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Richard Ivey School of Business — The University of Western Ontario
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   Making change last: How to get beyond change fatigue
  Add   View  8 pp.  Article
Author(s): Eric Beaudan
Ivey ID: 9B06TA05
Publication Date: 01/01/2006
Product Type: Article
Subjects: Change management
Major Disciplines: General Management
Product Description: When it looks like the latest organizational change initiative is going to stall, managers must take quick action and make mid-course corrections. Here's what managers can do.
   Babeeze in Arms Doula Centre
  Add   View  12 pp.  Case
Author(s): Matthew Thomson; Aimee Dinnin
Ivey ID: 9B09A024
Publication Date: 10/30/2009
Product Type: Case (Field)
Teaching Note: 8B09A24
Geographic Setting: Canada Industry Setting: Health Services Size: Small Year of Event: 2008 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: Service Industry; Entrepreneurial Business Growth; Marketing Communication; Women in Management
Major Disciplines: Entrepreneurship; Marketing
Product Description: Babeeze in Arms Doula Centre, a small London, Ontario-based business, offers services to women during pregnancy, labour and after childbirth. As a certified doula, the sole proprietor provides emotional and physical support to mother and complements the medical care provided by doctors and midwives. Along with two other doulas and an instructor, the proprietor offers labour services, postpartum services and childbirth education classes. She has a sold reputation in the community for providing excellent care. The proprietor is heavily involved as an active doula, but she would like to step back from practice to focus on improving community awareness of doulas and advocating for more options and better care for mothers and babies. She is interested in opening a private birth centre, which would be an alternative venue for women to give birth and a new facility from which to offer Babeeze's services and classes.
   Headquarters’ Overhead Cost Allocation at Korea Auto Insurance Co. Inc.
  Add   View  8 pp.  Case
Author(s): Sangil Kim; Ho-Young Lee; Won-Wook Choi
Ivey ID: 9B09B014
Publication Date: 11/20/2009
Product Type: Case (Gen Exp)
Teaching Note: 8B09B14
Geographic Setting: South Korea Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Cost Accounting; Management Accounting; Management Decisions; Cost Allocations
Major Disciplines: Accounting; International
Product Description: Korea Auto Insurance Co. Inc. (Korea Auto Insurance) incurred both direct and indirect costs. Direct costs were incurred at branches as they performed sales and operating activities, while indirect costs were incurred at headquarters as it supported branches through the activities of the information technology, operating support, investment, marketing and general administrative teams. Indirect costs accounted for a significant part (41 per cent) of the total costs incurred. However, they could be neither directly traceable nor logically related to specific sales activities. Korea Auto Insurance currently allocated indirect costs incurred by headquarters to branches based on sales revenue. Using the amount of sales revenue as an allocation base for overhead was not regarded as a reasonable method by the Taejon City branch manager. Branch managers had complained that the current allocation base was not related to the level of actual benefits they received from the headquarters. They argued that the allocation process distorted the operating performances of branches as reflected in the books. The manager of the Taejon branch suggested that the ABC (activity-based cost) method be applied to solve the problems related to the current overhead allocation process.
   Toronto Rehab
  Add   View  4 pp.  Case
Author(s): Peter C. Bell; Fredrik Odegaard
Ivey ID: 9B09E016
Publication Date: 10/30/2009
Product Type: Case (Field)
Related Material: 7B09E016
Geographic Setting: Canada Industry Setting: Health Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Staff Schedule; Health Care; Cost Minimization; Optimization
Major Disciplines: Management Science and Information Systems
Product Description: Due to continued budget shortfalls the project manager for the Spinal Cord Rehabilitation Program at the Toronto Rehabilitation Institute needed to provide proposals for immediate cost-saving measures. One of these measures included how to schedule the nursing staff. The problem involved meeting certain occupancy target levels while ensuring a minimum number and correct mix of available nurses.
   The Toronto Ultimate Club
  Add   View  16 pp.  Case
Author(s): Elizabeth M.A. Grasby; Jamie Hyodo
Ivey ID: 9B09A029
Publication Date: 10/30/2009
Product Type: Case (Field)
Teaching Note: 8B09A29
Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Small Year of Event: 2008 Level of Difficulty: 1 - Introductory
Subjects: Marketing Planning; Market Analysis; Advertising Strategy; Marketing Communication
Major Disciplines: Marketing
Product Description: The general manager of a not-for-profit Ultimate Frisbee club seeks a marketing strategy to increase membership. For-profit clubs had claimed an ever-growing portion of the market, and the general manager has been asked to review current offerings in the marketplace and to develop a formal marketing plan that would ensure the club's viability in the coming years.
   Schulich School of Medicine: Enhancing and Developing a High-Performance Culture
  Add   View  3 pp.  Case
Author(s): Murray J. Bryant; Ken Mark
Ivey ID: 9B09M014
Publication Date: 10/30/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Health Services Size: Small Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Performance Evaluation; Human Resources Management; Team Building; Health Administration
Major Disciplines: General Management
Product Description: The newly appointed chair of the Department of Physiology and Pharmacology (department) at the Schulich School of Medicine & Dentistry was thinking about how she would approach the next five year in her new role. The chair thought about two of the important issues she would face: building a cohesive department and nurturing a high performance culture. She became chair at a time when direction was needed. The department had formed in June 2002 as a result of the merger between the Department of Physiology and the small Department of Pharmacology & Toxicology. While the merger had gone well, the chair still sensed that some faculty members in Pharmacology felt as if their department had been taker over by Physiology. At present, it was sometimes difficulty to assess performance between faculty members due to differences in workload composition and a lack of documentation. The current thinking was that the department had to move towards adopting best practices in their processes. The chair wanted to look at the issue from a broader perspective. She wondered how the issue could be best framed and what a potential solution might look like.
   HyundaiCard’s Marketing Strategy
  Add   View  20 pp.  Case
Author(s): Chansoo Park; Ronald D. Camp
Ivey ID: 9B09A028
Publication Date: 12/23/2009
Product Type: Case (Field)
Teaching Note: 8B09A28
Geographic Setting: South Korea Industry Setting: Credit Agencies other than Banks Size: Large Year of Event: 1999-2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Marketing Management; Market Analysis; Consumer Marketing; Credit Card Business; Promotion Policy; Market Segmentation
Major Disciplines: General Management; Marketing
Product Description: In the competitive South Korean credit card market, a review of the past decade of HyundaiCard's marketing strategies and evaluation of anticipated possible difficulties of being a market follower revealed several challenges for senior management. Despite a tremendously successful creative business model based on customer needs, innovative products and integration of online and offline customers, the company's performance had not progressed in the past seven years. HyundaiCard had difficulty relating its creative business model to the strong personas of the leading players in the credit card industry. How could HyundaiCard, a market follower, successfully position itself as a market leader? Could HyundaiCard's marketing strategy keep enhancing its competitive edge in the market? What future strategy would be best for HyundaiCard?
   LG Electronics Canada, Inc. - The Watch Phone
  Add   View  10 pp.  Case
Author(s): Elizabeth M.A. Grasby; Ian Dunn
Ivey ID: 9B09A031
Publication Date: 12/11/2009
Product Type: Case (Library)
Teaching Note: 8B09A31
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2009 Level of Difficulty: 1 - Introductory
Subjects: Marketing Mix; New Products; Interviewing Technique; Electronics
Major Disciplines: Marketing
Product Description: A fourth year business student prepares for an interview as an assistant marketing manager with one of the world's largest electronic conglomerates. To help secure the position, he develops a marketing plan for the Canadian launch of a new product. This case serves as an introduction to marketing management at the undergraduate level. Students can properly analyze this case after having been introduced to the 4 Ps (product, placement, price, promotion) and or a marketing framework. Students are required to complete the following: 1) an industry analysis, 2) a corporate size-up, 3) a consumer analysis, 4) a competitive analysis, and 5) a marketing plan design.
   Selling Green Dots in Second Life
  Add   View  10 pp.  Case
Author(s): Wade Halvorson; Michael Parent; Leyland Pitt
Ivey ID: 9B09A033
Publication Date: 12/8/2009
Product Type: Case (Field)
Teaching Note: 8B09A33
Geographic Setting: Ireland Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Advertising Effectiveness; Internet Culture; Internet; Sales Strategy
Major Disciplines: Entrepreneurship; International; Marketing
Product Description: An Irish Air Lines pilot has re-created his home city of Dublin on Second Life. His Second Life alter ego, Ham Rambler, is busy running the site, and selling office space and advertisement on the property. The property includes a popular bar, a venue for live music performances, as well as a realistic rendering of Dublin's core. Second Life "residents" flock to the site for its entertainment and to experience Dublin. Mahon/Rambler needs to decide if the innovative business model he has developed is sustainable, or whether he should sell the business to other developers. The case is useful to introduce the concept of immersive Internet-based environments, and Internet advertising and selling.
   Freedom’s Hedge
  Add   View  8 pp.  Case
Author(s): Chuck Grace
Ivey ID: 9B09N019
Publication Date: 10/30/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2007 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: Valuation; Management Accounting; Investment Analysis; Hedging; Financial Strategy
Major Disciplines: Finance
Product Description: In September 2007, the marketing manager for London Life Insurance Company?s (London Life) Freedom Funds was preoccupied by thoughts of his upcoming meeting with London Life?s vice-president of Marketing, Individual Retirement and Investment Services. The vice-president was concerned with the past summer?s appreciation of the Canadian dollar versus the U.S. dollar. Since March of 2007, the Canadian dollar had appreciated over 10 per cent against its U.S. counterpart with the result of eroding returns on London Life?s U.S. funds. The marketing manager had been asked to research the drivers behind the sudden change in currency and whether it was a sustainable trend; if so, he was to advise the steps London Life should take to protect its investment returns on its U.S. funds. Complicating the analysis was the knowledge that his advice needed to incorporate and respect London Life?s investment philosophies, be easily understood by its almost 3,000 financial advisors and their clients, and acknowledge the complexities surrounding the implementation of currency-hedging strategies.
   Havells India: The Sylvania Acquisition Decision (A)
  Add   View  13 pp.  Case
Author(s): Charles Dhanaraj; K. Ramachandran; Swetha Dasari
Ivey ID: 9B09M089
Publication Date: 11/11/2009
Product Type: Case (Field)
Geographic Setting: India Industry Setting: Electric & Electronic Equipment Supplies Size: Medium Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Growth Strategy; Diversification; International Acquisition; Mergers & Acquisitions
Major Disciplines: Entrepreneurship; General Management; International
Product Description: This case presents the management challenge of a high-growth manufacturing company based in India that is contemplating a major international acquisition. It is a decision that will invoke both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can stretch the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides an excellent context for studying the evolution of international strategy in a firm, as it presents Havells from an entrepreneurial startup trading company to a successful manufacturing firm and going on to become a global company. The case will fit well in a strategic manufacturing class, either on the topic of diversification strategy or international strategy. The decision is reasonably complex and allows the instructor to take the class through an in-depth analysis. Given the short length of the case, it can be used effectively in executive education class. The case can serve very well as a final examination case in a strategic management course.
   YvesCreations LLC: Alex Goes to Hollywood
  Add   View  17 pp.  Case
Author(s): David T.A. Wesley; Chris Robertson
Ivey ID: 9B09M087
Publication Date: 10/30/2009 Revision Date: 2/26/2010
Product Type: Case
Teaching Note: 8B09M87
Geographic Setting: United States; Switzerland Industry Setting: Motion Pictures - TV, Radio & Video Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Personnel management; Leadership; Distribution
Major Disciplines: Entrepreneurship; General Management; International
Product Description: A young entrepreneur with a passion for filmmaking moved to Los Angeles and set up his own film production. The film, entitled "Movin 'In," had many of the ingredients of a successful motion picture. It had an international cast, talented and well-known stars, top rate production value, and a likeable story. However, he soon learned that these were not the only factors required for a successful movie. After years of hard work and an investment of nearly $1 million, the entrepreneur could not find anyone to distribute his film. At the time of the case, it was difficult to get distribution because there were more films on the market than ever before. Historically, it took more effort to make an independent film, and distribution was easier to secure. When the digital revolution began, the market was flooded with more independent films than distributors could handle. By 2001, independent films were a commodity and DVD distribution deals were plentiful, but theatrical distribution was almost impossible to get because there were more independent films than screens to put them on. The case considers the many challenges faced by all entrepreneurs, such as leadership, management and personality conflicts, as well as those unique to the film industry.
