
Product Type:

Product Description: Teaching note for product 9B05M001.
   AIR ATLANTIC
  Add   View  17 pp.  Case
Foerster SR; Barbara R
The vice president of corporate lending at London Life received a message that one of its borrowers, Air Atlantic, had not sent its first quarter loan payment and was, therefore, in default of its loan. London Life had loaned Air Atlantic close to$20 million in the late 1980s to buy two deHavilland Dash-8 aircraft. Also, he had deferred $4.5 million of future payments for Air Atlantic. The vice president wondered if Air Atlantic's condition would improve as the North American economycontinued to show signs of strengthening. If he insisted on payment, he realized it could begin a process leading to the eventual bankruptcy of Air Atlantic.
Ivey Number: 9A95B046
Publication Date: 29/03/1996 Revision Date: 24/01/2001
Geographic Setting: Canada Industry Setting: Insurance and Pension Funds
Company Size: Large organization
Event Year Start: 1994
Subjects: Bankruptcy, Financing
Functional Area: Finance
  Add   View  3 pp.  Teaching Note
Ivey ID: 8A95B46
For use with 9A95B046
   AIR CANADA - IPO
  Add   View  27 pp.  Case
Shaw DC; Nason R
The final meeting to set the size of the issue and the price of the shares for Air Canada's initial public offering of shares is about to begin. Concern has been expressed by the government that unless the offer price is above their minimum level,the issue will be pulled.
Ivey Number: 9A90B005
Publication Date: 1/1/1990 Revision Date: 26/03/2002
Geographic Setting: Canada Industry Setting: Air Transportation
Company Size: Large organization
Event Year Start: 1988
Subjects: Pricing
Functional Area: Finance
  Add   View  5 pp.  Teaching Note
Ivey ID: 8A90B05
For use with 9A90B005
   AIR CANADA AND CANADIAN AIRLINES: ACCOUNTING FOR LEASES
  Add   View  18 pp.  Case
Lanfranconi CP; Murphy J
After a turbulent year in the Canadian airline industry, Madelaine Mercier wants to reevaluate her investment in Air Canada and Canadian Airlines. She is wondering how she should reflect the extensive amount of leases used by the two companies inher analysis. She is unsure if she should make adjustments to the company's financial statements and is curious to know whether these adjustments would make a material difference in her analysis.
Ivey Number: 9A97B002
Publication Date: 29/08/1997 Revision Date: 29/03/1999
Geographic Setting: Canada Industry Setting: Air Transportation
Company Size: Large organization
Event Year Start: 1997
Subjects: Lease Accounting, Financial Analysis, Leasing, Investment Analysis
Functional Area: Accounting
  Add   View  10 pp.  Teaching Note
Ivey ID: 8A97B02
For use with 9A97B002
   AIR CANADA: BOND RATINGS AND OFF-BALANCE SHEET OPERATING LEASES
  Add   View  19 pp.  Case
Author(s): Wiedman CI; Wier H
Description: An investor is considering investing in Air Canada bonds after reading an article on the attractiveness of the bonds. Trading at US$0.80 on the dollar, the bonds are yielding approximately 14 per cent. The investor must conduct some financialanalysis on her own to assess whether the company's financial position has improved or deteriorated since a bond rating downgrade eight months ago. She must also evaluate how off-balance sheet operating leases would affect the analysis. The caseillustrates how financial statement users can use lease disclosures to restate financial statements to fully reflect liability arising from operating leases.
Ivey Number: 9B03B009
Publication Date: 8/6/2003 Revision Date: 12/18/2003
Geographic Setting: Canada
Industry Setting: Air Transportation
Company Size: Large organization
Event Year Start: 2002
Subjects: Accounting Methods; Corporate Financial Reporting; Leasing
Level of Difficulty: Undergraduate/MBA
Functional Area: Accounting
  Add   View  11 pp.  Teaching Note
Ivey Number: 8B03B09
For use with 9B03B009.
   Air Deccan (B): From Creating Change to Changing Creatively
  Add   View  10 pp.  Supplement
Author(s): Srinivas Sridharan; Ramasastry Chandrasekhar
Publication Date: 10/9/2007
Product Type: Supplement
Ivey ID: 9B07A015
Geographic Setting: India Industry Setting: Air Transportation Size: Medium
Year of Event: 2005 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Brand positioning; Entrepreneurial business growth; Pricing strategy
Major Disciplines: Entrepreneurship; International; Marketing
Product Description: Supplement to Air Deccan (A): Changing the Face of Indian Aviation, product #9B07A001. The chief executive officer evaluate the company strategy.
   Air Deccan: From Creating Change to Changing Creatively
  Add   View  10 pp.  Case
Author(s): Srinivas Sridharan; Ramasastry Chandrasekhar
Publication Date: 12/12/2006 Revision Date: 9/12/2007
Product Type: Case
Ivey ID: 9B07A001
Geographic Setting: India Industry Setting: Air Transportation Size: Medium
Year of Event: 2005 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Entrepreneurial business growth; Emerging markets; Brand positioning; Pricing strategy
Major Disciplines: Entrepreneurship; International; Marketing
Product Description: By November 2005 Air Deccan, India's first low cost airline, had been in business for two years. During this time, the airline had grown rapidly, adding both planes and passengers at breakneck speed. Using low fares as its central strength, it had caused huge, unconventional changes in the Indian domestic airline industry. Not satisfied, however, the founder and chief executive officer wondered how to adapt to the future and sustain Air Deccan's tremendous initial success. The case can be used to engage students in the following issues: the entry and positioning of a new brand in a somewhat oligopolistic industry; targeting low income and under-served segments; low-cost, low-price strategies; entrepreneurial start-ups in emerging markets and marketing strategy in high growth SMEs. In the supplement case, Air Deccan (B): From Creating Change to Changing Creatively, product 9B07A015, the chief executive officer evaluates the strategy.
   AIR MILES (A)
  Add   View  12 pp.  Case
Kennedy JR; Steer C
This two-part case, (see Air Miles (B), case 9A94A003), is about decisions relating to the introduction of AIR MILES (TM), a loyalty incentive program, to the Canadian market. An integral part of the case is a three minute video, which can bepurchased with the case (video 7A94A002). The cases are designed to be taught in one class period. The decision point for the first part of the case takes place two weeks before the initial launch of the AIR MILES (TM) program. The student isasked to assess the marketing strategy, with particular emphasis on the efficacy of the planned television commercials.
Ivey Number: 9A94A002
Publication Date: 8/9/1994 Revision Date: 7/2/2000
Geographic Setting: Canada Industry Setting: Transportation Services
Company Size: Small organization
Event Year Start: 1992
Subjects: Marketing Management, Advertising Strategy, Advertising Effectiveness
Functional Area: Marketing
  Add   View  13 pp.  Teaching Note
Ivey ID: 8A94A02
For use with 9A94A002
   AIR MILES (B)
  Add   View  6 pp.  Case
Kennedy JR; Steer C
This two-part case, (see Air Miles (A), case 9A94A002), is about decisions relating to the introduction of AIR MILES (TM), a loyalty incentive program, to the Canadian market. In the first case, the student is asked to assess the marketing strategy,with particular emphasis on the efficacy of the planned television commercials. The second part of the case takes place three months later. Response to the launch had resulted in high target market awareness, but lower conversion rates than hadbeen planned for. Research was commissioned and the research report has just been received. The student is asked to examine the research and make recommendations on marketing strategy, again with particular emphasis on advertising.
Ivey Number: 9A94A003
Publication Date: 8/9/1994 Revision Date: 6/12/2001
Geographic Setting: Canada Industry Setting: Transportation Services
Company Size: Sm/Med organization
Event Year Start: 1992
Subjects: Marketing Management, Advertising Strategy, Advertising Effectiveness
Functional Area: Marketing
  Add   View  13 pp.  Teaching Note
Ivey ID: 8A94A02
For use with 9A94A003
   Air Miles Canada: Rebranding the Air Miles Rewards Program
  Add   View  11 pp.  Case
Author(s): Niraj Dawar; Ramasastry Chandrasekhar
Publication Date: 11/21/2007 Revision Date: 4/3/2008
Product Type: Case
Teaching Note: 8B07A09
Ivey ID: 9B07A009
Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Advertising; Customer Loyalty; Brand Repositioning; Data-driven Marketing
Major Disciplines: Marketing
Product Description: Air Miles, the largest third party loyalty program in Canada, has more than nine million subscribers. Competition in the loyalty card market is heating up with the entry of Aeroplan and the myriad of proprietary loyalty programs launched by retailers and other brands, and Air Miles seeks to tighten its relationship with customers. Paradoxically, for a data-driven company focused on influencing consumers individually, Air Miles opts to develop and launch a mass advertising campaign to reconnect with consumers, and just as importantly, to re-energize internally.
  Add   View  4 pp.  Teaching Note
Ivey ID: 8B07A09
For use with 9B07A009
   Air New Zealand: The Recapitalization Decision (A)
  Add   View  27 pp.  Case (Library)
Author(s): Stephen R. Foerster; Patricia A. McGraw
Ivey ID: 9B02N017
Publication Date: 11/29/2002
Product Type: Case (Library)
Teaching Note: 8B02N17
Geographic Setting: New Zealand Industry Setting: Air Transportation Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategic Change; Financial Management; Financial Analysis; Financial Strategy
Major Disciplines: Finance; International
Product Description: Air New Zealand is a national airline faced with a number of important strategic and financial issues. The company's recent acquisition of Ansett Australia had proved to be disastrous and a severe financial drain for Air New Zealand. Key issues facing Air New Zealand include the long-term strategic positioning of the business, and determining anticipated financing needs, the appropriate "gearing ratio" or capitalization (debt-to-equity) rate, and available sources of financing. A recent research report had summarized two fundamental questions that impacted on the company's stock price and needed to be addressed: Would the New Zealand government relax Air New Zealand's ownership restrictions in order to allow Singapore Airlines to increase its stake from 25 per cent to 49 per cent? If so, would any proposal fix Air New Zealand's balance sheet to allow Air New Zealand and Ansett to once again become viable airline competitors? Supplement to this case is Air New Zealand: The Recapitalization Decision (B), product number 9B02N020.
  Add   View  15 pp.  Teaching Note
Ivey ID: 8B02N17
For use with 9B02N017.
   Air New Zealand: The Recapitalization Decision (B)
  Add   View  4 pp.  Supplement
Author(s): Stephen R. Foerster; Patricia A. McGraw
Ivey ID: 9B02N020
Publication Date: 11/29/2002
Product Type: Supplement
Teaching Note: 8B02N17
Geographic Setting: New Zealand Industry Setting: Air Transportation Size: Large Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategic Change; Financial Management; Financial Strategy; Financial Analysis
Major Disciplines: Finance; International
Product Description: This is a supplement to Air New Zealand: The Recapitalization Decision (A), product 9B02N017. The chairman of Air New Zealand is chairing the company's first annual meeting and is faced with a number of financial and strategic issues that have an impact on the survival of the airline.
  Add   View  15 pp.  Teaching Note
Ivey ID: 8B02N17
For use with 9B02N020.
   AIR ONTARIO INC. - THE DINNERWARE DECISION
  Add   View  15 pp.  Case
Haywood-Farmer JS; Osborne W
Air Ontario executives are trying to decide whether to replace the regional airline's disposable dinnerware with reusable dinnerware. After assessing the results from a test “flight'', they must assess the costs, time requirements, and effects onservice of the options.
Ivey Number: 9A92D014
Publication Date: 27/10/1992 Revision Date: 27/05/2002
Geographic Setting: Canada Industry Setting: Air Transportation
Company Size: Medium organization
Event Year Start: 1991
Subjects: Customer Relations, Job Analysis, Services, Technological Change
Functional Area: Production/Operations Management
  Add   View  8 pp.  Teaching Note
Ivey ID: 8A92D14
For use with 9A92D014
   AIRTECH LIMITED
  Add   View  12 pp.  Case
Nourse REM; Hulland JS
George Patrick, president of Airtech Limited, is faced with both severe competition and under-utilization of the company's manufacturing capacity. He is considering a number of options, including a complete departure from the manufacturing business.