   Lyonbiopôle: The Challenge of Becoming a World-class Biotechnology Cluster
  Add   View  13 pp.  Case
Author(s): Anthony Goerzen; Ana Colovic
Ivey ID: 9B09M075
Publication Date: 11/20/2009
Product Type: Case (Field)
Teaching Note: 8B09M75
Geographic Setting: France Industry Setting: Chemicals and Allied Products Size: Not Applicable Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Internationalization; Pharmaceuticals; Alliances; Industry Clusters; Industry Globalization
Major Disciplines: General Management; International
Product Description: In December 2007, the Economics & International Affairs director of the competitiveness cluster, Lyonbiopole, was responsible for the international development of the cluster. Lyonbiopole was one of seven biotechnology clusters in France. Although Lyonbiopole performed very well at the national level, its visibility as an international cluster in the biotechnology field was uncertain. Yet, for its member firms to thrive in the globalized world of biotechnology clusters, establishing international connections for the cluster was crucial. That is why the management team of Lyonbiopole developed an internationalization program through alliances with foreign clusters (i.e. interclusteral alliances). By improving its international visibility and reputation through alliances with world-class biotechnology clusters, Lyonbiopole hoped to create new technological partnerships, increase investment, and create other kinds of opportunities for member firms. After having successfully established alliance partnerships in Europe, Lyonbiopole was preparing for the second stage in its internationalization process. The case highlights the questions - in the context of industrial clusters - whether or not a smaller organization can approach an industry leader to create a mutually beneficial alliance, and how it might accomplish this.
   Bon Star Hotel
  Add   View  17 pp.  Case
Author(s): Jim Kayalar
Ivey ID: 9B09M072
Publication Date: 11/16/2009
Product Type: Case (Gen Exp)
Teaching Note: 8B09M72
Geographic Setting: Central Asia Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Stakeholder Analysis; Strategic Balance; Operations Analysis; Consulting
Major Disciplines: Entrepreneurship; General Management; International
Product Description: A management consultant is dispatched to a Central Asian Republic to conduct an operational analysis of an underperforming hotel. Initially the objective of the assignment is to turn around the business. The scope of the intervention, however, changes dramatically as the consultant finds himself in the midst of a high stakes stakeholder standoff with numerous parties vying for ownership of the business. Based on an actual consulting assignment, the case will present insight into the management consulting profession, relay a realistic account of the onsite operational analysis and business audit process, and impart the challenges managers and entrepreneurs confront in international business settings.
   Retail Execution: Linens ’N Things
  Add   View  13 pp.  Case
Author(s): Adenekan (Nick) Dedeke
Ivey ID: 9B09M067
Publication Date: 10/30/2009 Revision Date: 2/26/2010
Product Type: Case
Teaching Note: 8B09M67
Geographic Setting: United States Industry Setting: Furniture, Home and Equipment Stores Size: Large Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Leadership issues; Organizational culture; Strategic management; Retailing; Organizational change; Operations management
Major Disciplines: General Management; Human Resource Management; Management Science and Information Systems; Production and Operations Management
Product Description: In the decade that the chairman, president and chief operating officer of Linens 'N Things (LNT) had been leading the firm, there had been significant changes to the industry. Specifically, its main competitor was experiencing higher sales and profits with the result of increased market share. External advice was sought to identify strategies available to LNT to catch up to its competitor and a successful Guest Oriented, Locally-Driven (GOLD) pilot was launched. Due to dwindling interests and internal resistance to the initiative, however, the chairman was left to decide what to do with the roll-out. He had several options to consider: Should he maintain the current pilot, or simply shut it down? Could it be changed or altered to encourage participation? Should it be district-specific? Or perhaps issuing an executive mandate would generate involvement. The chairman knew any decision would have to consider these and other cultural and strategic issues.
   Groupworks Financial Corporation
  Add   View  15 pp.  Case
Author(s): James E. Hatch
Ivey ID: 9B09N030
Publication Date: 11/20/2009
Product Type: Case (Field)
Teaching Note: 8B09N30
Geographic Setting: Canada Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Acquisitions; Consolidation; Accounting Practices
Major Disciplines: Accounting; Entrepreneurship; Finance
Product Description: The chairman of the board of Groupworks, a company created to consolidate independent brokers in the benefits industry, is faced with three issues. First, he must manage a liquidity problem related to debt that is coming due. Second, he must assess the merits of acquiring another company and, if the company is acquired, he must design the offering package. Third, he must review the firm's consolidation strategy. The case also lends itself to a detailed discussion of the various accounting practices employed by the company.
   BCE Inc.: Bondholders Versus Shareholders Supreme Court Showdown?
  Add   View  5 pp.  Case
Author(s): Stephen R. Foerster; David Kunsch
Ivey ID: 9B09N027
Publication Date: 10/30/2009
Product Type: Case (Library)
Teaching Note: 8B09N27
Geographic Setting: Canada Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Stakeholder Analysis; Legal System; Leveraged Buyout; Valuation; Corporate Strategy; Bonds
Major Disciplines: Finance; General Management
Product Description: In May 2008, the board of directors of BCE. Inc. (BCE), one of Canada?s leading integrated communications companies, was dealing with the fallout of a previous day?s Quebec Court of Appeal decision. The court had ruled to disallow a $50 billion privatization deal as, according to the court, the process was flawed and did not take into consideration the debenture (bond) holders of Bell Canada (a wholly-owned subsidiary of BCE). The court had ruled that the board allowed a deal in which benefits had accrued only to the shareholders (a 40 per cent increase in value since the firm was "in play") at the expense of the bondholders, who were dealt an 18 per cent decrease in value over the same time period. In deciding whether or not to launch a last-ditch appeal to the Supreme Court of Canada, management and the board needed to determine who were the key stakeholders involved in the decision to take the firm private, what their interests were, and how those interests should guide the board.
   Prairie Ventures Limited
  Add   View  18 pp.  Case
Author(s): James E. Hatch; Zhou Zhang
Ivey ID: 9B09N025
Publication Date: 10/30/2009
Product Type: Case (Field)
Teaching Note: 8B09N25
Related Material: 7B09N025
Geographic Setting: Canada Industry Setting: Transportation Equipment Size: Medium Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management Buyout; Valuation; Venture Capital
Major Disciplines: Entrepreneurship; Finance
Product Description: The investment manager at Prairie Ventures Limited, a Saskatchewan based venture capital firm, is examining the merits of financing a management buyout of Crestline Coach, a manufacturer of ambulances and distributor of buses. Students must design a term sheet and create an appropriate financing package. Students are provided with an Excel model to assist in their analysis.
   Holey Soles
  Add   View  19 pp.  Case
Author(s): Jean-Louis Schaan; Huanglin Wang
Ivey ID: 9B09M057
Publication Date: 12/11/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Apparel and other Finished Products Size: Small Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Planning; Corporate Strategy; Strategy; Market Strategy; Growth
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The president and chief executive officer (CEO) of Holey Soles - a developer, manufacturer and distributor of injected-molded footwear - was optimistic and upbeat. Sales had grown at 300 per cent in each of the past two years, it ranked number four in a leading publication's 2006 Canada's Emerging Growth Companies, and the CEO herself was a finalist for the 2007 Ernst & Young Entrepreneur of the Year Award. Sustaining the momentum that had been building since the company had been bought in 2004 was proving to be a challenge. Fast growth was stretching the capabilities of Holey Soles in all areas: securing financing, sourcing, developing new markets, maintaining high quality, expanding the product portfolio and management talent. The CEO wondered what the available options, priorities and next steps would be to continue to build a strong foundation for growth, and to reach her aggressive target of $40 million in sales by 2009.
   Note on Quantity Based Revenue Management: The Single Resource Case
  Add   View  7 pp.  Note
Author(s): Fredrik Odegaard
Ivey ID: 9B09E026
Publication Date: 12/11/2009 Revision Date: 2/17/2010
Product Type: Note
Level of Difficulty: 4 - Undergraduate/MBA
Subjects: EMSR; Revenue management; Quantity based rM; Littlewood's two-Class model
Major Disciplines: Management Science and Information Systems
Product Description: One of the most basic revenue management problems is how to allocate a fixed capacity to various types of classes of customers so that the total profit is maximized. Using the example of a flight traveling from Toronto to Vancouver, the revenue management problem is to decide, in each period, how much of the realized demand to accept and how much to reserve for the latter classes in order maximize the revenue. The crux of the problem revolves around the trade-off between spoilage and dilution. The author uses various mathematical formulae (including the static model, Littlewood's Two-Class model and n-Class model of expected marginal seat revenue) to model optimal seat-allocation outcomes.
   Replacing El Poderoso
  Add   View  2 pp.  Case
Author(s): Fredrik Odegaard
Ivey ID: 9B09E025
Publication Date: 12/11/2009
Product Type: Case (Gen Exp)
Teaching Note: 8B09E25
Geographic Setting: Canada Industry Setting: Automotive Dealers & Gas Service Size: Not Applicable Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Discount Rate; Optimization; Net Present Value Method
Major Disciplines: Finance; Management Science and Information Systems
Product Description: A professor is considering buying a new car and is evaluating two models, one with air conditioning and a comfort package, the other with no extras. The two cars are relatively close in price but still above his initial budget, and he is wondering how much he might be able to negotiate the price. A factor that complicates the matter is that the car with the comfort package has a lower interest rate. The professor therefore needs to understand what the net present value of the difference in the two payment plans is.
   Engro Chemicals Pakistan Limited - Business Disaster Overcome
  Add   View  18 pp.  Case
Author(s): Muntazar Bashir Ahmed
Ivey ID: 9B09E024
Publication Date: 12/23/2009
Product Type: Case (Field)
Teaching Note: 8B09E24
Geographic Setting: Pakistan Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2007 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Business Risk Management; Information Technology (IT) Governance; Disaster Recovery Planning
Major Disciplines: General Management; International; Management Science and Information Systems
Product Description: Engro Chemicals Pakistan Limited (Engro) was a very large manufacturer and marketer of fertilizer in Pakistan. It had a number of subsidiaries and joint ventures in a variety of businesses. The company was listed on the Karachi Stock Exchange (KSE) and was among the top companies as ranked by the KSE. In August 2007, the company's head office was completely destroyed by a fire. The office was located in Karachi and the fire destroyed all the equipment as well as the hardcopies of the accounting records. The company was suddenly faced with a catastrophic loss as the records were critical to Engro's day to day operations. The information technology (IT) department had developed a disaster recovery plan (DRP) in 2005 that was exclusively related to reestablishing the IT facilities after any event that could make the business systems inoperable. The company invoked the DRP as soon as the news of the complete destruction of the office facilities was received. The IT and finance staff had to use the backup equipment and data files to restart the transaction processing.The case includes a description of various business systems used by Engro and the data security processes that had enabled the company to restore the accounting and other systems needed at its head office. The main teaching objective is to focus on minimizing the business risks arising due to the destr
   Partners Healthcare System (PHS): Transforming Health Care Services Delivery Through Information Management
  Add   View  15 pp.  Case
Author(s): Richard M. Kesner
Ivey ID: 9B09E023
Publication Date: 12/11/2009 Revision Date: 2/26/2010
Product Type: Case
Teaching Note: 8B09E23
Geographic Setting: United States Industry Setting: Health Services Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Change management; Health administration; Decision support systems; Information systems
Major Disciplines: Management Science and Information Systems
Product Description: This case considers the process of organizational transformation undertaken by Partners Healthcare System (PHS) since the 1990s as their hospital and affiliated ambulatory medical practices have adopted both EMR and CPOE systems. Encompassing a strategic investment in information technologies, wide-spread process change, and the pervasive use of institutional clinical decision support and knowledge management systems, this story has been 15 years in the making, culminating in 2009 with the network-wide use of EMR and CPOE by all PHS doctors. These developments in turn opened the door to the redefinition of services delivery and to the replacement of established therapies through the leveraging of the knowledge residing in 4.6 million now-digitized PHS patient records. As such, the PHS experience serves as a window into how one organization strove to address the daunting challenges of 21st century health care services information management, as a template for success in the implementation of large-scale information systems among research-based hospitals across the United States, and more broadly as a learning platform for industry executives in their efforts to transform health care delivery through data and knowledge management.
   Challenge of Access to Oncology Drugs in Canada
  Add   View  17 pp.  Note
Author(s): Gregory S. Zaric; Chander Sehgal
Ivey ID: 9B09E020
Publication Date: 12/11/2009
Product Type: Note
Teaching Note: 8B09E20
Geographic Setting: Canada Industry Setting: Health Services Size: Not Applicable Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Cost/Benefit Analysis; Insurance; Health Administration; Pharmaceuticals; Formulary
Major Disciplines: Management Science and Information Systems
Product Description: In recent years, many countries with publicly funded healthcare have started using cost-effectiveness analysis (CEA) along with review of clinical data as a tool to assess the overall benefit of a new drug to the society and set priorities with regards to health care budget. Cost effectiveness was formally incorporated into the Ontario drug review system in 1993 and the Canadian drug-review system in 2003. The issue of using cost effectiveness has become increasingly contentious in recent years: some newly approved cancer drugs cost $3,000 to $6,000 or more for one treatment cycle, but their high prices means that they were often classified as being not cost effective. This note reviews many of the competing interests in debates over drug funding and dilemmas about healthcare financing decisions in the presence of limited budgets.