Ivey Number: 9A93A008
Publication Date: 16/07/1993 Revision Date: 6/6/2002
Geographic Setting: Canada Industry Setting: Machinery except Electrical
Event Year Start: 1990
Subjects: Industrial Marketing, Product Management, Marketing Management, Pricing
Functional Area: Marketing
  Add   View  7 pp.  Teaching Note
Ivey ID: 8A93A08
For use with 9A93A008
   Akbank: Credit Card Division
  Add   View  29 pp.  Case
Author(s): Mary M. Crossan; Marina Apaydin
Publication Date: 1/7/2009
Product Type: Case (Library)
Teaching Note: 8b09M02
Ivey ID: 9B09M002
Geographic Setting: Turkey Industry Setting: Banking Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategy Development; Growth; Sustainable Development; Political Environment
Major Disciplines: General Management; International
Product Description: The Turkish financial sector has been developing rapidly and often unpredictably, offering an ideal backdrop to carry out an industry analysis in the dynamic environment of an emerging market. Akbank, one of the leading private Turkish banks, has been successful in taking advantage of the new opportunities that appeared in the credit card sector as a result of post-crisis restructuring of the financial services industry in the early 2000s. Launched in late 2001, Akbank's Axess credit card quickly gained a significant market share of 15 per cent and was popular with both customers and merchants. At the same time, the attractive margins in this sector have sparked many local and foreign competitor entries. Setting a sustainable strategy for the next few years is complicated by the change in the political, macro-economic and competitive environment. The new government leading the country since 2002 has improved overall stability in Turkey, which created both opportunities and threats for Akbank's business. The opportunities included an improved banking system and increasing customer disposable income, while the market for credit cards was not yet saturated. However, threats may come from unpredictable actions that banking authorities could implement and increasing competition from both local and international players. The dynamic nature of the banking industry in an emerging market provides a comprehensive case to anchor a discussion
  Add   View  20 pp.  Teaching Note
Ivey ID: 8b09M02
For use with 9B09M002
   Alan Choy Engineering Incorporated
  Add   View  12 pp.  Case
Author(s): Phil Hospod; Abby Yew
Publication Date: 9/12/2006
Product Type: Case
Ivey ID: 9B06M077
Geographic Setting: Canada Industry Setting: Business Services Size: Small
Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Industry Analysis; Small Business; Succession Planning; Family-Work Interaction
Major Disciplines: General Management
Product Description: Alan Choy, his wife Candace and their daughter Sadella met to decide the future of Alan Choy Engineering Incorporated. The company operates in an industry which offers largely undifferentiated services. In addition, price competition is intensifying due to a recession. In order to maintain a culture of family values, Alan often hired friends and family to fill positions in the company. This has resulted in communication problems within the company and with clients as most employees communicate in Mandarin or Cantonese. Alan, his wife and his daughter must decide how to address these issues and who should be in charge of the company if Alan and his wife decide to retire.
  Add   View  5 pp.  Teaching Note
Ivey ID: 8B06M77
For use with 9B06M077
   Alan Choy’s Decision
  Add   View  2 pp.  Case
Author(s): Phil Hospod; Abby Yew
Publication Date: 9/12/2006
Product Type: Case
Ivey ID: 9B06M078
Geographic Setting: Canada Industry Setting: Business Services Size: Small
Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Industry Analysis; Small Business; Succession Planning; Family-Work Interaction
Major Disciplines: General Management
Product Description: Alan Choy had to make some decisions concerning the future of his company, Alan Choy Engineering Incorporated. It was time to decide what to do with the company when he retired. Several options included selling the company, having his daughter Sadella take over the leadership of the company or hire a manager to do so. Alan had to take into consideration not only the future success of the company but also the needs of his family, his personal goals and dreams, and whether Sadella?s career aspirations were in line with running the family business.
  Add   View  5 pp.  Teaching Note
Ivey ID: 8B06M77
For use with 9B06M078
   Alara Agri: Fresh Cherry Production
  Add   View  13 pp.  Case
Author(s): Chris J. Piper; Jordan Mitchell
Publication Date: 5/14/2009
Product Type: Case (Field)
Ivey ID: 9B09D004
Geographic Setting: Turkey Industry Setting: Agricultural Production - Crops Size: Small Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Bottlenecks; Process analysis; Process design/Change; Capacity analysis
Major Disciplines: Entrepreneurship; International; Production and Operations Management
Product Description: Alara Agri, based in Bursa, Turkey, is one of the world's foremost cherry and fig producers. The president and chief executive officer (CEO) was concerned about a recurring capacity problem at the end of the process where cherries were packed. On some of the plant's conveyor belts, piles of cherries of one size waited to be packed while other belts had too few cherries to keep workers busy, and thus delayed order fulfillment. Diverting excess cherries from a busy line to an underutilized line was not an option as cherries were sorted by size. One solution the CEO had considered was to build another processing line at a cost of US$2 million, although he thought a better solution may be achieved by changing the process or reconfiguring the flow of the machine. The CEO wondered how best to improve capacity with the equipment they already had. To aid in his decision, he examined corporate data with regards to revenues and production figures, incoming cherries received in tonnes, expected size distribution of cherries, and the plant layout and packaging options.
   ALARMFORCE: THE LAUNCH OF ALARMFOG
  Add   View  11 pp.  Case
Author(s): Cotte J; Singer D
Description: AlarmForce Industries Inc. is a developer and sales provider of home security systems with offices throughout Canada. Since the company's inception, it had become one of the leaders in the Canadian home security market and had established areputation for being a technological innovator in the industry. The president and chief executive officer of the company must decide whether or not to launch their new product, AlarmFog, which the president believed represented the future of thehome security market. The case focuses on past strategic decisions made by the company in differentiating itself in a mature market. The potential folly of making tactical product launch decisions without a solid analysis of underlying strategicissues can be discussed.
Ivey Number: 9B03A010
Publication Date: 8/6/2003
Geographic Setting: Canada
Industry Setting: Miscellaneous Services
Company Size: Medium organization
Event Year Start: 2002
Subjects: New Products; Marketing Management; Market Segmentation; Market Analysis
Level of Difficulty: Undergraduate/MBA
  Add   View  6 pp.  Teaching Note A
Ivey ID: 8B03A10
For use with 9B03A010
  Add   View  16 pp.  Teaching Note B
Ivey ID: 8B03A10B
For use with 9B03A010.
   ALBERTA THEATRE PROJECTS
  Add   View  19 pp.  Case
Author(s): Pratima Bansal; Tom Ewart
Publication Date: 3/17/2006 Revision Date: 4/19/2007
Product Type: Case
Ivey ID: 9B06M047
Geographic Setting: Canada Industry Setting: Museums, Art Galleries Size: Medium
Year of Event: 2000 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Action planning and implementation; Corporate governance; Crisis management; Arts administration
Major Disciplines: General Management
Product Description: Alberta Theatre Projects (ATP) was a performing arts non-profit organization. It enjoyed a strong brand recognition as a socially liberal organization in a community with strong conservative values. With funding from the Alberta Performing Arts Stabilization Fund, ATP had paid down its accumulated deficit and expected to emerge from debt in 1999. However, in the 1998/99 season it lost over $400,000. By later 1999, ATP's accumulated deficit reached $600,000, including $300,000 owed to Canada's tax collection authority, Revenue Canada. Cash flow statements showed that ATP would be bankrupt by the spring of 2000 unless it could raise $1 million. There were concerns that ATP may not even meet its payroll obligations in the meantime.
  Add   View  26 pp.  Teaching Note
Author(s): Pratima Bansal; Tom Ewart
Publication Date: 3/17/2006 Revision Date: 3/5/2008
Product Type: Teaching Note
Ivey ID: 8B06M47
Product Description: Teaching note for product 9B06M047.
   ALBRIGHT & WILSON AMERICAS
  Add   View  7 pp.  Case
Kennedy JR
Albright & Wilson Americas is a phosphate manufacturer. They have information that urban phosphates are no longer the problem they were in the 1960s and 1970s. The introduction of Loblaws' “phosphate free'' detergent, has created a concern that it,and possible competitive entries, will create even more negative attitudes towards phosphates. They are trying to decide what actions, if any, they can take to bring more current information about phosphates and their substitutes to the public.
Ivey Number: 9A93A005
Publication Date: 20/04/1993
Geographic Setting: Canada Industry Setting: Chemicals and Allied Products
Company Size: Large organization
Event Year Start: 1989
Subjects: Public Relations, Communications
Functional Area: Marketing
  Add   View  12 pp.  Teaching Note
Ivey ID: 8A93A05
For use with 9A93A005
   ALCHEMY TRAINING FIRM
  Add   View  17 pp.  Case
Author(s): Cotte J; Yang A
Publication Date: 9/20/2004 Revision Date: 10/7/2004
Industry: Educational Services
Abstract: The top sales person for Alchemy Training Firm has visited three potential clients, an existing customer, a "warm" call referral and a cold call, to sell a new offering from the company. While the company was well-known for providing top qualitysales management training programs, the owners have decided to branch out with a new offer of supply chain management/purchasing training courses. The sales person must prepare a report of these sales calls for a planning session, and is concernedthat the outcome may not be successful. He wonders what he could have done differently. The case highlights the difficulties in selling a new intangible service when firm reputation, trainer reputation, and course customization opportunitiescompete with cost as main buyer priorities. The differing opinions of the owners on the firm's growth strategy are an issue, as well.
Ivey Number: 9B04A015
Geographic Location: China Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Services; Sales Management; Sales Strategy; Corporate Strategy
  Add   View  5 pp.  Teaching Note
For use with 9B04A015
Ivey Number: 8B04A15
   ALDUS CORPORATION
  Add   View  21 pp.  Case
Ryans AB
By mid-1988, Aldus Corporation was the market share leader in the global desktop publishing market. Top management was faced with the decision of whether to split Aldus's product family into two distinct product lines. Each product line would betargeted at different segments of the market: the business market and the creative graphics professional market.
Ivey Number: 9A90A004
Publication Date: 1/1/1990 Revision Date: 14/02/2002
Geographic Setting: USA Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 1988
Subjects: Marketing Planning, Market Segmentation, High Technology Products, Strategic Planning
Functional Area: Marketing
  Add   View  9 pp.  Teaching Note
Ivey ID: 8A90A04
For use with 9A90A004
   Alex Sharpe’s Portfolio
  Add   View  4 pp.  Case
Author(s): Colette Southam
Publication Date: 7/29/2008
Product Type: Case (Gen Exp)
Ivey ID: 9B08N020
Geographic Setting: United States Industry Setting: Security and Commodity Brokers, Dealers Size: Not Applicable Year of Event: 2007 Level of Difficulty: 3 - Undergraduate
Subjects: Risk Management; Regression Analysis; Portfolio Management; Funds Management
Major Disciplines: Finance
Product Description: Alex Sharpe's Portfolio provides an introduction to the Capital Asset Pricing Model (CAPM), portfolio diversification and risk management. Sharpe currently holds the Vanguard 500 Index Fund, but is considering a more active management strategy. Students must assess the risk of the two stocks she is considering adding to her portfolio. Students are provided with monthly stock returns and must calculate the standard deviations of the individual stocks and of the portfolios when one of the stocks is added to it. Students must calculate the stock's beta using regression and will learn that beta is the appropriate measure of risk to use in decision making since risk-averse investors do not hold stocks in isolation.
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B08N20
For use with 9B08N020.
   ALFONSO’S DEPARTMENT STORE
  Add   View  3 pp.  Case
Bell PC
The newly appointed general manager of Alfonso's Department Store has initiated a review of Alfonso's newspaper marketing, in part to gain familiarity with the store's marketing practices, but also to look for ways to enhance both sales and marketshare. (A Microsoft Excel data file is available for use with this case, product 7A99E002.)
Ivey Number: 9A99E002
Publication Date: 16/02/2000
Geographic Setting: USA Industry Setting: General Merchandise Stores
Company Size: Medium organization
Event Year Start: 1995
Subjects: Data Analysis, Regression Analysis, Advertising Effectiveness, Statistical Analysis
Functional Area: Management Science & Information Systems
  Add   View  3 pp.  Teaching Note
Ivey ID: 8A99E02
For use with 9A99E002
   ALFRED BROOKS MENSWEAR LIMITED
  Add   View  18 pp.  Case
Author(s): Hatch JE; Cox S
Description: The treasurer of a Toronto men's wear manufacturer attempts to negotiate bank financing for his company. The task is made more complex by the need to purchase material from Hong Kong and sales made to the United States and Italy.
Ivey Number: 9A89B055
Publication Date: 10/3/1995 Revision Date: 1/23/2004
Geographic Setting: Canada
Industry Setting: Textile Mill Products
Company Size: Medium organization
Event Year Start: 1989
Subjects: Bank Lending; Foreign Exchange; Credit
Level of Difficulty: Undergraduate/MBA
Functional Area: Accounting
  Add   View  13 pp.  Teaching Note
Ivey Number: 8A89B55
For use with 9A89B055.
   ALI TECHNOLOGIES INC. — EXIT STRATEGY
  Add   View  20 pp.  Case
Author(s): Hatch JE; Kovac R
Description: ALI Technologies Inc. is a medical information technology company that develops filmless diagnostic equipment for hospitals and clinics and is world leader in this field. An offer to acquire the company has been presented and the chief executiveofficer and the board of directors must determine if the offer is fair to the company shareholders and in the best interests of the company.
Ivey Number: 9B04N001
Publication Date: 6/24/2004
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 2002
Subjects: Entrepreneurship; Entrepreneurial Finance
Level of Difficulty: Undergraduate/MBA
Functional Area: Finance
  Add   View  10 pp.  Teaching Note
Ivey Number: 8B04N01
For use with 9B04N001.
   ALIAS RESEARCH INCORPORATED
  Add   View  17 pp.  Case
Deutscher TH
Stephen Bingham, president and co-founder of Alias Research Inc., felt that the worst was over. Now it was time to look to the future once again. Where should the main thrust of Alias be? There were three choices: a) in the company's historicalstrength, the 3-D animation software market; b) in industrial design software, which had looked so promising but which had proved unexpectedly difficult to penetrate; or c) in both, perhaps with a gradual shift in emphasis.
Ivey Number: 9A93A016
Publication Date: 16/08/1993 Revision Date: 13/06/2002
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 1987
Subjects: New Products, Technology, Computer Industry, Market Strategy
Functional Area: Marketing
   Alice Saddy: Caring for the Community
  Add   View  10 pp.  Case
Author(s): Colleen Sharen
Publication Date: 8/11/2008
Product Type: Case (Field)
Teaching Note: 8B08C16
Ivey ID: 9B08C016
Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate Culture; Mission Statements; Organizational Change; Organizational Structure
Major Disciplines: Human Resource Management
Product Description: The human resources manager at the Alice Saddy Association (Alice Saddy), a non-profit agency in London, Ontario, Canada, supporting people with developmental disabilities who lived independently rather than in group homes, informed the executive director that some of the support workers believed that the current organizational structure caused confusion, slowed decision making and created potential risk for the people served by Alice Saddy. The executive director agreed that there were some problems related to the structure of the organization. However, the structure reflected the mission of Alice Saddy and changes were likely to be resisted by the management team for that reason. The executive director had to decide how to proceed.
  Add   View  8 pp.  Teaching Note
Ivey ID: 8B08C16
For use with 9B08C016
   ALLEGEX NASAL SPRAY
  Add   View  7 pp.  Case
Author(s): House D; Grasby EMA
Publication Date: 1/28/2005
Industry: Food and Kindred Products
Abstract: A junior process engineer at Pharma Laboratories in Cambridge, Ontario, prepares a report to recommend increasing the output of the manufacturing line that produces the drug Allegex. The increase would allow manufacture of the product to betransferred from a plant in the United States to the Cambridge facility. In addition to evaluating the financial viability of her proposal, the engineer must consider related qualitative issues.
Ivey Number: 9B05D003
Geographic Location: Canada Company Size: Large organization Year of Event: 2003 Level of Difficulty: Introductory Functional Area: Production/Operations Management
Subjects: Break-Even Analysis; Capacity Analysis; Capital Investment; Present Value
  Add   View  8 pp.  Teaching Note
For use with 9B05D003
Ivey Number: 8B05D03
   ALLISON TRANSMISSION: CREATING A EUROPEAN FACE
  Add   View  21 pp.  Case
Author(s): Dhanaraj C
Publication Date: 9/22/2005
Product Type: Case
Ivey ID: 9B04M045
Geographic Setting: Europe Industry Setting: Transportation Equipment Size: Medium organization
Year of Event: 2001 Level of Difficulty: Undergraduate/MBA
Subjects: International Strategy; Legitimacy in International Marketplace; Entry Mode; International Marketing
Functional Area: General Management
Product Description: Allison Transmission Division is a $2 billion unit within General Motors (GM) with a very specialized product - heavy-duty automatic transmissions for commercial vehicles. Although the division is part of GM, more than 90 per cent of its output isdirected to external customers. The case presents a familiar challenge faced by many globalizing firms: a pioneer and leader in a market holding more the 60 per cent of the market in North America, but less than 10 per cent outside North America.The presence of leading original equipment manufacturers in Europe who are the key customers for Allison, and the large market potential in Europe presents a strategic opportunity, but the cultural and institutional differences present a formidablechallenge. The technological differences in Europe augments this challenge and the uncertainty surrounding a new hybrid technology that is emerging in Europe make the decision even more complex. Also presented is the company's attempts in Europefor a decade leading to the trigger issue - a decision between a joint venture in Austria and a wholly owned unit in Hungary. The case provides a rich organizational context to challenge students to go beyond a typical alternative analysis toconsider the broad strategic issues and identify a comprehensive strategy for Europe.
  Add   View  14 pp.  Teaching Note
Ivey ID: 8B04M45
For use with 9B04M045
   ALPES S.A.: A JOINT VENTURE PROPOSAL (A)
  Add   View  16 pp.  Case
Author(s): Lane HW; Shaughnessy D; Wesley DTA
Publication Date: 2/16/2006
Product Type: Case
Ivey ID: 9B06M027
Geographic Setting: Mexico/United States Industry Setting: Agricultural Services Size: Medium organization
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: International Business, Cross Cultural Management, Joint Ventures, Risk Analysis
Functional Area: General Management
Product Description: The senior vice-president for corporate development for Charles River Laboratories must prepare a presentation to the company's board of directors requesting up to a $2 million investment in a Mexican joint venture with a family-owned animal healthcompany. However, the chief executive officer views the proposed joint venture as a potential distraction while his company continues to expand rapidly in the United States. He is also worried about the risks of investing in a country like Mexicoand the plan to partner with a small, family-owned company. Moreover, the Mexican partner is unable to invest any cash in the joint venture, which would need to be fully funded by Charles River Laboratories. The supplement ALPES S.A.: Joint VentureProposal (B), product 9B06M028 looks at what happened.
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B06M27
For use with 9B06M027
   ALPES S.A.: A JOINT VENTURE PROPOSAL (B)
  Add   View  4 pp.  Case
Author(s): Lane HW; Shaughnessy D; Wesley DTA
Publication Date: 2/16/2006
Product Type: Case
Ivey ID: 9B06M028
Geographic Setting: Mexico/United States Industry Setting: Agricultural Services Size: Medium organization
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: International Business, Cross Cultural Management, Joint Ventures, Risk Analysis
Functional Area: General Management
Product Description: The senior vice-president for corporate development for Charles River Laboratories must prepare a presentation to the company's board of directors requesting up to a $2 million investment in a Mexican joint venture with a family-owned animal healthcompany. This is a supplement to ALPES S.A.: A Joint Venture Proposal (A), product 9B06M027.
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B06M27
For use with 9B06M028
Keyword
  
Title, Author, Case #, Etc.
 
 
 
   ALPHA DENTAL - THE CHALLENGE CONTINUES
  Add   View  13 pp.  Case
Hatch JE; Czyzowski B
Two entrepreneurs own the rights to a new fastening device which can be used to attach the handle to the head of a toothbrush. In the case Alpha Personal Dental Care Systems, case 9A95B020, the entrepreneurs consider a private equity placement.Unfortunately, they have experienced a lot of difficulty in raising funds to develop the concept and are trying to decide whether to sell the manufacturing rights to a multinational company.
Ivey Number: 9A95B021
Publication Date: 20/09/1995 Revision Date: 12/2/2002
Geographic Setting: Canada Industry Setting: Health Services
Company Size: Small organization
Event Year Start: 1995
Subjects: Entrepreneurial Finance, Patents, Product Design/Development
Functional Area: Finance
   ALPHA GEARING SYSTEMS SHANGHAI CO., LTD.
  Add   View  18 pp.  Case
Slaughter KE; Jie Z; Everatt D
Alpha Gearing Systems Shanghai Co., Ltd. (Alpha Shanghai), a joint-venture between Alpha Gearing Systems of Illinois, USA (a large producer of gearing products), and Kai Li Machine Systems (one of China's largest manufacturers of gearing systems for mopeds and motorcycles), had invested several millions of dollars in tooling in the hope of winning a major contract. The general manager of Alpha Shanghai had made the decision that the next round of negotiations would either significantly advance,or sever, the relationship between Alpha Shanghai and San Yu Mopeds, a large Chinese moped producer, and a customer which Alpha Shanghai had hoped would become one of its largest. The case decision revolves around Alpha Shanghai's senior management perspectives, strategy and assumptions which affected the negotiating process, and specifically how their communication patterns were effected by their experience and culture.
Ivey Number: 9A99C014
Publication Date: 4/6/1999 Revision Date: 11/5/2000
Geographic Setting: China Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 1998
Subjects: Negotiation, Interpersonal Relations, Communications, International Business
Functional Area: Human Resource Management
  Add   View  10 pp.  Teaching Note
Ivey ID: 8A99C14
For use with 9A99C014
   ALPHA INVESTMENTS
  Add   View  10 pp.  Case
Wirick RG; Dent S
An analyst with Alpha Investments is examining the possibility of recommending that shares in the closed end mutual fund, Growth Investment, be included in the portfolio holdings of managed funds run by Alpha. Growth Investment was a dual-purposefund with both preferred shares and common shares. The common shares were selling at a discount of over 20 per cent to their underlying net asset value. This seemed to represent a significant investment opportunity for Alpha, especially becauseGrowth Investment had a wind-up date in approximately three years at which time the common shares would be redeemed at full net asset value (less any wind-up costs). Before making the recommendation to buy, however, the analyst wanted to be surethat she understood all the risks as well as the opportunities of the investment.
Ivey Number: 9A98N025
Publication Date: 25/11/1998
Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies
Event Year Start: 1989
Subjects: Efficient Market, Investments, Human Behaviour, Mutual Funds
Functional Area: Finance
   ALPHA LEGAL SYSTEMS INC.
  Add   View  14 pp.  Case
Author(s): Thornhill S; Roll W
Publication Date: 3/22/2005
Industry: Business Services
Abstract: An entrepreneur from California sold his last start up company over a year ago and was looking at investing in an underperforming company in which he could play an active role and turn around. His investment advisor approached him with a potentialdeal in which to invest. Alpha Legal Systems was a small software company with $5 million in sales the previous year but had no profitability. The entrepreneur must consider the economic slowdown and an underperforming technology market and thechallenges of taking over and managing a young, rapidly growing company.
Ivey Number: 9B05M032
Geographic Location: United States Company Size: Small organization Year of Event: 2000 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Entrepreneurship; Financial Management; Offering Memorandum; Business Valuation
   ALPHA PERSONAL DENTAL CARE SYSTEMS
  Add   View  16 pp.  Case
Hatch JE; Czyzowski B
Peter Butler and Julie McBride own the rights to a new fastening device which can be used to connect the handle to the head of a toothbrush. They require funds to further develop the concept and are considering a private placement of equity. Partof the task for students is to generate an offering memorandum. (A sequel to this case, Alpha Dental - The Challenge Continues, case 9A95B021, addresses complications incurred.)
Ivey Number: 9A95B020
Publication Date: 20/09/1995 Revision Date: 18/11/1999
Geographic Setting: Canada Industry Setting: Health Services
Company Size: Small organization
Event Year Start: 1988
Subjects: Entrepreneurial Finance, Startups, Private Placement
Functional Area: Finance
  Add   View  12 pp.  Teaching Note
Ivey ID: 8A95B20
For use with 9A95B020
   Amaranth Advisors: Burning Six Billion in Thirty Days
  Add   View  15 pp.  Case
Author(s): Walid Busaba; Zeigham Khokher; Anuroop Duggal
Publication Date: 6/30/2008
Product Type: Case (Library)
Teaching Note: 8B08N03
Ivey ID: 9B08N003
Geographic Setting: Canada; United States Industry Setting: Electric, Gas and Sanitary Services Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Futures Markets; Hedge Funds; Energy Trading; Risk Management
Major Disciplines: Finance; International
Product Description: This case provides students with a deeper understanding of commodity futures markets in general and natural gas markets in particular. It also provides an introduction to hedge funds and insight into the largest hedge fund collapse in history. Third, it introduces such concepts as liquidity risk, value-at-risk, spread trades and the use of derivatives. As of the case date, Amaranth had not publicly disclosed the positions that led to $6 billion in losses during the month of September 2006. The case was written using public information and provides key pieces of data to allow students to reverse engineer possible positions Amaranth may have held.