   Gold Claim at Sturgeon Lake
  Add   View  7 pp.  Case
Author(s): Peter C. Bell; Gregory S. Zaric
Ivey ID: 9B09E018
Publication Date: 12/11/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Metal Mining Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Cash Flow; Uncertainty; Simulation; Decision Analysis
Major Disciplines: Management Science and Information Systems
Product Description: A freelance geologist was asked for advice regarding two mining claims to property on Sturgeon Lake, near Thunder Bay, Ontario. Specifically, he was asked if there was enough gold on the property to pursue an economically feasible mining opportunity. The geologist determined that an analytical approach would best aid the analysis of the multiple factors he would need to consider in arriving at a decision about whether or not to proceed with the mining operation. The first stage in ore extraction involved building an access road, and the second stage was to implement a drilling program. There was considerable uncertainty surrounding the costs and actual feasibility of completion of these stages; yet only when these stages were completed could actual mining of the property begin. If mining proceeded, it was assumed it would take 10 years to extract all the gold from the site, and the total amount of gold in the mine would be extracted at an even rate over the 10-year period. Mining costs were assumed to be $30 an ounce, and the geologist used a discount rate of 20 per cent before taxes when evaluating projects.
   OLGC Finds Its Match (B)
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Author(s): Chris K. Anderson; John G. Wilson
Ivey ID: 9B09E015
Publication Date: 12/11/2009
Product Type: Supplement
Teaching Note: 8B09E14
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Expected Value; Simulation; Probability
Major Disciplines: Management Science and Information Systems; Production and Operations Management
Product Description: This supplement to OLGC Finds Its Match (A), product # 9B09E014, summarizes the results from a series of bets and provides the email response from the game provider following the discontinuation of this particular game.
   OLGC Finds Its Match (A)
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Author(s): Chris K. Anderson; John G. Wilson
Ivey ID: 9B09E014
Publication Date: 12/11/2009
Product Type: Case (Library)
Teaching Note: 8B09E14
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Expected Value; Probability; Simulation
Major Disciplines: Management Science and Information Systems; Production and Operations Management
Product Description: The case illustrates a sports betting product offered by the Ontario Lottery and Gaming Commission. The particular game involved has odds that favour the bettor over the game provider under certain settings. The supplement B case, product 9B09E015, summarizes the results from a series of bets made and provides an email response from the game provider following the discontinuation of this particular game. The case provides an interesting introduction into probability or simulation and expected value calculations.
   Oncidium Business Consulting (A2)
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Author(s): John S. Haywood-Farmer; Ramasastry Chandrasekhar
Ivey ID: 9B09D016
Publication Date: 12/11/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Professional Firms; Valuation; Partnership; Corporate Culture
Major Disciplines: Entrepreneurship; Production and Operations Management
Product Description: In late 2006, the four partners of Oncidium Business Consulting disagree on a number of questions, such as the firm's future direction, the responsibilities of each partner and how profits are to be divided. The A1 case, 9B09D015, takes the viewpoint of the founding partner and majority holder of the firm's shares. The A2 case, 9B09D016, looks at the situation from the position of one of the minority partners.
   Henderson bas: The Primus.ca Campaign
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Author(s): John S. Haywood-Farmer; Ari Shomair; Arina Rosu
Ivey ID: 9B09D013
Publication Date: 12/11/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Website Design; Internet Metrics; Internet Marketing; Process Analysis
Major Disciplines: Production and Operations Management
Product Description: In April, 2009, the director of media strategy at henderson bas, a Toronto-based online advertising agency, was evaluating the current campaign for Primus Telecommunications (Primus). It had been two months since the Primus home phone bundle banner advertisement campaign had been launched, and initial results were not as expected. While there were a lot of visitors attracted to the Primus website, those visitors were not "converted" into paying customers at a high enough rate. This poor conversion rate had pushed the cost per acquisition of new Primus customers to uncomfortably high levels, threatening the campaign's future. By gathering form usage data from the website and subsequently implementing visitor-tracking software, the director focused her attention to analyze the results to determine why visitors to Primus' website were not converting into paying customers.
   Note on Quality Function Deployment
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Author(s): Jitendra R. Sharma
Ivey ID: 9B09D010
Publication Date: 12/8/2009
Product Type: Note
Geographic Setting: India Industry Setting: Miscellaneous Services; Miscellaneous Manufacturing Industries Size: Not Applicable Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Quality Management; Product Design/Development; Operations Management
Major Disciplines: General Management; International; Production and Operations Management
Product Description: This note explains the need and importance of quality function deployment (QFD), a customer-driven quality-planning tool that translates customers' needs into appropriate technical requirements of the product or service. The note addresses methodology and implementation as applied to a certain product or service, the product in this situation being credit cards.
   Swine Flu Tour
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Author(s): Stephen Grainger
Ivey ID: 9B09C021
Publication Date: 12/8/2009
Product Type: Case (Gen Exp)
Teaching Note: 8B09C21
Geographic Setting: China Industry Setting: Health Services Size: Not Applicable Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Health Care; Contingency Management; Crisis Management; Swine Flu
Major Disciplines: Entrepreneurship; Human Resource Management; International
Product Description: A business professor has just arrived in China with a group of students on a study tour, when one of the members of the group comes down with the H1N1 virus. The entire group is either hospitalized or quarantined. The professor, who is also the tour director, must determine how to deal with the crisis, and quickly. This case is designed for use in a crises management course, or in an early class in an international management course to illustrate the sort of differences one may confront in the international environment.
   Marble Slab Creamery: A Grand Occasion
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Author(s): Elizabeth M.A. Grasby; Renee Zatzman
Ivey ID: 9B09A034
Publication Date: 12/11/2009
Product Type: Case (Field)
Teaching Note: 8B09A34
Geographic Setting: Canada Industry Setting: Food Stores Size: Small Year of Event: 2008 Level of Difficulty: 1 - Introductory
Subjects: Marketing Communication; Market Strategy; Market Analysis; Market Segmentation
Major Disciplines: Marketing
Product Description: The franchise owner of a Marble Slab Creamery (Marble Slab) in Ontario must submit a grand opening proposal to franchise headquarters in Calgary, Alberta, in two weeks' time. This proposal is to include her chosen target market, the franchise location and decisions made regarding product variety and pricing. The franchise owner also has to decide how best to allocate her $10,000 promotional budget to gain exposure and bring customers into her store.
   IA Clarington: Target Click Funds
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Author(s): Chuck Grace; James A. Erskine; Michiel R. Leenders
Ivey ID: 9B09N022
Publication Date: 10/30/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2008 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: Financial Strategy; Investment Analysis
Major Disciplines: Finance
Product Description: In October 2008, the senior vice-president for product and business development at IA Clarington (IAC), a life and health insurance company, was preparing for a meeting with the president of IAC. The topic of discussion would be IAC?s Target Click Fund, a mutual fund with an options-based guarantee structure targeted towards investors who were looking for growth along with capital preservation. The vice-president had been asked to render his opinion of whether he thought that the fund's scheduled rebalancing date should be accelerated in order to take advantage of a historic decline in global equity markets. The vice-president had to consider several pieces of information in making his recommendation, including that fact that his main competitors would be quick to take advantage of any misguided recommendation. He wondered if the markets had truly hit bottom, and how/if he could time the rebalancing to the lowest point. Also, the investment philosophy behind IAC and click funds encouraged investors to remain invested during turbulent times: what would changing the rebalancing date indicate to those investors?
   Duckworth Asset Management Inc.
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Author(s): Chuck Grace
Ivey ID: 9B09N021
Publication Date: 10/30/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Security and Commodity Brokers, Dealers Size: Medium Year of Event: 2008 Level of Difficulty: 3 - Undergraduate
Subjects: Risk Management; Market Risk; Investment Policy; Financial Strategy; Investment Analysis
Major Disciplines: Finance
Product Description: In October 2008, the manager of client services at Duckworth Asset Management Inc. (Duckworth), an investment firm headquartered in St. John?s, Newfoundland, was preparing for a briefing with Duckworth?s vice-president of investments. The vice-president had been fielding several phone calls in the past few weeks, all from clients concerned about the significant drop in global financial markets. Since its June 2008 peak, Canada?s S&P/TSX had dropped 33 per cent ? one of the fastest market corrections in history. One client in particular ? the Canadian Swimming Scholarship Foundation (CSSF) ? had asked for a meeting with the vice-president regarding alternative investments. The CSSF had heard from another foundation that market neutral strategies could help them manage the volatility they were experiencing with their current holdings. The vice-president had asked the client-services manager to prepare a recommendation on how to best explain events in the current market, the concept of investment risk and if a market neutral strategy could help reduce total portfolio vulnerability.
   Trichromatic West Inc.
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Author(s): Colette Southam; Amin Lalani; Dylan Haggart; Michael White; Sherif Guirgis
Ivey ID: 9B09N020
Publication Date: 10/30/2009
Product Type: Case (Field)
Teaching Note: 8B09N20
Geographic Setting: United States Industry Setting: Chemicals and Allied Products Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Business Valuation; Private Placement; Valuation; Acquisitions
Major Disciplines: Finance
Product Description: The founder of Trichromatic West Inc. (TCW) has decided that he would like to explore the possibility of selling the business he has spent the last 20 years building. The founder has asked a group of students from the Richard Ivey School of Business to help establish a benchmark valuation for TCW against which future offers can be evaluated. In addition, the founder is interested in the team's recommendation for positioning TCW for a potential sale.
   Creating a Process-oriented Enterprise at Pinnacle West
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Author(s): T.S. Raghu
Ivey ID: 9B10E002
Publication Date: 3/2/2010
Product Type: Case (Field)
Teaching Note: 8B10E02
Geographic Setting: United States Industry Setting: Electric, Gas and Sanitary Services Size: Large Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Organizational change; Information technology strategy; Change management; Business process re-Engineering
Major Disciplines: General Management; Management Science and Information Systems; Production and Operations Management
Product Description: Pinnacle West is in the energy-related services business and headquartered in Phoenix, Arizona. Its largest subsidiary, APS, is a power utility that serves over a million customers across Arizona. The case was written when one of the biggest recessions in recent history hit global and U.S. markets. Written from the perspective of the vice-president and chief information officer, the case chronicles the various recent successful process change initiatives at Pinnacle West. The vice-president has achieved initial success in instituting a process-oriented culture inside his own information technology (IT) services organization, and in some specific business units within Pinnacle West. He now faces a significant crossroads in his process orientation strategy for Pinnacle West. He has to devise a strategy for a wider rollout of a process-oriented strategy throughout Pinnacle West and determine if the larger enterprise is ready for this strategy. He has to consider various issues in making this decision - resource availability, change management competency and buy-in from other top-level managers. He has to carefully weigh the various options in rolling out this strategy, as he fears that any misstep may derail his carefully executed plans for bringing a process-oriented approach to managing at Pinnacle West. This case can be used
   A New Executive Director
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Author(s): Jeffrey Gandz; Elaine Todres
Ivey ID: 9B10C006
Publication Date: 3/22/2010
Product Type: Case (Gen Exp)
Geographic Setting: Canada Industry Setting: Executive, Legislative & General Gov. Year of Event: 2010 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Leadership; Talent development; Developmental coaching; Succession planning
Major Disciplines: Human Resource Management
Product Description: A newly promoted assistant deputy minister of business and trade must decide which of two candidates to recommend for her previous role as executive director, business and consumer regulation. One candidate is creative, innovative, client focused and an inspirational and charismatic leader with a history of "ruffling some feathers" with other departments within the government. The other candidate seems to lack drive and innovativeness but has earned the respect of his team and others within various government departments with whom he has interacted. This appointment is being made at a time of change within the government as it faces severe budgetary pressures and believes that there are opportunities to do many of its traditional functions in new, more cost-effective ways.
   Understanding Buyer Choice/Rejection/Experience Process for Complex High-Technology Consumer Products: The Example of Notebooks
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Author(s): Roger A. More
Ivey ID: 9B10A004
Publication Date: 3/15/2010
Product Type: Note
Geographic Setting: Canada Size: Large Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Marketing planning; Innovation; Consumer behaviour; High technology products
Major Disciplines: Marketing
Product Description: This note develops a comprehensive new set of concepts to understand buyer behaviour for complex high technology consumer products using the example of notebook computers.
   Understanding Buyer Choice/Rejection/Experience Process for Complex Business High-Technology Product/Service/Bundles: The Example of Nuclear Power Plants
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Author(s): Roger A. More
Ivey ID: 9B10A003
Publication Date: 3/15/2010
Product Type: Note
Geographic Setting: Canada Size: Large Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Consumer behaviour; High technology products; Competitive advantage; Innovation
Major Disciplines: Marketing
Product Description: This note develops a comprehensive new conceptualization of the complex processes that accompany large scale high technology product/service bundles using the example of nuclear power plants.
   Understanding Buyer Choice/Rejection/Experience Process for Complex Services: The Example of Montessori Private Schools
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Author(s): Roger A. More
Ivey ID: 9B10A002
Publication Date: 3/15/2010
Product Type: Note
Geographic Setting: Canada Industry Setting: Educational Services Size: Small Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Educational administration; Education; Human behaviour; Consumer behaviour
Major Disciplines: Marketing
Product Description: This note develops a comprehensive new set of concepts to understand buying processes of parents choosing amony complex educational services using the example of Montessori private schools.
   Silver Sales Company
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Author(s): Gary Whitney; Stephen Standifird
Ivey ID: 9B09M095
Publication Date: 3/2/2010
Product Type: Case (Field)
Teaching Note: 8B09M95
Geographic Setting: United States Industry Setting: Measuring & Analyzing Instruments Size: Small Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Decision making; Exit strategy; Valuation; Mergers & acquisitions
Major Disciplines: Entrepreneurship; General Management
Product Description: Silver Sales Company's president is building a growing company that sells extremely accurate flow meters used to measure water flow in pipes and channels. In addition, Silver Sales Company provides inspection and assessment services to water agencies. The president owns 31 per cent of the company. Ring Manufacturing, the sole owner of the intellectual property and manufacturing facility for the flow meters, controls 62 per cent of the ownership of Silver Sales Company. The president is considering his long-term stake in the organization. Recently, the president has been approached by a U.K. company that is a sales agent for Silver Sales Company's products. The company has expressed an interest in a possible merger or acquisition between the two companies and has further indicated that it has an investor to support its desires. The president is now trying to determine whether a closer relationship with, or sale to, the U.K. company might be a way for him to capture some of the value he has created over the last several years.
   Helping: An Urgent New Role for Leaders
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Author(s): Edgar Schein
Ivey ID: 9B09TE02
Publication Date: 01/09/2009
Product Type: Article
Subjects: Organizational behaviour; Leadership
Major Disciplines: General Management
Product Description: Leaders are increasingly finding themselves in situations where they need help from subordinates, and in which subordinates are asking for help in areas where leaders are not experts. To manage either situation effectively, a leader will have to develop a degree of humility and specific process skills. Readers will learn how to achieve those difficult goals in this article by the dean of organizational behaviour.
   MK II: Building an American Watch Company
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Author(s): Murray J. Bryant; Ken Mark
Ivey ID: 9B09M073
Publication Date: 1/25/2010
Product Type: Case (Field)
Geographic Setting: United States Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategy development; Growth; Innovation
Major Disciplines: Entrepreneurship; General Management; International; Marketing; Production and Operations Management
Product Description: Against all odds, the founder of Mk II Corporation (Mk II) has started an American watch company. The founder, a former investment banker and a Wharton MBA graduate, began his venture in 2002 with no prior experience in the watchmaking trade. He started his company to produce watches in the United States during an era when U.S. manufacturing was in decline and the country had no indigenous watchmaking firms to speak of. In addition, the economy was recovering from the dotcom bust and there was intense competition from large, vertically integrated players. Despite all this, the founder has managed to deliver a few thousand watches and watch parts, and has a growing customer list. His challenge in March 2009 turns from trying to survive to figuring out how to manage Mk II's explosive growth.
   Please Stop Working So Hard!
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Author(s): June Cotte; Seung Hwan (Mark) Lee
Ivey ID: 9B09C020
Publication Date: 1/25/2010
Product Type: Case (Gen Exp)
Teaching Note: 8B09C20
Geographic Setting: Canada Industry Setting: Machinery except Electrical Size: Medium Year of Event: 2009 Level of Difficulty: 1 - Introductory
Subjects: Worker participation; Leadership; Labour unions; Employee grievances
Major Disciplines: Human Resource Management
Product Description: A new production supervisor at an automobile engine plant has encountered his first challenging task. The production supervisor must find a way to diffuse the tension between his team leader and other machine operators on the line. The team leader, the hardest worker among the group, was repeatedly criticized for over-exerting himself in many areas of the line. The workers feared that their jobs would be in jeopardy if workaholics like the team leader started undertaking multiple tasks. In addition, the workers began to feel that they were receiving unequal treatment from the production supervisor as the team leader was given special permission to break team norms. As the morale of the group continued to deteriorate, the production supervisor wanted to confront the team leader about this unique quandary. The production supervisor needed to figure out a solution to best please the team leader and the entire group.
   University Health Network (UHN): The MOE-MAR Initiative
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Author(s): Darren Meister; Ken Mark
Ivey ID: 9B06E013
Publication Date: 2/5/2010
Product Type: Case (Field)
Related Material: 7B06E013
Geographic Setting: Canada Industry Setting: Health Services Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Information systems
Major Disciplines: Management Science and Information Systems
Product Description: The director of Acute Care Information Management at University Health Network is thinking about how to form a steering committee and several working groups to manage the implementation and ongoing operation of the Medication Order Entry and Medication Administration Record module. This initiative would be the most challenging and complex the IT department had ever undertaken. She would need to address the concerns of administration, physicians and nurses.
   Cutting Your Losses: How to Avoid the Sunk Cost Trap
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Author(s): Michael Roberto
Ivey ID: 9B09TF03
Publication Date: 01/11/2009
Product Type: Article
Subjects: Volatility; Management decisions
Major Disciplines: General Management
Product Description: "If at first you don't succeed, give up," is the road less travelled for leaders who continue to spend money on an acquisition they made -even though the acquisition is clearly not working out. But why, as this author asks, don't we actually strive to create an organizational climate that makes admitting and learning from mistakes as valued as persistence and perseverance? Below, he describes four steps that can make it easy for leaders to cut their losses and save face.
   Rudy Wong, Investment Advisor
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Author(s): Stephen R. Foerster; Jimmy Rogers
Ivey ID: 9B10N004
Publication Date: 1/15/2010 Revision Date: 1/22/2010
Product Type: Case (Field)
Teaching Note: 8B10N04
Geographic Setting: Canada Industry Setting: Security and Commodity Brokers, Dealers Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Investments; Financial crisis; Stock market; Personal financial planning
Major Disciplines: Finance
Product Description: With stock markets in major decline, Rudy Wong, an investment advisor for a wealth management firm had to decide how best to reassure each of his clients in upcoming meetings: by communicating logical arguments based on his portfolio management expertise and analysis, or by managing emotions and attempting to re-establish his clients' faith in the markets. He also needed to re-examine the investment strategy he had developed for each client and recommend that they either "stay the course" with current strategies or make changes. The case allows for a rich discussion of the role of investment advisors, the importance of asset allocation, active versus passive management, investment goal setting, the global financial crisis of 2007-2009, and application of behavioral finance issues such as biases, reliance on heuristics, and framing.
   RBC - Financing Oil Sands (B)
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Author(s): Michael Sider; Jana Seijts; Ramasastry Chandrasekhar
Ivey ID: 9B10M016
Publication Date: 1/27/2010
Product Type: Supplement
Geographic Setting: Canada Industry Setting: Banking Size: Large Year of Event: 2010 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Sustainable development; Environment
Major Disciplines: Finance; General Management
Product Description: Under pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems to be sustainable? 2) What are the risks of lending to businesses some stakeholders deem unsustainable? 3) How should banks respond when pressured by an interest group? 4) How does a bank decide what is sustainable lending practice? This is a supplement to RBC-Financing Oil Sands (A), product number 9B10M015.
   RBC - Financing Oil Sands (A)
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Author(s): Michael Sider; Jana Seijts; Ramasastry Chandrasekhar
Ivey ID: 9B10M015
Publication Date: 1/27/2010 Revision Date: 4/27/2010
Product Type: Case
Geographic Setting: Canada Size: Large Year of Event: 2010 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: None specified
Major Disciplines: Finance; General Management
Product Description: Under pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems to be sustainable? 2) What are the risks of lending to businesses some stakeholders deem unsustainable? 3) How should banks respond when pressured by an interest group? 4) How does a bank decide what is sustainable lending practice? The supplement B case RBC-Financing Oil Sands (B), product number 9B10M016, is also available.
   New Balance: Developing an Integrated CSR Strategy
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Author(s): Vesela Veleva
Ivey ID: 9B10M011
Publication Date: 1/28/2010
Product Type: Case (Field)
Teaching Note: 8B10M11
Geographic Setting: United States Industry Setting: Apparel and other Finished Products Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Business sustainability; Strategy development; Performance assessment; Corporate social responsibility
Major Disciplines: General Management; International; Marketing
Product Description: This case focuses on New Balance -- a privately held company and the fourth largest athletic footwear manufacturer in the world. Founded over 100 years ago, New Balance has a strong social responsibility culture and mission established by its owners. Its commitment to employees, for example, was expressed through maintaining domestic manufacturing in the United States (the only large footwear manufacturer to do so presently) and avoiding layoffs in the deep recession of 2007-2009. In the late 1990s, the company established the Responsible Leadership Steering Committee to address human rights issues in overseas factories. Throughout the years, private ownership had allowed New Balance to take risks and make choices that publicly held companies might not have been able to do; at the same time, private ownership also meant lower pressures to disclose social and environmental performance. The owners were also very ``humble'' and hesitant to talk aloud about social responsibility. As a global player, the present challenge for the company has become to move corporate social responsibility (CSR) to the next level -- from ``doing what's right'' to fully integrating CSR into the business strategy. The overall goal of the case is to use the provided information from a comprehensive company assessment to identify a few key areas where New Balance can focus on and demonstrate industry leade
   Great Recession, 2007-2010: Causes and Consequences
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Author(s): David W. Conklin; Danielle Cadieux
Ivey ID: 9B10M008
Publication Date: 1/20/2010
Product Type: Case (Library)
Teaching Note: 8B10M08
Geographic Setting: Global Industry Setting: Banking; Credit Agencies other than Banks Year of Event: 2007-2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Business and society; Government regulation; Government and business; Financial institutions
Major Disciplines: Finance; General Management
Product Description: A recession in the U.S. economy began at the end of 2007. Concerns deepened as an epic financial crisis shattered business and consumer confidence. By the fall of 2008, the United States was in the midst of the worst recession since the 1930s, and major financial institutions were on the verge of bankruptcy. The financial crisis and recession spread around the world. Many saw a risk that the global financial system might collapse, perhaps precipitating a repetition of the lengthy economic devastation of the 1930s depression.
Governments reacted by creating huge stimulus packages that greatly increased national deficits and debts, and by loosening monetary policies with interest rates close to zero and huge expansions of the money supply. In their efforts to save the financial system, governments also offered bail-out packages to banks, including loans, guarantees and equity. By the fall of 2009, the crisis had stabilized, and the appearance of "green shoots" gave promise of recovery. By 2010, it was possible to put the financial crisis in perspective, and to raise questions about the causes and consequences. Of particular concern was whether new regulations might be needed to prevent a recurrence, and whether some of the tighter regulations should be international in scope. A related concern was whether such regulations should be applied to non-bank financial institutions as well as banks. Gover
   Paediatric Orthopaedic Clinic at the Children’s Hospital of Western Ontario (B)
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Author(s): Mary Heisz; Kellie Leitch
Ivey ID: 9B10D001
Publication Date: 1/25/2010 Revision Date: 4/23/2010
Product Type: Case
Geographic Setting: Canada Size: Large Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Production and Operations Management
Product Description: The director of the Paediatric Orthopaedic Clinic (the Clinic) at the Children's Hospital of Western Ontario has a better understanding of the process flow and bottlenecks at the Clinic and also has ideas for some possible solutions. The director can turn her thoughts to addressing a recurring issue raised by the hospital's management - how the Clinic's performance should be measured. The director pondered the mission of the hospital, which was to improve access to patient care and patient safety while sustaining the hospital's ability to deliver patient care into the future. She knew the Clinic was also committed to this mission, and she was prepared to evaluate the performance of the Clinic against this mission. Once again, the monthly executive meeting was looming, and the director wanted to be in a position to present a framework for her clinic's performance evaluation. This case is suitable for introducing the concept of performance measurement in a non-profit setting as well as the pitfalls associated with collecting the information. This is a follow-up case to Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario (A), product # 9B08D001.
   Finning International Inc.: Management Systems in 2009
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Author(s): Murray J. Bryant; Ken Mark
Ivey ID: 9B10B001
Publication Date: 1/25/2010
Product Type: Case (Field)
Geographic Setting: United States Industry Setting: Business Services Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management decisions; Management systems; Accountability; Control systems
Major Disciplines: Accounting; General Management; International
Product Description: A stock analyst is reviewing information about Finning International Inc. He wonders how strategy at Finning's business unit-level is translated into financial and individual performance metrics at the line of business level. The case study describes Finning's internal management systems and shows how the metrics at the various levels are in alignment with the company's overall objectives.