  Add   View  11 pp.  Teaching Note
Ivey ID: 8B08N03
For use with 9B08N003
   Ambra Personal Computers
  Add   View  30 pp.  Case (Field)
Author(s): Mark B. Vandenbosch; John Laugesen
Ivey ID: 9A94A011
Publication Date: 7/14/1994 Revision Date: 7/12/2002
Product Type: Case (Field)
Teaching Note: 8A94A11
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 1993 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Marketing Channels; Market Strategy; Personal Computers; Product Management
Major Disciplines: Marketing
Product Description: A product manager for Ambra Personal Computers, (a part of IBM Canada Ltd. and the IBM Personal Computer Company) must make a number of marketing decisions for the launch of a new Ambra personal computer product line. The case centres around the product manager's decisions in the areas of target market selection, pricing (relative to the competition) and marketing channels.
  Add   View  3 pp.  Teaching Note
Ivey ID: 8A94A11
For use with 9A94A011.
   AMERICAN BARRICK RESOURCES CORPORATION
  Add   View  28 pp.  Case
White RW; Grosskope P; Atkinson L
The focus of the case is on techniques for hedging gold production. The primary strategy is min/max strategy using over-the-counter gold option contracts. The recent gold price increase from a low of $360 within the year, to a current price of over$394 was making the roll-over decision that much more difficult than if prices had remained stable. The hedging decision involves the quantity of hedges to initiate, the timing of the moves, and the medium through which Barrick could mostefficiently make the adjustment. The case permits a discussion of option contracts, forwards and gold loans.
Ivey Number: 9A90B050
Publication Date: 1/1/1990 Revision Date: 25/03/2002
Geographic Setting: Canada/USA Industry Setting: Metal Mining
Company Size: Large organization
Event Year Start: 1989
Subjects: Derivatives, Risk Management, Hedging, Financial Strategy
Functional Area: Finance
   AMERICAN BARRICK RESOURCES CORPORATION - THE LAC DECISION
  Add   View  32 pp.  Case
Foerster SR; Fortier D
Peter Munk, Chairman and Chief Executive Officer of American Barrick Resources Corporation, had to decide whether or not to make a bid for Lac Minerals. Lac Minerals was recently put into play when Royal Oak Mines made an unsolicited bid.
Ivey Number: 9A95B025
Publication Date: 4/10/1995 Revision Date: 17/07/2001
Geographic Setting: Canada/USA Industry Setting: Metal Mining
Company Size: Large organization
Event Year Start: 1994
Subjects: Mergers & Acquisitions, Valuation, Acquisitions
Functional Area: Finance
  Add   View  11 pp.  Teaching Note
Ivey ID: 8A95B25
For use with 9A95B025
   American Car: Salaried Headcount Reduction
  Add   View  13 pp.  Case (Library)
Author(s): David Loree; Ken Mark
Ivey ID: 9B02C053
Publication Date: 11/29/2002
Product Type: Case (Library)
Teaching Note: 8B02C53
Geographic Setting: Canada Industry Setting: Transportation Equipment Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Employee Termination; Human Resources Management
Major Disciplines: Human Resource Management
Product Description: The head of salaried personnel at a large automotive manufacturer is faced with the unenviable task of implementing head count reductions. Several options are available including voluntary leave of absence, contract position reductions and early retirement packages. She must decide the best method to carry out the reductions and how to keep the targeted reductions fair to all employees at the company. Supplemental case Janet Michaels at American Car, product 9B02C054 discusses her decision.
  Add   View  4 pp.  Teaching Note
Ivey ID: 8B02C53
For use with 9B02C053.
   AMERICAN CYANAMID
  Add   View  15 pp.  Case
Author(s): Rowe WG; Mark K
Publication Date: 8/10/2004
Industry: Chemicals and Allied Products
Abstract: Originally a chemical company with its focus on agriculture, American Cyanamid has expanded into three other industry segments: medical, chemical and consumer products. The executive vice-president for agriculture must decide what to do with thefloundering chemical division. The supplement Cytec Industries, Inc., product 9B04M007 looks at the progress of the chemical division.
Ivey Number: 9B04M006
Geographic Location: United States Company Size: Large organization Year of Event: 1991 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Strategic Scope; Uncertainty; Stakeholder Analysis; Action Planning and Implementation
  Add   View  9 pp.  Teaching Note
For use with 9B04M006
Ivey Number: 8B04M06
   AMERICAN FAST FOOD IN KOREA
  Add   View  14 pp.  Case
Author(s): Beamish PW; Jung J; Kim H
Description: A major U.S.-based fast food company with extensive operations around the world was contemplating whether or not they should enter the Korean market. The Korean fast food market was hit badly by the Asian economic crisis in the late 1990s, but theeconomy was turning around. Thus, fast food demand in Korea was expected to increase. For the industry analysis, this case provides information on various competitors, substitute foods, new entrants, consumers and suppliers. In addition, socialissues are included as potential forces.
Ivey Number: 9B03M016
Publication Date: 4/2/2003
Geographic Setting: Korea
Industry Setting: Eating and Drinking Places
Company Size: Large organization
Event Year Start: 2002
Subjects: Industry Analysis; Market Entry; International Business; Fast Food
Level of Difficulty: Undergraduate/MBA
  Add   View  15 pp.  Teaching Note
Ivey ID: 8B03M16
For use with 9B03M016
   AMERICHEM INC.
  Add   View  13 pp.  Case
Tattersall CA
An AmeriChem Inc. plant was maligned at a corporate board meeting with accusations of general abuse of alcohol and drunkenness on the job. The health and safety manager knew that the groundless claims could completely destroy the plant's alreadydoubtful reputation and he had to decide whether to respond and how. The problems are analytically challenging and not clearly defined; they concern the difference between the inter-relation of individual and collective interests. The variousaspects of the problem need to be separated and addressed, and the issues must be considered in all of their relevant contexts, making students aware that decisions are most often made in a complex environment requiring diverse thinking and balancingskills.
Ivey Number: 9B00C028
Publication Date: 20/10/2000
Geographic Setting: Canada Industry Setting: Chemicals and Allied Products
Company Size: Large organization
Event Year Start: 2000
Subjects: Corporate Culture, Management Communication, Management Style, Morale
Functional Area: Human Resource Management
  Add   View  5 pp.  Teaching Note
Ivey ID: 8B00C28
For use with 9B00C028
   AMP OF CANADA (A)
  Add   View  15 pp.  Case
Newson EFP; Marchak S
The controller of AMP of Canada learned that her existing transactional processing system was not year 2000 compliant. She must choose between three alternatives: upgrading the existing transactional processing system, implementing a customizedsoftware package that many AMP companies already used, or implementing SAP. She knew that Canadian management preferred to implement the very popular SAP system, but her information systems manager did not think that users were ready for SAP andpreferred an option involving the existing system. The controller wondered which solution to choose and how to persuade Canadian management, the Canadian information systems department, and headquarters management to support this decision.
Ivey Number: 9A99E030
Publication Date: 9/2/2000
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 1997
Subjects: Management Information Systems, Managing Implementation, Computer System Implementation, Project Management
Functional Area: Management Science & Information Systems
  Add   View  7 pp.  Teaching Note
Ivey ID: 8A99E30
For use with 9A99E030
   AMP OF CANADA (B)
  Add   View  14 pp.  Case
Newson EFP; Marchak S
The second of the AMP of Canada case series (see the (A) case, 9A99E030 and the (C) case, 9A99E032), this case describes the decision to implement SAP, the project's history, and culminates with the final decision about whether to go live. Not allfunctionality is complete, but some may be completed before the go live on October 5, 1998, and some may not be immediately required to run the business. With only two weeks left, the project team is divided. The decision in the case is whether togo live, and how to handle the consequences of either decision.
Ivey Number: 9A99E031
Publication Date: 9/2/2000
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 1998
Subjects: Management Information Systems, Managing Implementation, Computer System Implementation, Project Management
Functional Area: Management Science & Information Systems
  Add   View  3 pp.  Teaching Note
Ivey ID: 8A99E31
For use with 9A99E031
   AMP OF CANADA (C)
  Add   View  4 pp.  Case
Newson EFP; Marchak S
The third in the AMP of Canada case series (see the (A) case, 9A99E030 and the (B) case, 9A99E031), this case describes events immediately after the (B) case. Although the project is officially a success, the organization has changed dramaticallysince the project began. The two key questions are revisiting the same decisions in cases (A) and (B): should the project have gone live, and was it the right decision to implement SAP.
Ivey Number: 9A99E032
Publication Date: 9/2/2000
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 1998
Subjects: Management Information Systems, Managing Implementation, Computer System Implementation, Project Management
Functional Area: Management Science & Information Systems
  Add   View  3 pp.  Teaching Note
Ivey ID: 8A99E32
For use with 9A99E032
   AMTELECOM GROUP INC.
  Add   View  32 pp.  Case
Author(s): Dunbar C; Cogan A
Publication Date: 12/20/2004
Industry: Communications
Abstract: The chief executive officer of Ametelcom Group Inc. must make a recommendation to the board of directors regarding the best way to sell its Amtelecom Communications subsidiary. AGI owns and operates ICS Courier, a national fixed-route courierbusiness and Amtelecom Communications, a regional telecommunications, cable television and Internet business. Amtelecom Communication's capital requirements are not being satisfied because cash is being diverted to ICS Courier to cover its losses.As well, AGI's stock has been performing poorly. In order to alleviate these problems, the board has decided to sell off Amtelecom Communications. The three sales alternatives being considered are: selling to a strategic buyer, IPO via a commonshare offering and IPO via an income trust offering. This case can be used to teach students about valuation in a strategic setting, and provides an opportunity to apply sum of parts valuation to value a diversified firm, apply discounted cash flow,conduct a transactions analysis to determine the standalone value of a firms, and gain a basic understanding of income trusts.
Ivey Number: 9B04N014
Geographic Location: Canada Company Size: Large organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Finance
Subjects: Financial Strategy; Mergers & Acquisitions; Initial Public Offerings; Valuation
  Add   View  22 pp.  Teaching Note
For use with 9B04N014
Ivey Number: 8B04N14
   AMWAY IN CHINA (A): A NEW BUSINESS MODEL
  Add   View  10 pp.  Case
Author(s): Tan D; Tan J
Publication Date: 9/10/2004
Industry: Miscellaneous Retail
Abstract: Amway is a large manufacturer of household products that uses the direct selling approach. The company was established in the late 1940s and over the years, still using direct selling, branched into the United Kingdom, Europe and Japan. With this global success it expanded further, into the Chinese market. However, the company must look at its strategy after the Chinese government implements regulations on the direct marketing business model. The supplement Amway in China (B): Adopting to aChanging Environment, product 9B04M036, looks at how the company responds to the changing social and political environment.
Ivey Number: 9B04M035
Geographic Location: China Company Size: Large organization Year of Event: 1998 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Legal System; Government Regulation; Marketing Channels; Corporate Culture
  Add   View  7 pp.  Teaching Note
For use with 9B04M035
Ivey Number: 8B04M35
   AMWAY IN CHINA (B): ADOPTING TO A CHANGING ENVIRONMENT
  Add   View  10 pp.  Case
Author(s): Tan D; Tan J
Publication Date: 9/10/2004 Revision Date: 6/14/2005
Product Type: Case
Ivey ID: 9B04M036
Geographic Setting: China Industry Setting: Miscellaneous Retail Size: Large organization
Year of Event: 1998 Level of Difficulty: Undergraduate/MBA
Subjects: Legal System; Government Regulation; Marketing Channels; Corporate Culture
Functional Area: General Management
Product Description: The Chinese government has placed a ban on direct marketing. With direct marketing being the primary marketing method the company uses, it must respond to the changing social and political environment. This is a supplement to Amway in China (A): ANew Business Model, product 9B04M035.