   Sara Tsien
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Author(s): Jeffrey Gandz; Elizabeth Spracklin
Ivey ID: 9B10C007
Publication Date: 4/15/2010
Product Type: Case (Gen Exp)
Geographic Setting: Asia-Pacific Size: Large Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Human Resource Management
Product Description: Sara Tsien must decide what performance assessment to give one of her employees who has, uncharacteristically, failed to meet one of her key objectives for the year. The situation is difficult for several reasons; the causes of the unacceptable performance are not clear; the employee has previously received excellent appraisals, including a recent one by the vice-president; and the employee was absent for a good part of the year on maternity leave. The various factors that influence sustained performance (ability, motivation, resources, role clarity, reinforcement) are examined, as well as steps leaders can take in improving performance of those for whom they are responsible.
   Hydro One Inc.: CEO Compensation
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Author(s): Stephen Sapp; Ramasastry Chandrasekhar
Ivey ID: 9B10N002
Publication Date: 2/11/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Electric, Gas and Sanitary Services Size: Large Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Fiduciary responsibility; Corporate governance; Executive compensation; Privatization
Major Disciplines: Accounting; Finance; General Management; Human Resource Management
Product Description: The case presents the situation faced by the board of directors at Hydro One, a government-owned Canadian electric utility, as they discuss updating the current executive compensation packages because of the pending privatization of Hydro One. As a government owned enterprise, compensation was moderated by the job security and prospects of career advancement in the public sector, but the imminent privatization required the compensation system to be revisited. The case presents details of the current compensation system for Hydro One's key officers and the comparative data for their counterparts at similar firms. The case allows for discussion of the interplay between corporate governance processes, the corresponding responsibilities of directors and the decisions they make, in particular chief executive officer and executive compensation. The postscript to the case allows for a lively class room discussion of corporate governance, fiduciary responsibility and communication among major stakeholders.
   Change at Pfizer: Jeff Kindler (A)
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Author(s): Michael J. Rouse; Chander Sehgal
Ivey ID: 9B10M014
Publication Date: 2/11/2010
Product Type: Case (Library)
Geographic Setting: United States Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Structure; Strategy; Industry analysis; Corporate strategy
Major Disciplines: General Management
Product Description: Pfizer Inc., the largest research based drug company in the world, is faced with multiple challenges. The key challenges include fierce court battles with generic companies over the patents of Lipitor, reduced productivity from research and development, and a changing external healthcare environment globally with growing importance of emerging markets. These challenges are set within a business environment itself characterized by multi-level change and uncertainty. The case dwells on the newly appointed chief executive officer's strategy in transforming a giant pharmaceutical organization by changing the business model, the strategy and structure to foster organic growth, as well as to explore external opportunities. Does Pfizer need more change or is it merely a matter of time before the new strategy generates results?
   Lundbeck Korea: Managing an International Growth Engine
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Author(s): Paul W. Beamish; Michael Roberts
Ivey ID: 9B10M012
Publication Date: 2/11/2010 Revision Date: 2/12/2010
Product Type: Case (Field)
Teaching Note: 8B10M12
Geographic Setting: Korea; Denmark Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: MNE reporting structures; International strategy; Emerging markets
Major Disciplines: General Management; Human Resource Management; International
Product Description: In 2005, the vice-president of Lundbeck, a Danish based central nervous system (CNS) pharmaceutical firm, needed to decide what to do with one of his most promising subsidiaries, Lundbeck Korea. Over its short lifetime, under the leadership of the country manager and the Asia regional manager, the subsidiary had grown well beyond the original goals set for it. The vice-president wanted to create a reporting structure and management mix that would balance the local demands that Lundbeck Korea required for growth with Lundbeck's overall strategy of specialization, speed, integration and results. While focusing on Lundbeck Korea, the case also traces Lundbeck's internationalization efforts in Asia over the past 20 years. Over that time, the company has grown from pure licensing arrangements to establishing its own country level subsidiaries. This case introduces the dynamic tensions between taking advantage of local management expertise and executing a corporate strategy developed for an entire global group. In addition, it illustrates the importance, but difficulties, of being sensitive to local management goals, while promoting a global corporate culture.
   Douglas Fine Foods
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Author(s): James E. Hatch; Mary M. Crossan; Gerard Seijts; Jeff Goodwin
Ivey ID: 9B09N014
Publication Date: 2/5/2010
Product Type: Case (Field)
Teaching Note: 8B09N14
Geographic Setting: Canada Industry Setting: Miscellaneous Services Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Transformational leadership
Major Disciplines: Finance
Product Description: Murray Douglas is the new chief executive officer (CEO) of Douglas Fine Foods (DFF), a family-owned business in its 80th year. Headquartered in Calgary, Alberta, DFF has grown to become Canada's largest privately held food services company, doing $30 million worth of business annually. DFF provides business dining, residence and camp food services, catering, vending machine services, and food service equipment and design. The business serves clients in various industries including schools, sports arenas and concessions, warehouses, government offices and corporations. Douglas needs to make several key decisions concerning DFF, including how to pay for a buyout of his brother's shares; whether to renew a contract with an undesirable customer; whether to pursue an active acquisition strategy; and how to transform the business to become a world-class, professionally managed organization. Students must evaluate complexities and trade-offs in making a sequence of decisions; outline a clear strategy and vision for the company; prioritize strategic options; define elements of an acquisition strategy; determine financing options for cash-constrained firm; and manage internal culture transformation.
   Netflix
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Author(s): Sayan Chatterjee; Elizabeth Carroll; David M. Spencer
Ivey ID: 9B09M093
Publication Date: 2/3/2010
Product Type: Case (Pub Mat)
Teaching Note: 8B09M93
Geographic Setting: United States Industry Setting: Motion Pictures - TV, Radio & Video Size: Medium Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Business model design; Competitive strategy; Planning
Major Disciplines: General Management
Product Description: This case describes how Netflix created the business model of delivering DVDs using mail services. Essentially, Netflix exploited a whitespace that other players, such as Blockbuster, could not engage in primarily because they were constrained by their own business models. The case allows the instructor to develop the details of the capabilities that have allowed Netflix to deliver the values its customers desire. The case can then explore the competitive dynamics between Blockbuster, Netflix and Wal-Mart, a new entrant, in this space. Finally, the case describes future technologies, such as Video on Demand (VOD), that in turn pose a threat to Netflix's business model.
   CSTAR
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Author(s): James E. Hatch; John S. Haywood-Farmer; Michael J. Rouse; Virginia Ritchie
Ivey ID: 9B09M017
Publication Date: 2/5/2010
Product Type: Case (Field)
Teaching Note: 8B09M17
Geographic Setting: Canada Industry Setting: Machinery except Electrical Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Research and development strategy
Major Disciplines: Entrepreneurship; General Management
Product Description: Canadian Surgical Technologies and Advanced Robotics Centre (CSTAR) had had a successful year during which its new director had ensured that CSTAR?s budget deficit was on target to be reduced by 50 per cent. CSTAR still faced significant hurdles to becoming financially stable and a leader in minimally invasive surgery (MIS). The director wanted CSTAR to be financially self-sustainable within two years, and identified goals to overcome these hurdles: development of a sustainable financing plan that would support its annual operating budget; setting strategies for its four revenue streams; and development of an operating plan to support CSTAR's new educational facility. Additionally, the MIS sector had no clear leader to set clinical care standards or establish industry best practices. The director wondered how CSTAR could position itself to fulfill that leadership role and generate funding through its business development activities. As director of the centre, he had to design these strategies and design a financing plan to push CSTAR into the black.
   Kimpton Hotels - Setting Prices on Priceline (C )
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Author(s): Chris Anderson; John G. Wilson; Joel Read
Ivey ID: 9B09E029
Publication Date: 2/11/2010
Product Type: Supplement
Geographic Setting: United States Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Customer demand; Probabilistic and statistical modeling; Modeling; Simulation
Major Disciplines: Management Science and Information Systems; Marketing; Production and Operations Management
Product Description: The Kimpton Hotels' area director of revenue management (director) for Washington, D.C. was excited about using Priceline.com to help fill rooms on some of Kimpton's low-demand weekends. He estimated the coming weeks' demand across three rate classes and across three lengths of stay (LOS), and he wanted to make sure he did not use Priceline.com too aggressively by releasing too many rooms onto the site.
   Kimpton Hotels - Setting Prices on Priceline (B)
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Author(s): Chris Anderson; John G. Wilson; Joel Read
Ivey ID: 9B09E028
Publication Date: 2/11/2010
Product Type: Supplement
Geographic Setting: United States Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Modeling; Customer demand; Probabilistic and statistical modeling; Simulation
Major Disciplines: Management Science and Information Systems; Marketing; Production and Operations Management
Product Description: In June 2008, the Kimpton Hotels' area director of revenue management (director) for Washington, D.C. finished creating a pricing strategy that would determine the optimal posted price for rooms in the Washington, D. C. hotel as well as the number of rooms that should be provided to Priceline.com. He realized there was even more potential to gain revenue by posting more than one price; however, this would add further complexity into the strategy and he was unsure of the potential impact of having multiple posted prices.
   Monforte Dairy
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Author(s): Elizabeth M.A. Grasby; Jamie Hyodo
Ivey ID: 9B10M037
Publication Date: 5/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M37
Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Small Year of Event: 2009 Level of Difficulty: 1 - Introductory
Subjects: Growth strategy; Break-Even analysis; Strategic planning; Business valuation
Major Disciplines: General Management
Product Description: The owner of Monforte Dairy Company Ltd. in Stratford, Ontario, was torn between two alternatives for the future of the company. She depended on the company for her livelihood, but she also wanted to use the company to further several culinary movements. All major growth options under consideration would require debt financing, and the owner wondered what affect this would have on her company.
  Add   View  19 pp.  Teaching Note
Author(s): Elizabeth M.A. Grasby; Jamie Hyodo
Ivey ID: 8B10M37
Publication Date: 5/21/2010
Product Type: Teaching Note
Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Small Year of Event: 2009 Level of Difficulty: 1 - Introductory
Subjects: Growth strategy; Break-Even analysis; Strategic planning; Business valuation
Major Disciplines: General Management
Product Description: The owner of Monforte Dairy Company Ltd. in Stratford, Ontario, was torn between two alternatives for the future of the company. She depended on the company for her livelihood, but she also wanted to use the company to further several culinary movements. All major growth options under consideration would require debt financing, and the owner wondered what affect this would have on her company.
   Franz Collection, Inc.: The Road From Subcontracting to Brand
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Author(s): Lien-Ti Bei; Shih-Fen Chen
Ivey ID: 9B10M030
Publication Date: 5/28/2010
Product Type: Case (Field)
Geographic Setting: Taiwan Industry Setting: Stone, Clay, Glass and Concrete Products Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Inter-firm cooperation; Global branding; MNEs from emerging markets; Subcontract manufacture
Major Disciplines: Entrepreneurship; General Management; International; Marketing
Product Description: The case describes the three-stage transformation of a Taiwanese company - from an original equipment manufacturer (OEM) of small gifts for Western European customers, to an original design manufacturer (ODM) providing design and production of home decor and gifts to customers in Europe and the United States, to an own brand manufacturing (OBM) company launching its brand of porcelain tableware targeted at the global market. The story of Franz Collection is a story of product outsourcing and international cooperation, where OEM subcontractors in Asia have tried to set up their own marketing channels and brand names to bypass their Western clients and appeal directly to consumers. This case describes the managerial dilemmas in establishing a global brand faced by manufacturers in Taiwan and the neighbouring countries.
   Expatica.com: 10 Years of a Dutch Born-global
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Author(s): Christopher Williams
Ivey ID: 9B10M029
Publication Date: 5/5/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M29
Geographic Setting: Netherlands Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Media; Product development; Internet; Internationalization
Major Disciplines: Entrepreneurship; General Management; International; Marketing; Production and Operations Management
Product Description: In December 2009, the management team at Expatica.com was undertaking a strategic review of the progress of the company and of the future opportunities for growth. The management team needed to take stock: the external environment was rapidly changing and threats from competitors were on the rise. Expatica.com was founded 10 years earlier to provide English language information and news to the expatriate community in Europe, delivering its services primarily over the Internet. Over the course of the 10 years, Expatica.com had experienced significant challenges in its organization and environment. The central issue was how to make its core business effective across multiple markets. The company had made tremendous progress over the decade but now needed to re-evaluate its position and identify new opportunities for growth. The management team realized that it needed to make a number of critical decisions, especially in the areas of internationalization and product development. 1) How should Expatica.com now internationalize into new markets? Which markets should it consider? How should it select new markets? Should it pull out of any existing markets? 2) What product development strategy should it adopt? What line extensions should it make to existing products? What kinds of more radical innovation could be appropriate? Should it phase out any existing product
  Add   View  7 pp.  Teaching Note
Author(s): Christopher Williams
Ivey ID: 8B10M29
Publication Date: 5/5/2010
Product Type: Teaching Note
Geographic Setting: Netherlands Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Media; Product development; Internet; Internationalization
Major Disciplines: Entrepreneurship; General Management; International; Marketing; Production and Operations Management
Product Description: In December 2009, the management team at Expatica.com was undertaking a strategic review of the progress of the company and of the future opportunities for growth. The management team needed to take stock: the external environment was rapidly changing and threats from competitors were on the rise. Expatica.com was founded 10 years earlier to provide English language information and news to the expatriate community in Europe, delivering its services primarily over the Internet. Over the course of the 10 years, Expatica.com had experienced significant challenges in its organization and environment. The central issue was how to make its core business effective across multiple markets. The company had made tremendous progress over the decade but now needed to re-evaluate its position and identify new opportunities for growth. The management team realized that it needed to make a number of critical decisions, especially in the areas of internationalization and product development. 1) How should Expatica.com now internationalize into new markets? Which markets should it consider? How should it select new markets? Should it pull out of any existing markets? 2) What product development strategy should it adopt? What line extensions should it make to existing products? What kinds of more radical innovation could be appropriate? Should it phase out any existing products? 3) What else should the company do to drive succe
   Tata: Leadership With Trust
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Author(s): Oana Branzei
Ivey ID: 9B10M025
Publication Date: 5/11/2010
Product Type: Case (Library)
Geographic Setting: India Industry Setting: Non-Profit Organizations; Social Services; Business Services; Holdings and other Investment Companies; Non-Profit Organizations; Social Services; Business Services; Holdings and other Investment Companies; Non-Profit Organizations; Social Size: Large Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate social responsibility; Corporate social responsibility; Corporate social responsibility; Corporate social responsibility; Corporate social responsibility; Emerging markets; Emerging markets; Emerging markets; Emerging markets; Emerging
Major Disciplines: General Management; General Management; General Management; General Management; General Management; Human Resource Management; Human Resource Management; Human Resource Management; Human Resource Management; Human Resource Management; In
Product Description: The case illustrates the opportunities, challenges and trade-offs involved in the design, evolution and institutionalization of corporate social responsibility (CSR) and corporate sustainability (CS) within the Tata Group ? an India-based indigenous multinational enterprise (MNE) with a unique 140-year old commitment to the community as the key stakeholder of business. Despite the 2008-2009 global recession, the Tata Group topped the economic value creation charts. In 2008-2009, the Group had grossed US$70.8 billion in revenues; 64.7 per cent of the Group?s revenues were now coming from outside India. Its 96 independent companies spanned seven sectors: information systems and communications, engineering, materials, services, energy, consumer products and chemicals. Economic turbulence had put a break on social and environmental investing for many other companies, but renewed Tata Group
   Wal-Mart Puerto Rico: Promoting Development Through a Public-Private Partnership
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Author(s): Myrna Comas; Julia Sagebien
Ivey ID: 9B10M024
Publication Date: 5/5/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M24
Geographic Setting: Puerto Rico Industry Setting: Agricultural Production - Crops; General Merchandise Stores Size: Small/Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Government and business; Corporate social responsibility; Developing countries; Partnership
Major Disciplines: Entrepreneurship; General Management; International; Marketing
Product Description: “Sowing the Development of the Country” (SDC) was a public-private partnership between Wal-Mart Puerto Rico (Wal-Mart PR), the island's Department of Agriculture as well as its Economic Development Bank (EDB), two NGOs “Caborroje?os Pro Salud y Ambiente” (Caborroje?os Pro Health and Environment) and ConectaRSE (a corporate social responsibility (CSR) promotion non-governmental organization(NGO)), and a group of local farmers. The objective of the project was to promote sustainable development on the island by encouraging farmers to become entrepreneurs by developing small agro-businesses. Wal-Mart acted as the primary buyer. The project faced many challenges, such as farmers' difficulties in meeting quality standards and delivery schedules, the lack of an existing vehicle through which to access funding from the EDB, and, most importantly, changes in the political party in power. Project partners had to develope a position from which to negotiate a new alliance with the incoming government administration. Since Wal-Mart was determined to guarantee the continuity and expansion of the SDC project, Wal-Mart had to step into the project champion role. Students will be exposed to issues such as: 1) adapting a global company's international CSR strategies to local circumstances; 2) developing str
  Add   View  9 pp.  Teaching Note
Author(s): Myrna Comas; Julia Sagebien
Ivey ID: 8B10M24
Publication Date: 5/5/2010
Product Type: Teaching Note
Geographic Setting: Puerto Rico Size: Small/Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Government and business; Corporate social responsibility; Developing countries; Partnership
Major Disciplines: Entrepreneurship; General Management; International; Marketing
Product Description: “Sowing the Development of the Country” (SDC) was a public-private partnership between Wal-Mart Puerto Rico (Wal-Mart PR), the island's Department of Agriculture as well as its Economic Development Bank (EDB), two NGOs “Caborroje?os Pro Salud y Ambiente” (Caborroje?os Pro Health and Environment) and ConectaRSE (a corporate social responsibility (CSR) promotion non-governmental organization(NGO)), and a group of local farmers. The objective of the project was to promote sustainable development on the island by encouraging farmers to become entrepreneurs by developing small agro-businesses. Wal-Mart acted as the primary buyer. The project faced many challenges, such as farmers' difficulties in meeting quality standards and delivery schedules, the lack of an existing vehicle through which to access funding from the EDB, and, most importantly, changes in the political party in power. Project partners had to develope a position from which to negotiate a new alliance with the incoming government administration. Since Wal-Mart was determined to guarantee the continuity and expansion of the SDC project, Wal-Mart had to step into the project champion role. Students will be exposed to issues such as: 1) adapting a global company's international CSR strategies to local circumstances; 2) developing strategies to further local economic development through market forces and entrepreneurship; 3) evaluating the advantages and disadvantages
   Trouble in Paradise: Stakeholder Conflict in the Paseo Caribe Project
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Author(s): Gwendolyn Toro; Julia Sagebien; Victor Quinones
Ivey ID: 9B10M018
Publication Date: 5/5/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M18
Geographic Setting: Puerto Rico Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corruption; Stakeholder analysis; Conflict resolution; Government and business; Ethical issues; Business and society
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The case centres on the many controversies surrounding the Paseo Caribe real estate development project in San Juan, the capital of Puerto Rico. The project developers had to contend with large demonstrations, civil disobedience, government intervention, legal proceedings and costly delays as a result of allegations that there had been multiple irregularities in the permit-granting processes and that the project had been built on public domain lands. The fact that Paseo Caribe was located in San Juan's prime tourist and convention area, as well as in a historically and culturally important zone, added significance and visibility to the debates. Jose Antonio Moreno, president of the Puerto Rico Architects and Landscape Architects Association, is reflecting on the lessons learned by industry participants, as well as on ways the association can encourage industry actors to handle conflict in a less confrontational manner. The case illustrates the downside of not managing stakeholder relations proactively or effectively.
  Add   View  9 pp.  Teaching Note
Author(s): Gwendolyn Toro; Julia Sagebien; Victor Quinones
Ivey ID: 8B10M18
Publication Date: 5/5/2010
Product Type: Teaching Note
Geographic Setting: Puerto Rico Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corruption; Stakeholder analysis; Conflict resolution; Government and business; Ethical issues; Business and society
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The case centres on the many controversies surrounding the Paseo Caribe real estate development project in San Juan, the capital of Puerto Rico. The project developers had to contend with large demonstrations, civil disobedience, government intervention, legal proceedings and costly delays as a result of allegations that there had been multiple irregularities in the permit-granting processes and that the project had been built on public domain lands. The fact that Paseo Caribe was located in San Juan's prime tourist and convention area, as well as in a historically and culturally important zone, added significance and visibility to the debates. Jose Antonio Moreno, president of the Puerto Rico Architects and Landscape Architects Association, is reflecting on the lessons learned by industry participants, as well as on ways the association can encourage industry actors to handle conflict in a less confrontational manner. The case illustrates the downside of not managing stakeholder relations proactively or effectively.
   The Ultimate Fighting Championships (UFC): The Evolution of a Sport
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Author(s): Matthew Thomson; Jesse Baker
Ivey ID: 9B10A012
Publication Date: 5/18/2010 Revision Date: 6/16/2010
Product Type: Case (Pub Mat)
Teaching Note: 8B10A12
Geographic Setting: United States Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Brand meanings; Equity; International expansion; Celebrity cEO; Labour relations
Major Disciplines: International; Marketing
Product Description: This case looks at the Ultimate Fighting Championships (UFC) and its parent company, Zuffa LLC (Zuffa), through the role of the recently hired chief marketing officer (CMO). As the CMO of the largest organization in the world's fastest growing sport, mixed martial arts, he faces many decisions about the future of the organization. The CMO must determine the best way to both manage the organization's ambitious international expansion initiatives and protect the UFC brand in new markets, while also preserving the experience for the league's core North American fan base. The CMO must evaluate the company's sponsorship relationships and develop a strategy to cope with increasing competition in both domestic and international markets.
  Add   View  10 pp.  Teaching Note
Author(s): Matthew Thomson; Jesse Baker
Ivey ID: 8B10A12
Publication Date: 5/18/2010 Revision Date: 6/16/2010
Product Type: Teaching Note
Geographic Setting: United States Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Equity; International expansion; Celebrity cEO; Brand meanings; Labour relations
Major Disciplines: International; Marketing
Product Description: This case looks at the Ultimate Fighting Championships (UFC) and its parent company, Zuffa LLC (Zuffa), through the role of the recently hired chief marketing officer (CMO). As the CMO of the largest organization in the world?s fastest growing sport, mixed martial arts, he faces many decisions about the future of the organization. The CMO must determine the best way to both manage the organization?s ambitious international expansion initiatives and protect the UFC brand in new markets, while also preserving the experience for the league?s core North American fan base. The CMO must evaluate the company?s sponsorship relationships and develop a strategy to cope with increasing competition in both domestic and international markets.
   Mustang Music (A)
  Add   View  9 pp.  Case
Author(s): Derrick Neufeld
Ivey ID: 9B10E009
Publication Date: 5/11/2010
Product Type: Case (Gen Exp)
Teaching Note: Teaching Note: 8B10E09
Industry Setting: Educational Services Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Models; Information systems; Data analysis
Major Disciplines: Entrepreneurship; Management Science and Information Systems
Product Description: Mustang Music (A) and (B) cases introduces students to data modeling, database implementation and database querying.
  Add   View  8 pp.  Teaching Note
Author(s): Derrick Neufeld
Ivey ID: 8B10E09
Publication Date: 5/11/2010
Product Type: Teaching Note
Industry Setting: Educational Services Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Models; Information systems; Data analysis
Major Disciplines: Entrepreneurship; Management Science and Information Systems
Product Description: Mustang Music (A) and (B) cases introduces students to data modeling, database implementation and database querying.
   Unimicron Technology Corporation
  Add   View  18 pp.  Case
Author(s): Deborah Compeau; Eugenia Huang
Ivey ID: 9B10E003
Publication Date: 5/21/2010
Product Type: Case (Field)
Geographic Setting: Taiwan Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management information systems; Information systems
Major Disciplines: International; Management Science and Information Systems
Product Description: The president of Unimicron must evaluate the degree to which the company's information systems support its business strategy. The case provides an extensive review of the company's history, its strategy and its key competitive and organizational moves. The case reviews the way in which information systems are used in the company, and challenges students to assess the degree of fit between strategy, organization and technology.
   Leaders Edge: An Interview with Tom Peters
  Add   View  9 pp.  Article
Author(s): Stephen Bernhut
Ivey ID: 9B10TD10
Publication Date: 01/07/2010
Product Type: Article

Subjects: Leadership
Major Disciplines: General Management
Product Description: An interview with Tom Peters.
   Are You an Accidental Diminisher?
  Add   View  7 pp.  Article
Author(s): Liz Wiseman; Greg McKeown
Ivey ID: 9B10TD07
Publication Date: 01/07/2010
Product Type: Article

Subjects: Leadership
Major Disciplines: General Management
Product Description: A manager who regularly steps in to solve a problem for an employee may think that he or she is helping. In fact, this well-intentioned manager is actually limiting — and hurting — the employee. The effective manager enables employees to utilize the full depth and range of their intellect and capabilities. In this article, readers will learn how managers can do that.
   Just Ask Leadership: Why Great Managers Always Ask the Right Questions
  Add   View  6 pp.  Article
Author(s): Gary Cohen
Ivey ID: 9B10TD04
Publication Date: 01/07/2010
Product Type: Article

Subjects: Leadership
Major Disciplines: General Management
Product Description: The smart, aware executive today is doing something different. He or she is asking questions. Almost like leading itself, “asking” has different techniques and styles. Readers will learn which ones are right and the best fit for them in this article.