  Add   View  7 pp.  Teaching Note
Ivey Number: 8B04M35
For use with 9B04M036
   AMWAY OF CANADA
  Add   View  9 pp.  Case
Plouffe C
Amway of Canada is faced with decisions surrounding the replacement of photocopiers at its Canadian headquarters. As the lease has expired on its current copiers, Amway is beginning the process of evaluating new copier brands, vendors and relatedtechnologies. However, what initially appeared to be a rather straightforward “rebuy'' purchasing situation is becoming a more complex organizational decision. Specifically, the number of potential vendors is increasing as different technologies areconsidered, because the purchasing team realizes that the new photocopier decision inherently impacts other areas of Amway's operations.The purpose of this case is to examine how seemingly simple organizational purchases - particularly those related to new and emerging technologies - can become extremely complex and involve the consideration of related functional areas andoperational characteristics within the firm. As such, the case is ideally suited for a discussion around prioritizing key issues in a complex organizational purchase and achieving rapid closure on a procurement initiative, which has apparentlyspiralled out of control.
Ivey Number: 9A99D015
Publication Date: 31/08/1999 Revision Date: 1/10/1999
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 1999
Subjects: Supplier Selection, Purchasing, Management of Technology, Capital Investment
Functional Area: Production/Operations Management
  Add   View  5 pp.  Teaching Note
Ivey ID: 8A99D15
For use with 9A99D015
   AMWAY OF CANADA LTD.
  Add   View  4 pp.  Case
Harty M; Erskine JA; Leenders MR
The rebuyer of hard goods for Amway of Canada Ltd. received notice that the latest shipment of goods by a supplier had failed to meet contractual specifications once again. The company relied heavily on the ability of its suppliers to delivercorrect order quantities and descriptions in order to meet tight catalogue production deadlines. He had to decide whether he should recommend terminating the company's two-year relationship with the supplier. There were several factors he needed toconsider including the costs Amway incurred to remedy the problems and the company's push toward global sourcing.
Ivey Number: 9B00D020
Publication Date: 7/12/2000
Geographic Setting: Canada Industry Setting: Wholesale Trade - Durable Goods
Company Size: Large organization
Event Year Start: 1999
Subjects: Supplier Relations, Relationship Management, Supplier Selection, Purchasing
Functional Area: Production/Operations Management
  Add   View  3 pp.  Teaching Note
Ivey ID: 8B00D20
For use with 9B00D020
   AN INDISCREET CONVERSATION ON HIRING
  Add   View  4 pp.  Case
Author(s): Konrad A; Mark K
Publication Date: 11/28/2005
Product Type: Case
Ivey ID: 9B05C032
Geographic Setting: Canada
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: Discrimination; Women in Management; Human Resources Management; Organizational Behaviour
Functional Area: Human Resource Management
Product Description: A group of four friends, all married men and in their late 20s, meet for coffee in a major city. One of the men has received a job application from a young woman he considers to be a stellar candidate for his job opening. The discussion turns intoa debate about the feasibility of hiring young women for professional and managerial positions, given that they become pregnant and go on maternity leave.
  Add   View  9 pp.  Teaching Note
Ivey Number: 8B05C32
For use with 9B05C032
   An Integrated Approach to the Determination of Forward Prices
  Add   View  11 pp.  Note
Author(s): Walid Busaba; Zeigham Khokher; Saqib Khan
Publication Date: 4/1/2008
Product Type: Note
Ivey ID: 9B08N002
Industry Setting: Security and Commodity Brokers, Dealers Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Finance; Foreign Exchange; Exchange Rates; Derivatives; Forwards; Futures
Major Disciplines: Finance
Product Description: This note demonstrates how a forward price, or equivalently, futures price, is determined and considers forward and futures contracts written on financial assets and on commodities. The note introduces the concept of a convenience yield and calculates the convenience yields on four commodities, crude oil, natural gas, copper and gold. Examples in the note use actual market prices.
   AN INTERNATIONAL PROJECT MANAGER’S DAY (A)
  Add   View  5 pp.  Case
Lane HW; Wright L
The newly appointed project manager of a highway project in Southeast Asia has a variety of issues to contend with all at once. The project is fully described in the Hazelton International Limited case 9A84C040. The Hazelton case can serve as abriefing and must be done before this one. This case provides the company schedule and infrastructure information. Decisions need to be made regarding the items in his in-basket. These items are in the (B) case 9A86C070 and (C) case 9A86C071.
Ivey Number: 9A86C069
Publication Date: 1/1/1986 Revision Date: 23/03/2000
Geographic Setting: Asia/Indonesia Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 1984
Subjects: Project Management, Intercultural Relations, International Business, Construction
Functional Area: Human Resource Management
  Add   View  12 pp.  Teaching Note
Ivey ID: 8A84C40
For use with 9A86C069
   AN INTERNATIONAL PROJECT MANAGER’S DAY (B)
  Add   View  17 pp.  Case
Lane HW; Wright L
A new project manager faces sixteen items in his in-basket when he reports for his first day of work with Hazelton International Limited. This case, along with the (C) case, 9A86C071, is a supplement to An International Project Manager's Day (A),case 9A86C069, and should be considered in conjunction with the Hazelton International Limited case, 9A84C040.
Ivey Number: 9A86C070
Publication Date: 1/1/1986 Revision Date: 23/03/2000
Geographic Setting: Asia/Indonesia Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 1984
Subjects: Project Management, Intercultural Relations, International Business, Construction
Functional Area: Human Resource Management
  Add   View  12 pp.  Teaching Note
Ivey ID: 8A84C40
For use with 9A86C070
   AN INTERNATIONAL PROJECT MANAGER’S DAY (C)
  Add   View  5 pp.  Case
Lane HW; Wright L
A new project manager arrived on his first day of work to find an in-basket full of issues requiring his consideration. (See cases 9A86C040, 9A86C069, and 9A86C070.) Now, he finds additional items on which he must take action.
Ivey Number: 9A86C071
Publication Date: 1/1/1986 Revision Date: 23/03/2000
Geographic Setting: Asia/Indonesia Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 1984
Subjects: Project Management, Intercultural Relations, International Business, Construction
Functional Area: Human Resource Management
  Add   View  12 pp.  Teaching Note
Ivey ID: 8A84C40
For use with 9A86C071
   AN INTERNATIONAL PROJECT MANAGER’S DAY (D)
  Add   View  21 pp.  Case
Lane HW; Wright L
The new project manager for Hazelton International Limited is confronted with numerous items in his in-basket that must be dealt with. This case is a follow-up to An International Project Manager's Day (A), case 9A86C069, and offers an alternateteaching methodology. Its contents are unrelated to the (B) and (C) case supplements. An alternate teaching note (5A84C40) should be used with this case.
Ivey Number: 9B00C014
Publication Date: 2/5/2000
Geographic Setting: Asia/Indonesia Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 1984
Subjects: Project Management, Intercultural Relations, International Business, Construction
Functional Area: Human Resource Management
  Add   View  14 pp.  Teaching Note
Ivey ID: 5A84C40
For use with 9B00C014
   AN NHL IMAX/RIDEFILM ATTRACTION
  Add   View  10 pp.  Case
Flick S; Grasby EMA
The National Hockey League (NHL) was battling within a competitive market to increase the exposure of hockey throughout the United States. Many new franchises had been established and the challenge was to create a fan base to support both thefranchises and the league as a whole. As a result, many new initiatives were being examined to educate and excite the American public.The director of new business development for National Hockey League Enterprises, the marketing arm of the NHL, had to evaluate a proposal to establish an IMAX/Ridefilm attraction at NHL SKATE rinks and determine if this approach would increase theexposure of hockey throughout the United States. To prepare his recommendations for the board of directors, he needed to qualitatively evaluate the prospects of the NHL/Ridefilm proposal and perform a quantitative analysis.
Ivey Number: 9B00M029
Publication Date: 7/12/2000
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services
Company Size: Medium organization
Event Year Start: 1997
Subjects: Joint Ventures, Marketing Communication, Sports, Sensitivity Analysis
Functional Area: Marketing
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B00M29
For use with 9B00M029
   AN OVERVIEW OF THE STATISTICAL PROCESS
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Higgins CA
This note presents an overview of the process of collecting or sampling data from the appropriate population, presenting statistical measures to describe the data and to allow inferences to be drawn from the data, and then clearly presenting theresults obtained.
Ivey Number: 9A97E010
Publication Date: 31/08/1998
Subjects: Data Analysis
Functional Area: Management Science & Information Systems
   ANCHOR INN BAR & GRILL — GOING SMOKE FREE
  Add   View  13 pp.  Case
Author(s): Haywood-Farmer JS; Denniston J
Publication Date: 8/2/2005
Product Type: Case
Ivey ID: 9B05C018
Geographic Setting: Canada Industry Setting: Eating and Drinking Places Size: Small organization
Year of Event: 2003 Level of Difficulty: Introductory
Subjects: Customer Relations; Government and Business; Lobbying; Motivation
Functional Area: Human Resource Management
Product Description: The owners of a bar & grill located in a major tourist area must decide how to deal with the non-smoking bylaw that is being considered for the township it's located in. The bar & grill serves two different groups: a large number of tourists during the summer and local patrons who frequent the bar throughout the year. The owners are concerned how this bylaw will affect business during the slower winter months. The case allow students to produce a plan that deals with how to influencepublic-sector decision-makers, deal with multiple customer groups with the possibly conflicting interests, and motivating staff to implement a course of action with which they might not personally agree.
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B05C18
For use with 9B05C018
   ANDRE VOLKOFF MALAYSIA
  Add   View  10 pp.  Case
Anand J; Ensign PC; McReynolds K
Martin Doyle, manager of a Canadian-Malaysian joint venture set up for the manufacture of custom-made ornamental building products in Malaysia, must reconcile the seemingly irreconcilable positions of the two partners. The case illustrates how thebusiness environment in emerging markets can be simultaneously attractive and challenging. Success in such ventures is contingent upon an accurate assessment of the relative positions of the partners as well as ability to adopt creative solutions. Industry: Fabricated Metal Products Issues: Joint Ventures, Developing Countries, International Business, Small Business Location: Canada/Malaysia Size: Small organization Year of event: 1996 Level: Undergraduate/MBA Revised: 28/01/2000 Ivey #: 9A97M001
  Add   View  7 pp.  Teaching Note
Ivey ID: 8A97M01
For use with 9A97M001
   Anduro Marketing: Internet Services vs. Software Sales
  Add   View  14 pp.  Case
Author(s): Malcolm Munro; Sid L. Huff
Publication Date: 10/1/2007
Product Type: Case (Field)
Ivey ID: 9B07A018
Geographic Setting: Canada Industry Setting: Business Services Size: Small
Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Corporate strategy; Internet marketing; Internet software; Search engines
Major Disciplines: Entrepreneurship; International; Management Science and Information Systems; Marketing
Product Description: Anduro Marketing is a Canadian company that sells technical services to companies wanting to improve their search engine website rankings. Though small, Anduro has attracted several major clients in both Canada and the United States, and expects steady profitability and growth. Anduro believes it can generate substantial additional profit by developing and selling a suite of software products that automate its technical service offerings. Anduro's managers must decide whether Anduro is better off staying with its current safe and profitable strategy or if Anduro should instead pursue a riskier but potentially more profitable software sales model. Several tough questions must be answered to determine whether the risk is worth the reward. The Anduro case provides an interesting description of an Internet technical/marketing services business and contrasts this with software sales.
  Add   View  7 pp.  Teaching Note
Ivey ID: 8B07A18
For use with 9B07A018
   ANI Jewellers: Snowfall Promotion
  Add   View  5 pp.  Case (Field)
Author(s): Peter C. Bell
Ivey ID: 9B05E021
Publication Date: 2/6/2006
Product Type: Case (Field)
Teaching Note: 8B05E21
Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Small Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Risk Analysis; Probability; Marketing Planning; Insurance
Major Disciplines: Entrepreneurship; Management Science and Information Systems
Product Description: The owners of a retail jewellry store must decide whether to continue to offer a snowfall promotion that gave customers a 100 per cent cash refund for all November and December purchases if there was more than 15 centimetres of snow on the following January 7.
  Add   View  4 pp.  Teaching Note
Ivey ID: 8B05E21
For use with 9B05E021.
   Anita Jairam at Metropole Services
  Add   View  6 pp.  Case
Author(s): Allison Konrad; Ken Mark
Publication Date: 2006
Ivey ID: 9B06C003
Subjects: Human resources management; Communication; Leadership; Personnel management
Product Description: The senior project manager at Metropole Services is getting the sense that her business relationship with her software development group is taking a turn for the worse. According to her, she was their project manager and it seemed strange that her team members — all subordinates, were excluding her from an important client meeting. She must figure out what the issue is, and if something truly is wrong, and take the appropriate steps to correct it immediately.