   Viewpoint: Executives, the Economy and a 17th-Century Catholic Philosopher
  Add   View  5 pp.  Article
Author(s): John S. McCallum
Ivey ID: 9B10TD03
Publication Date: 01/07/2010
Product Type: Article

Subjects: Leadership
Major Disciplines: General Management
Product Description: Who would have thought that the works of a 17th-century French, Catholic philosopher would provided some insight into today's economic situation, and, more unlikely, provide reason for optimism?
   Venture Capital Firms in America: Their Caste System and Other Secrets
  Add   View  11 pp.  Article
Author(s): Vijay Sathe; Hatim Tyabji
Ivey ID: 9B10TD02
Publication Date: 01/07/2010
Product Type: Article

Subjects: Venture capital
Major Disciplines: Finance
Product Description: While American venture capital firms are coated with an aura of glamour they are also shrouded by a cloud of mystery. Just how do they operate? How do they raise their money? Why do some VC firms succeed while others do not? The authors of this article, who were given unprecedented access to key executives of prominent VC firms, answer these and other questions that will take readers inside one of the more mysterious, but critically important institutions in American business.
   A New Role for Management in Today’s Post-Industrial Organization
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Author(s): Mitch McCrimmon
Ivey ID: 9B10TD01
Publication Date: 01/07/2010
Product Type: Article

Subjects: Management style; Management behaviour
Major Disciplines: General Management
Product Description: In many organizations, employees know more about their work than their managers. This reality should force organizations that still cling to the old, top-down style of managing to recognize that many employees today are very capable of managing themselves. This author explains the “Why” and “How” of a new style of managing for today.
   Service Complexity: Managing a House of Cards (Really)
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Author(s): Barry Cross
Ivey ID: 9B10TC02
Publication Date: 01/05/2010
Product Type: Article

Subjects: Managing industry change; Management of change
Major Disciplines: General Management
Product Description: It may make sense to offer 12 varieties of lattes, at least to the company that markets the offering. In most cases though, too many choices create complexity and frustrate the customer. Moreover, there are times when the offering flummoxes the company's staff. Slimming and streamlining the offering is the way to go, says this author, who suggests 3 practical steps an organization can apply to simplify things.
   Coping With Complexity
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Author(s): Niels Billou; Mary M. Crossan; Gerard Seijts
Ivey ID: 9B10TC01
Publication Date: 01/05/2010
Product Type: Article

Subjects: Managing industry change; Management of change
Major Disciplines: General Management
Product Description: Coping with the complexity of today's business environment is not about predicting the future or reducing risk. It's about building the capacity, in yourself, your people, and the organization to adapt continuously and learn speedily, in order to maximize the chances of seizing fleeting opportunities. These authors' excellent suggestions will help today's leaders cope with complexity.
   Scarborough YMCA: Getting Back on Track
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Author(s): Gerard Seijts; Ken Mark
Ivey ID: 9B10C014
Publication Date: 6/16/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Medium Year of Event: 2003 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Leading change; Leadership development; Learning to lead; Leadership issues; Organizational culture
Major Disciplines: Human Resource Management
Product Description: The newly appointed general manager at the Scarborough YMCA was discussing her plan of action with the YMCA senior leadership team of the Greater Toronto Area. The Scarborough YMCA had been a perennial underperformer from a membership, member satisfaction and financial perspective, but the general manager vowed to turn the facility around. Four prior general managers had given their best effort; yet the facility continued to lag behind the average YMCA in Canada. She sensed a complacent organization. The general manager had practically grown up in the Scarborough YMCA, and although she had assumed several leadership responsibilities in the centre, she sensed that it would be challenging to advocate change now that she was a formal leader.
   The Brink’s Company
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Author(s): George Athanassakos; Linden Head; Dale Zhang
Ivey ID: 9B10N016
Publication Date: 7/8/2010
Product Type: Case (Pub Mat)
Geographic Setting: United States Size: Medium Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Company business and risk analysis; Industry analysis; Value investing based investment decision; Value investing valuation; Company business and risk analysis; Industry analysis; Value investing based investment decision; Value investing valuati
Major Disciplines: Finance; Finance; Finance; Finance; Finance
Product Description: As a bonus for his 30-year tenure as a driver with The Brink's Company (BCO), BCO had awarded Kevin with stock options. BCO was a leader in providing armoured car transportation, ATM servicing, currency and coin processing and other value-added services to banks, retailers and other commercial and government agencies around the world. Upon receipt of these options, Kevin had begun to follow BCO's ticker very carefully and after noticing a 13.9 per cent increase in the share price in a span of three months, Kevin wanted an educated guess about the future of this stock. He turned to his son Robbie for advice, who had recently graduated with a business degree and had completed coursework in value investing and had earned top marks. Robbie knew Kevin was a stubborn risk-taker who had indicated he wanted to put a substantial amount of savings into this stock; Robbie also knew that if the stock plummeted, he would have to foot the bill for his father's retirement. Robbie realized he had to provide a well thought out valuation of BCO in clear, logical terms as they related to value investing, using coherent language to present his arguments in order to educate his father with a thorough analysis upon which Kevin could make a considered decision.
   Difficult Choices - An Introduction to Cost Effectiveness Analysis
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Author(s): Gregory S. Zaric
Ivey ID: 9B10E007
Publication Date: 7/7/2010
Product Type: Note
Geographic Setting: Canada; United Kingdom Industry Setting: Health Services Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Health policy; Formulary; Pharmacoeconomics; Cost/Benefit analysis
Major Disciplines: Management Science and Information Systems
Product Description: The media frequently report on the high cost of various health-related treatments. As there is a limit to the resources available to public and private health plans, they are not able to make all new treatments available. This raises questions about how to determine which treatments should be offered under a health plan. Cost effectiveness analysis has emerged as a powerful tool to help determine priorities and guide these policy decisions. This note is intended as a background reading for a first class on pharmacoeconomics or cost effectiveness analysis.
   Sandcore Instruments (B)
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Author(s): Elizabeth M.A. Grasby; Renee Zatzman
Ivey ID: 9B10C012
Publication Date: 7/7/2010
Product Type: Supplement
Teaching Note: 8B10C11
Geographic Setting: Canada Size: Large Year of Event: 2009 Level of Difficulty: 1 — Introductory
Subjects: Performance evaluation; Wrongful dismissal; Employee relations; Employee termination
Major Disciplines: Human Resource Management
Product Description: The vice-president of human resources at Sandcore Instruments has to make a recommendation to the company's president regarding a sales representative with a history of poor performance. In this supplement to Sandcore Instruments (A), product #9B10C011, the vice-president discovers that the sales representative has offered to perform service work for a customer on his own time at a much lower price if cash is paid. The vice-president must update his action plan accordingly.
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   Sandcore Instruments (A)
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Author(s): Elizabeth M.A. Grasby; Renee Zatzman
Ivey ID: 9B10C011
Publication Date: 7/7/2010
Product Type: Case (Field)
Teaching Note: 8B10C11
Geographic Setting: Canada Industry Setting: Measuring & Analyzing Instruments Size: Large Year of Event: 2009 Level of Difficulty: 1 — Introductory
Subjects: Employee termination; Performance evaluation; Wrongful dismissal; Employee relations
Major Disciplines: Human Resource Management
Product Description: The vice-president of human resources at Sandcore Instruments has to make a recommendation to the company's president regarding a sales representative with a history of poor performance. The vice-president must decide what action to take, including whether the sales representative should be terminated. The vice-president must consider how his decision will affect other employees in the Quebec sales network.
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   Otago Museum
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Author(s): Ralph W. Adler; Jing Song
Ivey ID: 9B10B007
Publication Date: 7/29/2010
Product Type: Case (Field)
Teaching Note: 8B10B07
Geographic Setting: New Zealand Industry Setting: Museums, Art Galleries Size: Small Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Balanced scorecard; Organizational culture; Strategy; Non-Profit organization
Major Disciplines: Accounting; General Management; Human Resource Management; International; Marketing
Product Description: A highly progressive and award-winning regional museum is trying to create a comprehensive balanced scorecard. The case shows the linking of causally related performance measures that support the museum's strategic vision and mission.
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   Salty Snacks
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Author(s): John Dawes
Ivey ID: 9B10A015
Publication Date: 7/5/2010
Product Type: Exercise
Teaching Note: 8B10A15
Related Material: 7B10A015
Geographic Setting: New Zealand Industry Setting: Food and Kindred Products Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Data analysis; Consumer behaviour; Competition; Brand management
Major Disciplines: Marketing
Product Description: The Salty Snacks case is a data analysis exercise using Excel. The case uses real data from a consumer goods panel. It presents the student with a table of purchase duplications for a set of salty snack brands, and the student's task is to identify the competitive structure of the market, that is, which brands compete more intensely with each other. The task is similar to what brand managers in consumer goods companies face on a regular basis. The case provides excellent skill development in Excel, is instructive about how to analyze competition and informs students about an empirical generalization in marketing: the Duplication of Purchase Law.
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   Organization, Founder and Clientele Transformation at VGKK
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Author(s): G. Ramesh; L. Prasad; G.S. Goutham
Ivey ID: 9B09C022
Publication Date: 7/29/2010
Product Type: Case (Field)
Teaching Note: 8B09C22
Geographic Setting: India Industry Setting: Social Services Size: Small Year of Event: 1979-2008 Level of Difficulty: 5 — MBA/Postgraduate
Subjects: Leadership development; Evolution of social organization; Social entrepreneurship; Organizational change
Major Disciplines: Entrepreneurship; Human Resource Management; International
Product Description: The literature on change and transformation mostly focuses on for-profit organizations, even though not-for-profit organizations offer a richer context for study, and social entrepreneurs are most often at the forefront of large-scale change. The case is an attempt to examine the evolution of a development organization. It centres on a medical professional and his thirty-year struggle in ushering in social transformation in the BR Hills of Southern India, working for tribal and forest development based on a foundation of ethics, self-organization and the assertion of human and individual rights. In 1994, he was awarded the Right Livelihood Award (also known as the Alternative Nobel Prize) for his efforts.

This case can teach the evolution of a) a social entrepreneur into a leader; b) an amorphous service entity into an institution with a network of organizations and c) a low-profile, undemanding clientele with no voice to a demanding clientele expecting choices and rights. The case can also be used to explore the growth of a social enterprise (in terms of objectives, service delivery, roles, scale, etc.); concepts of change and social transformation; and the organizational life cycle and evolution of systems over the cycle. The case highlights the path civic service organizations (CSOs) and social actors tread over time in undertaking to provide public se
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   Closing the Gap - Facing the Future (B)
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Author(s): Rod E. White; Rida Elias
Ivey ID: 9B10M052
Publication Date: 7/9/2010
Product Type: Supplement
Geographic Setting: Canada Industry Setting: Health Services Size: Small Year of Event: 2009 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Health care; Strategic acquisitions; Strategic decision making; Industry analysis
Major Disciplines: Entrepreneurship; General Management
Product Description: This is a supplement to Closing the Gap — The Changing Home Care Environment (A) case, product #9B10M051. The regulations in the home care industry are changing. The industry is moving toward consolidation and favouring large companies. Closing the Gap reaches a crossroad. In this (B) case, students will be asked to evaluate an acquisition possibility and advise the chief executive officer whether the acquisition will be a successful one or not.
   Closing the Gap - the Changing Home Care Environment (A)
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Author(s): Rod E. White; Rida Elias
Ivey ID: 9B10M051
Publication Date: 7/9/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Health Services Size: Small Year of Event: 2009 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Health care; Strategic acquisitions; Strategic decision making; Industry analysis
Major Disciplines: Entrepreneurship; General Management
Product Description: The regulations in the home care industry are changing. The industry is moving toward consolidation and favouring large companies. Closing the Gap, a small home care provider in Ontario, reaches a crossroad. The company has three strategic options to choose from: (1) sell the company, (2) buy another company, or (3) grow organically. Given these conditions, students will be asked to conduct an industry analysis and help the chief executive officer (CEO) of Closing the Gap make the appropriate decision. In the (B) case, students will be asked to evaluate an acquisition possibility and advise the CEO whether the acquisition will be a successful one or not.
 
 
   Namasté Solar
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Author(s): Anne T. Lawrence; Anthony I. Mathews
Ivey ID: 9B10M049
Publication Date: 7/5/2010
Product Type: Case (Field)
Teaching Note: 8B10M49
Geographic Setting: United States Industry Setting: Electric, Gas and Sanitary Services Size: Small Year of Event: 2008 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Solar electric industry; Employee ownership; High-involvement culture; Acquisitions
Major Disciplines: Entrepreneurship; General Management; Human Resource Management
Product Description: Should a fast-growing, employee-owned solar electric company accept a buyout offer from a private equity investor? Could it do so without sacrificing its distinctive, high-involvement culture? Namasté Solar, a 55-person firm based in Boulder, Colorado, designed and installed solar electric systems for residential, commercial, non-profit and government customers. In 2008, the company had been growing at breakneck speed for the past four years, since government incentives for the purchase of renewable energy had created a market for solar electric systems in Colorado. Now, two investors had approached the firm with serious buyout offers. A buyout would bring a new infusion of capital to the firm, enabling it to expand more quickly and install more solar systems, and employees with vested shares would benefit from an attractive sales price. However, Namasté, from the outset, had been committed to building a democratic, high-involvement culture. Ownership was widely shared, and all employees, whether or not they held equity, were encouraged to participate in strategic decisions facing the firm. Many were concerned that selling the company would mean sacrificing the firm's carefully crafted culture. What was the best way forward for Blake Jones and the green energy company that he and two partners had founded?