  Add   View  4 pp.  Teaching Note
Ivey ID: 8B06C03
For use with 9B06C003
   ANNA
  Add   View  5 pp.  Case
Head SM; Grasby EMA
A young ambitious recruit in a prestigious firm circumvented due process in order to achieve a relocation within the company. Afterwards, she experienced an intense conflict with her immediate superior. In a last-ditch effort to end herself-induced misery, she again circumvented due process. This time she confronted her boss's immediate superior. The case analyzes fit and compatibility within management levels and among frontline employees. Perception, power and personalityissues are prevalent in a backdrop of overt and covert conflict.
Ivey Number: 9A96J010
Publication Date: 23/10/1996 Revision Date: 8/2/2001
Geographic Setting: USA Industry Setting: Business Services
Company Size: Small organization
Subjects: Employee Attitude, Management Style, Women, Interpersonal Skills
Functional Area: Human Resource Management
  Add   View  5 pp.  Teaching Note
Ivey ID: 8A96J10
For use with 9A96J010
   ANNA HARRIS (A)
  Add   View  10 pp.  Case
Author(s): Mikalachki A; Mikalachki D
Description: Anna Harris is a highly-regarded auditing manager in a large, national accounting firm. She wants to return to her job part-time after her pregnancy, becoming the first part-time manager in the office. Her re-ordered priorities put her family firstand she is not sure how her new emphasis will affect her career. Her supervisory partner wants her to come back but is concerned about how clients will accept having a part-time manager looking after their interests. In addition, he is unsure ofthe support he will get from the other partners. Company policy on the issue of career development and family responsibilities is unclear. (A sequel to this case titled Anna Harris (B), case 9A86C034, examines Anna's situation two years later.)
Ivey Number: 9A86C033
Publication Date: 1/1/86 Revision Date: 6/11/2003
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 1984
Subjects: Career Development; Performance Overview; Management of Change; Women
Level of Difficulty: Undergraduate/MBA
  Add   View  4 pp.  Teaching Note
Ivey ID: 8A86C33
For use with 9A86C033
   ANNA HARRIS (B)
  Add   View  3 pp.  Case
Author(s): Mikalachki A; Mikalachki D
Description: Anna Harris's role two years after her return to the firm has gradually changed in some important ways. She has taken on the job of office comptroller, a new job in her office. This has taken her out of public accounting and has eliminated the roadto partnership. Anna and her husband have learned of the difficulties of juggling work, baby-sitters and family responsibilities. However, Anna is trying to have a second child. The national office of the firm has set up a Working ParentsCommittee to make recommendations for improvements in company policies for professional staff trying to balance careers and family responsibilities. (This is a supplement to a case titled Anna Harris (A), case 9A86C033.)
Ivey Number: 9A86C034
Publication Date: 1/1/86 Revision Date: 3/31/2003
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Medium organization
Event Year Start: 1984
Subjects: Career Development; Performance Overview; Management of Change; Women
Level of Difficulty: Undergraduate/MBA
  Add   View  4 pp.  Teaching Note
Ivey ID: 8A86C33
For use with 9A86C034.
   ANTAMINA COPPER-ZINC PROJECT: POLITICAL RISK INSURANCE
  Add   View  23 pp.  Case
Author(s): Sapp S
Publication Date: 2/6/2003 Revision Date: 9/19/2005
Product Type: Case
Ivey ID: 9B02N018
Geographic Setting: Peru Industry Setting: Metal Mining Size: Large organization
Year of Event: 1998 Level of Difficulty: Undergraduate/MBA
Subjects: Financing; International Finance; Risk Analysis; Political Environment
Functional Area: Finance
Product Description: Compania Minera Antamina S.A. is a consortium of three large multinational Canadian mining companies set up to exploit a very large copper-zinc deposit north central Peru. The project requires about US$2 billion of financing for the development and exploitation of the deposit. The finance committee needs to determine the best means to raise the necessary funds: loans guaranteed by the sponsors or project finance. The costs and benefits are different across alternatives because the projectinvolves both business and political risks to which the exposure for all of the stakeholders is different.
  Add   View  14 pp.  Teaching Note
Ivey ID: 8B02N18
For use with 9B02N018
   ANTAR AUTOMOBILE COMPANY - PART I: THE AUTOMATION PROJECT
  Add   View  4 pp.  Case
Mikalachki A; McLennan R
A project manager in the Operational Research Department of an automobile assembly plant must decide how he can most effectively redirect his team to meet management's deadline and design expectations. For five months he had been supervising thework of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistantsto work together with very little intervention from him. As a result, he is facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with two supplements Antar Automobile Company cases, cases9A95C016 and 9A95C017.)
Ivey Number: 9A95C005
Publication Date: 3/5/1995
Geographic Setting: Canada Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 1995
Subjects: Group Behaviour, Management Succession, Management of Professionals, Conflict Resolution
Functional Area: Human Resource Management
  Add   View  5 pp.  Teaching Note
Ivey ID: 8A95C05
For use with 9A95C005
   ANTAR AUTOMOBILE COMPANY - PART II: TEAM AND INDIVIDUAL OBJECTIVES
  Add   View  2 pp.  Case
Mikalachki A; McLennan R
A project manager in the Operational Research Department of an automobile assembly plant must decide how he can most effectively redirect his team to meet management's deadline and design expectations. For five months, he had been supervising thework of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistantsto work together with very little intervention from him. As a result, he was facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with two supplements Antar Automobile Company cases, cases9A95C005 and 9A95C017.)
Ivey Number: 9A95C016
Publication Date: 13/06/1995
Geographic Setting: Canada Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 1995
Subjects: Group Behaviour, Management Succession, Management of Professionals, Conflict Resolution
Functional Area: Human Resource Management
  Add   View  5 pp.  Teaching Note
Ivey ID: 8A95C05
For use with 9A95C016
   ANTAR AUTOMOBILE COMPANY - PART III: CONFLICTING OBJECTIVES
  Add   View  1 pp.  Case
Mikalachki A; McLennan R
A project manager in the Operational Research Department of an automobile assembly plant has to decide how he can most effectively redirect his team to meet management's deadline and design expectations. For five months he had been supervising thework of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistantsto work together with very little intervention from him. As a result, he was facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with supplement cases 9A95C005 and 9A95C016.)
Ivey Number: 9A95C017
Publication Date: 13/06/1995
Geographic Setting: Canada Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 1995
Subjects: Group Behaviour, Management Succession, Management of Professionals, Conflict Resolution
Functional Area: Human Resource Management
  Add   View  5 pp.  Teaching Note
Ivey ID: 8A95C05
For use with 9A95C017
   Anupam Majumdar: Relationship Manager
  Add   View  8 pp.  Case
Author(s): James A. Erskine; Unnat Kohli
Publication Date: 10/4/2007
Product Type: Case (Field)
Ivey ID: 9B07C032
Geographic Setting: India Size: Medium
Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Action planning and implementation; Conflict resolution; Interpersonal skills; Management style; Managing your boss; Morale
Major Disciplines: Human Resource Management; International
Product Description: Anupam Majumdar, relationship manager, and Aditya Mehta, regional head of Hindustan Neon General Insurance Limited, India, were meeting an important client. Mehta asked Majumdar to serve them tea. This really embarrassed and infuriated Majumdar. It was not the first time that Mehta, Majumdar's boss, had treated him like a peon. Majumdar was about to take a three-week leave of absence to attend his brother's wedding in New York so he was not sure if this was the right time, if ever, to do anything about the situation.
   AOL Latin America
  Add   View  16 pp.  Case (Library)
Author(s): Henry W. Lane; Nicholas Athanassiou; David T.A. Wesley
Ivey ID: 9B02M029
Publication Date: 10/29/2002
Product Type: Case (Library)
Teaching Note: 8B02M29
Geographic Setting: Brazil Industry Setting: Communications Industry Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management Behaviour; International Marketing; International Business; Developing Countries
Major Disciplines: General Management; International
Product Description: America Online (AOL) announced a joint venture to develop a Latin American version of its popular online service. The future seemed bright: AOL had enjoyed phenomenal success in the United States, Latin America was one of the fastest growing markets for online services and the president of AOL Brazil was the former country manager for Brazil's leading telecommunications provider. Despite these factors, the company endures many setbacks. The president leaves to join a competitor's firm, hundreds of the company's CD-ROM discs are discovered to be faulty and potential customers are subscribing with its competitors. AOL's experiences provide a basis for discussing difficulties faced by many multinational companies, including the implications of infrastructure differences, strategic human resources management and the local competition.
  Add   View  10 pp.  Teaching Note
Ivey ID: 8B02M29
For use with 9B02M029.
   AOL LATIN AMERICA (B)
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Author(s): Platt H; Wesley DTA
Description: This supplement to AOL Latin America (A), product 9B02M029 considers the company's financial position amid mounting losses and a severe decline in online advertising revenue. AOL Time Warner's management team was concerned - one expressed worry wasthat Internet services in Latin America were a fad and that high growth rates were not sustainable.
Ivey Number: 9B03M021
Publication Date: 5/28/2003
Geographic Setting: Brazil/United States
Industry Setting: Communications
Company Size: Large organization
Event Year Start: 2002
Subjects: Financial Analysis; Internet; Bankruptcy; International Finance
Level of Difficulty: Undergraduate/MBA
  Add   View  1 pp.  Teaching Note
Ivey ID: 8B03M21
For use with 9B03M021
   AOL TIME WARNER (A)
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Author(s): Sider M
Description: As one of the terms of its merger in Canada, a large U.S.-based multimedia corporation is required to support the arts in Canada through a $221 million fund. The first university to approach the company is encouraged by its initial meetings with thecompany's representatives. The director of faculty fundraising must prepare a proposal that conveys the university's understanding of the company's business interests, recognizes the diverse needs of the proposal's audience, aligns the company'sinterests with the university needs, all in a clear, well-researched, well-written document. The supplement, AOL Time Warner (B), product 9B04C003, reports on the company's response to the proposal and the follow-up work required to secure thefunding partnership.
Ivey Number: 9B04C002
Publication Date: 1/16/2004
Geographic Setting: Canada
Industry Setting: Motion Pictures -- TV, Radio & Video
Company Size: Large organization
Event Year Start: 2003
Subjects: Funding; Non-Profit Organization; Communications; Proposal Writing
Level of Difficulty: Undergraduate/MBA
Functional Area: Human Resource Management
  Add   View  14 pp.  Teaching Note
Ivey Number: 8B04C02
For use with 9B04C002.
   AOL TIME WARNER (B)
  Add   View  2 pp.  Case
Author(s): Sider M
Description: As one of the terms of its merger in Canada, a large U.S.-based multimedia corporation is required to support the arts in Canada through a $221 million fund. The first university to approach the company receives gifts-in-kind and $15 million inscholarship funds. The director of faculty funding must now draft a donor agreement letter to summarize the company's commitment and to convey the university's gratitude. This is a supplement to AOL Time Warner (A), product 9B04C002.
Ivey Number: 9B04C003
Publication Date: 1/16/2004
Geographic Setting: Canada
Industry Setting: Motion Pictures -- TV, Radio & Video
Company Size: Large organization
Event Year Start: 2003
Subjects: Funding; Non-Profit Organization; Communications; Proposal Writing
Level of Difficulty: Undergraduate/MBA
Functional Area: Human Resource Management
  Add   View  5 pp.  Teaching Note
Ivey Number: 8B04C03
For use with 9B04C003.
   Apex Life
  Add   View  19 pp.  Case (Field)
Author(s): John F. Graham; Michael J. Carter
Ivey ID: 9A94J020
Publication Date: 6/21/1994 Revision Date: 9/5/2002
Product Type: Case (Field)
Teaching Note: 8A94J20
Geographic Setting: Canada Industry Setting: Insurance and Pension Funds Size: Medium Year of Event: 1994 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: Product Design/Development; Marketing Planning; Distribution; Break-Even Analysis
Major Disciplines: Marketing
Product Description: The president and CEO of Apex Life Canada was attempting to put the final touches on the marketing plan for the Seed Endowment. This was a revolutionary product for the educational savings plan market. While the product itself had been developed, other aspects of the plan had yet to be finalized. The CEO was unsure as to who would be the ideal consumer and how to reach him/her. Traditionally, these products had been sold through insurance agencies. However, he felt there might be a significant opportunity for a new distribution route, direct mail. He knew he had to act fast, since it would not be long before this window of opportunity would be closed by competitors.
  Add   View  12 pp.  Teaching Note
Ivey ID: 8A94J20
For use with 9A94J020.
   APPLE COMPUTER, INC.: IPODS AND ITUNES
  Added   View  15 pp.  Case
Author(s): Mary M. Crossan; Ken Mark
Publication Date: 8/2/2005 Revision Date: 2/28/2007
Product Type: Case
Ivey ID: 9B05M046
Geographic Setting: United States Industry Setting: Business Services Size: Large
Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Business and Society; Industry Analysis; New Economy; Strategy Implementation
Major Disciplines: General Management; International
Product Description: Apple Computer, Inc. has enjoyed tremendous market success with its digital music initiative consisting of software (iTunes), hardware (iPods and Shuffles) and content (iTunes Music Store). Highlighted is the development of the online music industry within the context of the overall music industry, the key players, such as the major record labels, Napster and the music industry association. Students will be able to conduct an industry analysis of the music industry and determine why Apple Computer has succeeded in profiting from digital music while others have failed.
  Add   View  10 pp.  Teaching Note
Ivey ID: 8B05M46
Product Description: Teaching note for product 9B05M046.
   Apple’s iPod System: iPod, iTunes and Fairplay
  Added   View  7 pp.  Case
Author(s): Rod E. White; Ken Mark
Publication Date: 11/6/2006 Revision Date: 2/7/2007
Product Type: Case
Ivey ID: 9B06M080
Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Size: Large
Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Competitive Advantage; Strategic Positioning; Market Strategy; System Design; Product Strategy; Industry Analysis; Expansion; Corporate Strategy
Major Disciplines: Entrepreneurship; General Management
Product Description: In July 2006, Apple Computer Inc. (Apple) is enjoying increased sales due to its popular iPod portable digital music player. The iPod and iTunes, Apple?s online music store, each have about 70 per cent of the market share. In the 1980?s, Apple had a great deal of success in the personal computer (PC) business. However, Apple saw its market share fall from over 30 per cent to less than five per cent. Most experts agree that this occurred because Apple had control over the production and distribution of its hardware, software and operating system. The Windows and Intel computers eventually took Apple?s lead in the market. Analysts are starting to wonder if Apple will face the same problems as it uses the same business model for its iPod and iTunes products.
   AQUACULTURE
  Add   View  8 pp.  Case
Lanfranconi CP; Hately J
An analyst is considering investing in an aquaculture firm whose financial statements have been qualified by their auditors. The analyst is concerned about the valuation of inventory done by the company.
Ivey Number: 9A89B046
Publication Date: 1/1/1989 Revision Date: 30/11/1993
Geographic Setting: Canada Industry Setting: Fishing - Hunting and Trapping
Company Size: Small organization
Event Year Start: 1986
Subjects: Auditing, Financial Analysis, Inventory Valuation
Functional Area: Accounting
  Add   View  4 pp.  Teaching Note
Ivey ID: 8A89B46
For use with 9A89B046
   ARBOR CAPITAL INC.
  Add   View  17 pp.  Case
Lanfranconi CP; Spriet V
Arbor Capital must choose a method of revenue recognition in the pre-need funeral and cemetery services industry. Since three accounting firms expressed differing opinions on the type of revenue recognition method Arbor should employ, the studentmust examine the complexity of revenue recognition and the alternatives available to Arbor for recognizing revenue. The case allows the student to determine the effect the alternatives have on the financial statements and the actual economic impact which results from these changes. As an outside director of Arbor's Audit Committee, the student is expected to make a recommendation to Arbor's Board of Directors.
Ivey Number: 9A88B019
Publication Date: 1/1/1988 Revision Date: 6/5/2000
Geographic Setting: Canada Industry Setting: Personal Services
Company Size: Medium organization
Event Year Start: 1988
Subjects: Accounting Methods, Auditing
Functional Area: Accounting
  Add   View  15 pp.  Teaching Note
Ivey ID: 8A88B19
For use with 9A88B019
   ARCHIMAX SYSTEMS LTD.
  Add   View  13 pp.  Case
Fry JN; Jack S
Charles Douglas is a recent business school graduate and an equally recent employee of Archimax Systems. Archimax is a small company with big aspirations in the fast-changing virtual reality market. Douglas is soon caught up in the pace anduncertainty of work in such a company and is facing a particularly difficult set of decisions that call for him to integrate the interests of the company, his boss and himself. (A 14-minute video can be purchased with this case, video 7A95M001.)
Ivey Number: 9A95M001
Publication Date: 30/11/1995 Revision Date: 3/10/2000
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 1994
Subjects: Personal Development, Decision Support Systems, Organizational Change
Functional Area: General Management
  Add   View  12 pp.  Teaching Note
Ivey ID: 8A95M01
For use with 9A95M001
   ARCTIC CO-OPERATIVE LIMITED (A)
  Add   View  15 pp.  Case
Lemmon JC; McGregor J
Inuit in the Far North were brought together into communities to ensure their health, policing and communications were improved to provide better living conditions. Co-operatives were created (community-based and member-owned) to improve the qualityof life and overcome problems of isolation. Conditions were different than those in the south. The co-ops began to experience financial difficulties and the CEO needed to recommend organizational, operational and financial strategies to address thefinancial crisis. A sequel to this case, under the same name (9A96J017) is available.
Ivey Number: 9A96J016
Publication Date: 4/12/1996 Revision Date: 6/10/2000
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Medium organization
Event Year Start: 1985
Subjects: Financial Management, Organization, General Management, Reorganization
Functional Area: General Management
   ARCTIC CO-OPERATIVE LIMITED (B)
  Add   View  15 pp.  Case
Lemmon JC; McGregor J
Arctic Co-operative Limited has community stores in the Northwest Territories (aboriginally owned). A financial crisis had developed and a recovery package was put in place. Company sales grew to $121 million, and the company now had 1500employees. Now the company is branching out to other services and less retail ventures, and must plan its future. Issues around core competencies, external environment and the company's resource position are highlighted.
Ivey Number: 9A96J017
Publication Date: 4/12/1996 Revision Date: 3/10/2000
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Large organization
Event Year Start: 1995
Subjects: Corporate Strategy, Diversification, Growth Strategy, Strategic Planning
Functional Area: General Management
   ARE THESE CONCLUSIONS VALID?
  Add   View  7 pp.  Case
Higgins CA
This note describes various sampling techniques and the inherent biases associated with each technique. Sample size, sampling bias and sampling with an agenda are among the issues discussed.
Ivey Number: 9A97E009
Publication Date: 28/08/1998
Subjects: Data Analysis
Functional Area: Management Science & Information Systems
   Aria Foods and the Cartoon Crisis (A)
  Add   View  12 pp.  Case
Author(s): Henry W. Lane; Mikael Sondergaard; David T.A. Wesley
Publication Date: 1/31/2008
Product Type: Case (Field)
Teaching Note: 8B08M05
Ivey ID: 9B08M005
Geographic Setting: Denmark; Sweden; Saudi Arabia Industry Setting: Food and Kindred Products Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Intercultural Relations; Women in Management; Crisis Management; Boycott
Major Disciplines: General Management; International
Product Description: After a Danish newspaper publishes cartoons depicting the Prophet Muhammad, consumers across the Middle East decide to boycott Danish goods. Arla Foods (Arla) is one of Europe's largest dairy companies. Suddenly, it finds itself caught in the middle of a crisis that appears to be beyond its control. Prior to the boycott, the Middle East was Arla's fastest growing region and represented an important component of the company's long-term growth strategy. As the largest Danish company in the region, it stands to lose up to $550 million in annual revenues. Students are asked to take the role of the communication director for Arla, who, along with other members of the newly formed "Crisis and Communication Group," must decide on a course of action to deal with the crisis. The case addresses a variety of topics, including culture and religion, international management, risk management, crisis communications, and managing in a boycott situation. It also creates an opportunity to discuss doing business in the Middle East and management in an Islamic context.
  Add   View  13 pp.  Teaching Note
Ivey ID: 8B08M05
For use with 9B08M005.
Keyword
  
Title, Author, Case #, Etc.
 
 
 
   ARLA AND MD FOODS: THE MERGER DECISION (A)
  Add   View  27 pp.  Case
Author(s): Rowe WG; Shandilya P
Publication Date: 6/22/2005
Product Type: Case
Ivey ID: 9B04M076
Geographic Setting: Denmark/Sweden Industry Setting: Food and Kindred Products Size: Large organization
Year of Event: 1999 Level of Difficulty: Undergraduate/MBA
Subjects: Mergers & Acquisitions; Multinational; Environment; Strategy Implementation
Functional Area: General Management
Product Description: The managing director of MD Foods of Denmark and the president of Arla of Sweden, both cooperatives, were contemplating whether their companies should merge to create Europe's largest dairy company. Arla and MD Foods wished to continue the successof their joint ventures in a much closer relationship, but wondered if their owners (the milk-producing farmers in each country) would approve the merger. In addition, the two companies were different in size, organizational structure,organizational culture, monetary currency used and language spoken. Finally, a cross-border merger of two cooperatives was unprecedented throughout the world. The supplement Arla and MD Food: The Merger Decision (B), product 9B05M013 describes themerger decision.
  Add   View  8 pp.  Teaching Note
Ivey Number: 8B04M76
For use with 9B04M076
   ARLA AND MD FOODS: THE MERGER DECISION (B)
  Add   View  4 pp.  Case
Author(s): Rowe WG; Shandilya P
Publication Date: 6/22/2005
Product Type: Case
Ivey ID: 9B05M013
Geographic Setting: Denmark/Sweden Industry Setting: Food and Kindred Products Size: Large organization
Year of Event: 1999 Level of Difficulty: Undergraduate/MBA
Subjects: Mergers & Acquisitions; Multinational; Environment; Strategy Implementation
Functional Area: General Management
Product Description: Two cooperatives have decided to merge and in doing so will create Europe's largest dairy company. Senior management presents its recommendations to the members of the cooperatives and wait for the outcome of the vote. With MD Foods a simplemajority was required. With Arla a unanimous "yes" vote was required. If a majority only approved, a second vote was held two weeks later with a majority of two-thirds required to approve the merger. This is a supplement to Arla and MD Foods: The Merger Decision (A), product 9B04M076.
  Add   View  8 pp.  Teaching Note
Ivey Number: 8B04M76
For use with 9B05M013
   Arla Foods and the Cartoon Crisis (B)
  Add   View  5 pp.  Supplement
Author(s): Henry W. Lane; Mikael Sondergaard; David T.A. Wesley
Publication Date: 1/31/2008
Product Type: Supplement
Teaching Note: 8B08M05
Ivey ID: 9B08M006
Geographic Setting: Denmark; Sweden; Saudi Arabia Industry Setting: Food and Kindred Products Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Intercultural Relations; Women in Management; Crisis Management; Boycott
Major Disciplines: General Management; International
Product Description: The communications director of Arla Foods is hoping the decision to denounce to the cartoons will bring an end to the boycott. Instead, it brings complaints from Danish women's groups. This is a supplement to Arla Foods and the Cartoon Crisis (A), Ivey product 9B08M005.
  Add   View  16 pp.  Teaching Note
Ivey ID: 8B08M05
For use with 9B08M006.
   Arla Foods and the Cartoon Crisis (C)
  Add   View  2 pp.  Supplement
Author(s): Henry W. Lane; Mikael Sondergaard; David T.A. Wesley
Publication Date: 1/31/2008
Product Type: Supplement
Teaching Note: 8B08M05
Ivey ID: 9B08M007
Geographic Setting: Denmark; Sweden; Saudi Arabia Industry Setting: Food and Kindred Products Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Boycott; Crisis Management; Women in Management; Intercultural Relations
Major Disciplines: General Management; International
Product Description: Just as Arla Foods has re-established its reputation in the Middle East, another provocative cartoon is released in a Swedish paper and the communications director of Arla Foods must decide how the company will respond. This is a supplement to Arla Foods and the Cartoon Crisis (A), Ivey product 9B08M005.
  Add   View  16 pp.  Teaching Note
Ivey ID: 8B08M05
For use with 9B08M007.
   Arrow Printing and Publishing
  Add   View  14 pp.  Case
Author(s): Elizabeth M.A. Grasby; Ian Da Silva
Publication Date: 8/30/2006
Product Type: Case
Ivey ID: 9B06M062
Geographic Setting: Canada Industry Setting: Printing, Publishing & Allied Industries Size: Small
Year of Event: 2003 Level of Difficulty: 1 - Introductory
Subjects: Expansion; Small Business; Valuation; Strategic Planning
Major Disciplines: General Management
Product Description: The owner of Arrow Printing and Publishing, and his accountant were reviewing the company's fiscal performance. After nearly 45 years in the printing industry and with an increasing interest in other fields, such as municipal politics, the owner was considering if the time had come to leave printing and move on to new challenges. The options included keeping Arrow Printing and expanding into a potentially lucrative market or selling the business and move on.
  Add   View  23 pp.  Teaching Note
Ivey ID: 8B06M62
For use with 9B06M062
   ART AND PRACTICE OF LEARNING AT OAK VALLEY INC.
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Morrison A; Bouquet C
Oak Valley Inc. is a $2.1 billion Toronto-based company operating in various consumer markets. In early 1993, the company launched a management development program with the objective of promoting a culture that thrived on best practices. Five yearslater, the chief executive officer is attempting to evaluate the impact of the program on participants. Hoping to generate new insights that could be applied to similar events in the future, he has asked a team of five past participants to meet todiscuss what they learned. This short case deals with the attitudes and behaviors most conducive to individual and group-based learning. The case provides an excellent vehicle for discussing how people learn, how teams can accelerate the learningprocess, and how companies can create positive learning environments.
Ivey Number: 9A99M047
Publication Date: 9/5/2000
Geographic Setting: Canada Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 1999
Subjects: Management Training, Personal Development, Employee Training, Group Behaviour
Functional Area: Human Resource Management
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Ivey ID: 8A99M47
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   ARTHUR MEDICAL SUPPLIES: THE UNHAPPY SALESMAN
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Author(s): Cotte J; Melito S
Description: A recent MBA graduate has joined a small division of a medical equipment manufacturer as a regional sales manager. Sales are not going well, customer complaints are common, and he is unhappy with the amount of time he must spend away from home. Theregional sales manager must analyse his options to determine the best way to balance the rigours of a sales career and personal life. He must consider the challenges of an undefined, boundary-spanning role; management's possible role in mitigatingthese challenges; and the expectations about the rigours of a sales career.
Ivey Number: 9B04A009
Publication Date: 5/14/2004
Geographic Setting: Canada
Industry Setting: Machinery except Electrical
Company Size: Large organization
Event Year Start: 2003
Subjects: Sales Management; Family-Work Interaction; Career Planning
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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Ivey ID: 8B04A09
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   ARTHUR ROJAS
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Author(s): Heisz M; Dobrowolski D
Publication Date: 10/13/2004 Revision Date: 11/7/2005
Product Type: Case
Ivey ID: 9B04B017
Geographic Setting: Canada Size: Large organization
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA
Subjects: Financial Analysis
Functional Area: Accounting
Product Description: An undergraduate business student has finished his first term of study and is pursuing numerous summer job opportunities. He is interested in the field of investment banking and is aware this area requires a strong skill set for financial analysis. A friend, who had worked in investment banking, helps him to prepare for these interviews by providing an exercise where he must match the financial data with its respective industry.
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Ivey Number: 8B04B17
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   Arts & Crafts
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Author(s): Mark B. Vandenbosch; Nick Kuzyk
Publication Date: 8/14/2008
Product Type: Case (Field)
Teaching Note: 8B08A11
Ivey ID: 9B08A011
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Operations Management; Marketing Management; Market Analysis; Consumer Marketing
Major Disciplines: Entrepreneurship; Marketing
Product Description: The vice-president of marketing at Arts & Crafts was reflecting on the company?s extremely successful year in the music business. New artists had been added to the company?s roster, experiments with digital releases and marketing campaigns had been successful, and plenty of international licensing opportunities were emerging. In addition, one of the company's artists, Leslie Feist, had received multiple music awards. On the other hand, the music industry was facing some difficulties and most analysts predicted nothing but doom and gloom. The vice-president of marketing had to consider the future strategy of Arts & Crafts while considering the overall health of the industry.
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Ivey ID: 8B08A11
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   ARVIND MILLS: RE-EVALUATING PROFITABILITY
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Author(s): Bryant MJ; Khera R
Publication Date: 8/10/2004
Industry: Textile Mill Products
Abstract: Arvind Mills, a large Indian textile and garment manufacturer, has to assess the costs of a large order, as a basis for a price quotation. The company is in a significant loss position. The textile industry in India is constrained by governmentregulations and the industry is critical as both an export earner and a major employer in the economy. However, the industry is losing share to China and must change to meet that threat. The vice-president of operations must assess the costsassociated with the order, including an assessment whether to use the traditional cost system or the customer and manufacturing based activity cost system. The decision is also strategic as this order is at the core of the company's new strategy tobe both a designer and manufacturer.
Ivey Number: 9B04B008
Geographic Location: India Company Size: Large organization Year of Event: 1999 Level of Difficulty: Undergraduate/MBA Functional Area: Accounting
Subjects: Pricing; Cost Systems; Internationalization; Government Regulation
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For use with 9B04B008
Ivey Number: 8B04B08
   ASIA CITY PUBLISHING LTD.
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Kennedy JR; Gleave T
HK Magazine was a Hong Kong magazine created by three expatriate Americans. It was launched as a monthly magazine after two years of planning. The editorial tone of the publication can best be described as irreverent. Four years later, HK Magazineis now published twice a month and is very successful financially.The three owners are looking at the decision to start a comparable publication in Singapore. There are four principal issues involved in this decision: consumer acceptance, editorial tone, financial risk, and cash flow considerations. At the sametime, the trio must examine the potential changes they might have to make in the editorial policy of their Hong Kong publication after China assumes control of the colony on July 1, 1997.
Ivey Number: 9A97A001
Publication Date: 18/04/1997
Geographic Setting: Hong Kong Industry Setting: Printing, Publishing & Allied Industries
Company Size: Small organization
Event Year Start: 1995
Subjects: Product Concept, Consumer Analysis, Profit Planning, Cash Flow
Functional Area: Marketing
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Ivey ID: 8A97A01
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   ASIAN INFRASTRUCTURE DEVELOPMENT COMPANY (AIDEC)
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Conklin DW; Thompson J; Weeks S
Asian Infrastructure Development Corporation (AIDEC Project Financing) was an investment fund managed in Singapore. Its purpose was to manage infrastructure investments for its shareholders who were composed of major Japanese insurance companies andindustrial corporations. The case discusses hurdle rates and the criteria for making investments in rapidly developing countries. Three investment proposals - a floating power station in India, an apartment complex in Shanghai, China and a railroadin Pakistan - were given to the investment committee. Which projects should be financed, if any?
Ivey Number: 9A97G017
Publication Date: 12/11/1997 Revision Date: 3/10/2000
Geographic Setting: Singapore Industry Setting: Holdings and other Investment Companies
Company Size: Large organization
Event Year Start: 1997
Subjects: General Management, Environmental Change, Government and Business, Investment Funds
Functional Area: General Management
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Ivey ID: 8A97G17
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   Asian Paints Ltd. International Architecture
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Author(s): Jean-Louis Schaan; Ramasastry Chandrasekhar
Publication Date: 10/24/2007
Product Type: Case (Field)
Related Material: 7B07M056
Ivey ID: 9B07M056
Geographic Setting: India Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Organizational Structure; Management Systems; Global Manager; Growth
Major Disciplines: General Management; International
Product Description: The president of Asian Paints Ltd., India?s largest paint manufacturer, was wondering how he could improve the way the company?s International Business division was managing its team of 120 global managers. The company had operations throughout Asia in various locations such as China, Singapore and Thailand; throughout Africa in countries such as Oman, Egypt and Mauritius; and in the Americas in Jamaica. The team of global management was critical to the success of the company?s globalization endeavour, which was expected to gather momentum once the ongoing consolidation was complete. The president must decide how to structure the management of this global team.
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Ivey ID: 8B07M56
For use with 9B07M056.
   Asian Paints Ltd. International Business Division
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Author(s): Jean-Louis Schaan
Publication Date: 6/21/2006
Product Type: Case
Ivey ID: 9B06M058
Geographic Setting: India Industry Setting: Chemicals and Allied Products Size: Large
Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Mergers & Acquisitions; Emerging Markets; International Strategy
Major Disciplines: General Management; International
Product Description: Asian Paints, recognized as one of the best managed companies in India, has recently embarked on a significant push to internationalize its activities to become one of the top five decorative paint companies in the world. The president of the international division is faced with the challenge of simultaneously meeting sales volumes expected, and to contribute to the company's goal of becoming one of the top five decorative paint companies in the world.
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Ivey ID: 8B06M58
For use with 9B06M058.
   ASIASPORTS: HOCKEY NIGHT IN HONG KONG
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Delios A
Tom Barnes, executive director of Asiasports Ltd., was evaluating several options for growth for the sports management company. Asiasports principal sports properties were the South China Ice Hockey League and the World Ice Hockey 5's tournament,both based in Hong Kong. Among the alternatives available: Barnes could develop hockey in other countries in Southeast Asia; he could acquire new sports properties; or he could expand into in-line hockey promotion in Hong Kong.
Ivey Number: 9A99M014
Publication Date: 20/07/1999 Revision Date: 3/2/2000
Geographic Setting: Hong Kong Industry Setting: Amusement and Recreation Services
Company Size: Small organization
Event Year Start: 1999
Subjects: Sports, Entrepreneurship, Strategic Planning, International Business
Functional Area: General Management
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Ivey ID: 8A99M14
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   ASIMCO INTERNATIONAL CASTING COMPANY (A)
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Author(s): Klassen R; Liu S
Description: ASIMCO International Casting Company, a joint venture between ASIMCO and Caterpillar, had recently finished several major projects designed to upgrade the manufacturing capabilities in its foundry. The plant was now under significant pressure toincrease revenue, and had received an invitation to bid on a new customer order. While this order might provide the ideal opportunity to further upgrade its process technology and capabilities, significant challenges were presented by severalcritical product characteristics. Alternatively, the plant's limited resources could focus on meeting the internal needs of one of its partners. Caterpillar was expected to authorize test runs of two new products soon; however, the annualproduction volumes were very uncertain.
Ivey Number: 9B04D009
Publication Date: 5/4/2004
Geographic Setting: China
Industry Setting: Fabricated Metal Products
Company Size: Large organization
Event Year Start: 2003
Subjects: Operations Management; Process Design/Change; International Business; Technology
Level of Difficulty: Undergraduate/MBA
Functional Area: Production/Operations Management
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Ivey ID: 8B04D09
For use with 9B04D009
   ASIMCO INTERNATIONAL CASTING COMPANY (B)
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Author(s): Klassen R; Lui S
Description: A joint venture between ASIMCO and Caterpillar had recently finished several major projects. The plant was under pressure to increase revenue and had secured the bid on a new customer order, but this addition put a strain on the plant'sprofitability and management must decide whether it should reduce the casting technology cost or gradually phase out of the agreement. This is a supplement to ASIMCO International Casting Company (A), product 9B04D009.
Ivey Number: 9B04D010
Publication Date: 5/14/2004
Geographic Setting: China
Industry Setting: Fabricated Metal Products
Company Size: Large organization
Event Year Start: 2003
Subjects: Operations Management; Process Design/Change; International Business; Technology
Level of Difficulty: Undergraduate/MBA
Functional Area: Production/Operations Management
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Ivey ID: 8B04D09
For use with 9B04D010
   ASPEN GROVE
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Author(s): McCarthy D; Wesley DTA
Description: Aspen Grove was one of the first companies to provide applications over the Internet in 1996. It was also the first application service provider to implement a functional system for the legal market. Despite an apparent first mover advantage, thecompany has had limited growth and it has not expanded its customer base much beyond its original legal clients. With one of the three founders tied to the development of software and support for the company's partner and another managing thecompany's European division, they did not have the time they need to fully develop the company the way they originally envisioned. Because Aspen Grove did not use a proprietary database or other proprietary technology, the company soon found manynew entrants competing against it. Services were charged on a per process basis, meaning that clients only paid for services that they used. While this appeared to be low risk solution for reducing information technology expenses, many potentialclients were reluctant to trust sensitive legal information to a small Internet company. With many Internet companies failing or being acquired by larger companies, trust became even more critical.
Ivey Number: 9B03E008
Publication Date: 4/2/2003
Geographic Setting: United States/Ireland
Industry Setting: Legal Services
Company Size: Small organization
Event Year Start: 2001
Subjects: Women in Management; Entrepreneurship; Internet Software; Legal System
Level of Difficulty: Undergraduate/MBA