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   Porter Airlines
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Author(s): Sabrina Pavri; Sayan Chatterjee
Ivey ID: 9B10M039
Publication Date: 7/5/2010
Product Type: Case (Pub Mat)
Teaching Note: 8B10M39
Geographic Setting: Canada Industry Setting: Air Transportation Size: Medium Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Industry globalization; Strategy and resources; Strategy development; Strategy
Major Disciplines: Entrepreneurship; General Management; International
Product Description: Porter Airlines is a regional airline operating out of Toronto City Airport on the Toronto Islands in Toronto, Ontario, Canada. Porter operates only Bombardier Dash-8 Q400 turboprop aircraft and has flights to destinations in Canada and the United States. Porter targets business passengers who find the Toronto International Airport unattractive. Since its inception, Porter Airlines disproved many who thought it was doomed to failure by successfully navigating the first few years of its existence. It tapped into unmet customer needs with a unique strategy. However, a critical question that needed to be addressed was whether this particular business model, so successful thus far, would remain valid. Additionally, Porter needed to decide how it planned to expand and how aggressive it should be when entering new, highly competitive markets.
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   Professionalization of Ujwal Bharati
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Author(s): Kavil Ramachandran
Ivey ID: 9B10M036
Publication Date: 7/29/2010
Product Type: Case (Field)
Teaching Note: 8B10M36
Geographic Setting: India Industry Setting: Chemicals and Allied Products Size: Medium Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Managing transformation of mid-size business; Pharmaceuticals; Professionalization; Role of non-family cEOs; Family business; Succession planning
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The case is woven around the decision dilemma faced by the second generation managing director of Ujwal Bharati Pharmaceuticals, a mid-size business. He had to decide whether to retain his non-family CEO or not. There are other issues related to corporate and family governance covered in the case as well.

This case was written in the context of the major efforts made by Indian family businesses in recent years to professionalize their operations. This is particularly so among mid-size businesses. In this case, while the director appreciates the need to professionalize and successfully recruit non-family professionals, he is not able to retain them. The director's major dilemma is not only to delegate but to simultaneously find a way of making use of his time. Indirect opposition to changes from the old guard causes problems and the board, consisting of professionals, is ineffective. The director's elder brother, without any male heir, is non-interfering and the director's only son is not well-groomed for the position.

The case is best suited for a session on professionalization of management of a growing company but is also appropriate for courses such as family businesses, organizational behaviour, strategy implementation and entrepreneurship.
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   Note on Logistic Regression - The Binomial Case
  Add   View  11 pp.  Note
Author(s): Fredrik Odegaard; Andrew Brennan
Ivey ID: 9B10E012
Publication Date: 7/7/2010
Product Type: Note
Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Data analysis; Logistic regression; Binomial distribution; Statistics
Major Disciplines: Management Science and Information Systems
Product Description: This note discusses logistic regression using binomial data. Also discussed is an explanation of how to estimate the parameters from logistic regression using Microsoft Excel (without any add-ins). The note is a follow up to Note on Logistic Regression, product #9B10E005, which discusses the case with Bernoulli data.
   He Shoots, He Misses! Fire the Bum!!!
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Author(s): David Kunsch; W. Glenn Rowe
Ivey ID: 9B08TF01
Publication Date: 01/11/2008
Product Type: Article

Subjects: Leadership
Major Disciplines: Human Resource Management
Product Description: No one likes a losing streak, whether you are the owner of a hockey team or a member of a company's board of directors. Usually, a ten-game losing streak or several consecutive quarters of poor financial performance gives one permission to use the adjective “former” before the word coach or CEO. But new research shows that there are certain exceptions to this rule, leading to a new trivia question: What do a CEO an an NHL coach have in common? Read on.
   Adcock Ingram: Decisions and Motives That Steer Acquisitions
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Author(s): Charlene Lew
Ivey ID: 9B10C008
Publication Date: 6/10/2010 Revision Date: 6/18/2010
Product Type: Case (Field)
Teaching Note: 8B10C08
Geographic Setting: South Africa Industry Setting: Chemicals and Allied Products Size: Large Year of Event: 2009 Level of Difficulty: 5 — MBA/Postgraduate
Subjects: Interpersonal skills; Personal values; Acquisition strategy; Behaviours of effective negotiation
Major Disciplines: General Management; Human Resource Management; International
Product Description: The case sketches the story of a charismatic and ambitious young business leader who, through value-adding commercial transactions, has helped set a South African pharmaceutical company, Adcock Ingram, on a trajectory of growth. The case reader meets up with him in May 2009 when he faces lack of closure and an ambiguous outcome to an offer to acquire a smaller pharmaceutical company. The case demonstrates the power of relationships, where the ambitions of different parties around the negotiations table and the incentives that shape their alliances can make or break a strategic business deal. As opposed to presenting a strategic decision-point for class discussion, the case presents students with an opportunity to analyze an unfavourable outcome of a business deal, and build a concept of behavioural requirements of success in business transactions. The case has been designed for class discussion and analysis of factors of leadership that underpin or influence acquisitions. As opposed to an analysis of the commercial rationale of an acquisition, it focuses on the behavioural components of leadership decision-making and their effect on business results. The case can provide a platform for the discussion of motives, interpersonal skills and relationships, and business activities in acquisitions.
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   Ten Thousand Villages of Cincinnati: The First Year and Beyond
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Author(s): Mary Conway Dato-on
Ivey ID: 9B10A008
Publication Date: 6/10/2010
Product Type: Case (Field)
Teaching Note: 8B10A08
Geographic Setting: United States Industry Setting: Non-Profit Organizations Size: Small Year of Event: 2004 Level of Difficulty: 3 — Undergraduate
Subjects: Not-For-Profit marketing; Fair trade; Customer value segmentation; Retailing
Major Disciplines: Entrepreneurship; Marketing
Product Description: Ten Thousand Villages (TTV) is a nonprofit fair trade retail organization with a store located in Cincinnati, Ohio. During the store's opening and first two years of operations (2002-2004), Karen, the chair of the board of directors, and Cheryl, the store manager, struggle to develop a customer-focused plan to ensure sales increases for their unique operation. Marketing issues ranging from store location selection to inventory selection and promotion are presented. In addition to covering an alternative method of doing business — nonprofit enterprise — the case provides a platform for customer relationship management (CRM) implementation in a small, nonprofit environment.
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   Cequel Energy, Inc.: Increasing Shareholder Value
  Add   View  14 pp.  Case
Author(s): Craig Dunbar; Ken Mark
Ivey ID: 9B08N011
Publication Date: 6/22/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Oil & Gas Extraction Size: Medium Year of Event: 2004 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Mergers & acquisitions; Corporate structure; Financial analysis; Valuation
Major Disciplines: Finance
Product Description: The chief executive (CEO) of Cequel Energy, Inc. (Cequel) is trying to choose between three options: continue operating Cequel as is, selling it, or converting part of the company into an income trust (in combination with another similarly sized firm). The CEO's key concern is the relative valuation of the three options. Other key issues include the management team's preferences and an impending tax horizon. This case can be used as an introduction to corporate finance and valuation using multiples. It also allows for consideration of the impact of taxes on valuation and could provide a useful tool to discuss tax policy given changes in the tax treatment of income trusts that occurred subsequent to the case.
   Geely’s Acquisition of Volvo: Challenges and Opportunities
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Author(s): David W. Conklin; Danielle Cadieux
Ivey ID: 9B10M057
Publication Date: 6/18/2010
Product Type: Case (Pub Mat)
Teaching Note: 8B10M57
Geographic Setting: China; Sweden Industry Setting: Transportation Equipment Size: Large Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Globalization; International business; Government and business
Major Disciplines: General Management; International
Product Description: For more than a decade, the government of China had sought to develop an automotive industry. The government's initial steps involved the creation of joint ventures in which government-owned firms became partners of foreign privately owned corporations. Most of these joint ventures were extremely successful financially. However, ongoing differences in management preferences created a continual tension within the joint ventures. Of particular concern was a desire of the government of China to ensure that its new automotive industry would adopt the latest advances in technologies. This subject of technology transfer, and how the government of China could best support it, became a central issue in China's automotive industry. From the perspective of the government of China, Geely's acquisition of Volvo would be a major step in achieving technology transfer on an ongoing basis. Geely's China operations would be able to quickly and easily adopt Volvo's cutting-edge safety features and production operations. From Geely's perspective, the Volvo acquisition would provide it with a new set of luxury vehicles for sale in China that would fill a gap in Geely's automotive lineup. Nevertheless, Geely faced the challenge that Ford had continually lost money in Volvo. How to reverse these losses would become a major challenge for Geely.
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   Host Europe: Advancing CSR and Sustainability in a Medium-sized IT Company
  Add   View  17 pp.  Case
Author(s): Rudiger Hahn
Ivey ID: 9B10M042
Publication Date: 6/10/2010
Product Type: Case (Field)
Teaching Note: 8B10M42
Geographic Setting: Germany Industry Setting: Business Services; Communications Industry Size: Medium Year of Event: 2009 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Corporate social responsibility; Green iT; Organizational change; Sustainable development; Information technology; Computer industry; Communications
Major Disciplines: General Management; Human Resource Management; International; Management Science and Information Systems
Product Description: The case deals with issues of corporate social responsibility (CSR) and sustainability in the specific setting of a medium-sized enterprise (Host Europe) in the IT industry. Host Europe is the third largest webhosting company in German-speaking Europe. In recent years, the company has put substantial efforts into living up to its CSR and improving sustainability. The case presents the IT sector in Europe and Germany and highlights several industry-related issues such as “green IT” (especially in terms of greenhouse gas emissions and e-waste) and the digital divide. Host Europe has already implemented a couple of measures, such as building a new energy-efficient green data centre, switching to renewable energy, promoting virtualization, introducing several workplace measures, pursuing efforts to improve family friendliness, and publishing a sustainability report. However, there are still some challenges ahead and students are asked to think about further efforts of Host Europe to complete its path to becoming a responsible and sustainable medium-sized IT company.The case can either be used as an introductory case for CSR in medium-sized businesses and sustainability in the IT industry, or in advanced-level CSR and sustainability courses. As an introductory case
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   Yumcha.com.au
  Add   View  12 pp.  Case
Author(s): Nicole R.D. Haggerty; Rohan Belliappa
Ivey ID: 9B10M038
Publication Date: 6/16/2010
Product Type: Case (Field)
Teaching Note: 8B10M38
Geographic Setting: Australia Industry Setting: Business Services Size: Large Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Entrepreneurial business growth; Entrepreneurial marketing; Internet; Startups; Information system design
Major Disciplines: Entrepreneurship; General Management; International; Management Science and Information Systems
Product Description: Set in November 2007, the case is about a soon-to-launch social networking website (Yumcha) in Australia intended for the country's significant Asian population and diaspora. The case describes the process that Yumcha's founder went through in establishing the entity, including her initial motivations and business rationale. The case goes on to describe the dilemma facing the founder in choosing a web developer for the site, including whether to source the developer from new online bidding platforms. The challenges involved in this relatively new means of sourcing and bidding for technical talent are presented. The case also outlines the strategy questions facing the founder concerning expanding the social networking venture in an external environment that has seen the rapid development and expansion of numerous other social networking websites.
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   Google in China (B)
  Add   View  11 pp.  Case
Author(s): Deborah Compeau; Yulin Fang; Majela Yin
Ivey ID: 9B10E011
Publication Date: 6/18/2010
Product Type: Case (Pub Mat)
Geographic Setting: United States; China Industry Setting: Miscellaneous Services Size: Medium Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Ethical issues; Management in a global environment; Information systems; Government and business
Major Disciplines: International; Management Science and Information Systems
Product Description: The case describes the circumstances surrounding Google's reconsideration of its China strategy. Google officially announced in January 2010 that its Chinese website, Google.cn, experienced cyber attacks from within China. Google further announced that, as a result, it had decided to reconsider its approach to China, including the option of a complete exit from the Chinese market. The case presents Google's performance in China, the details of the cyber attack and the heated public discussion following Google's announcement. Students are asked to consider actions that Google should take and the corresponding, underlying rationale.
   Toronto Sun and Caribana
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Author(s): Kenneth J. Klassen; Leanne Miele
Ivey ID: 9B10D002
Publication Date: 6/10/2010
Product Type: Case (Field)
Teaching Note: 8B10D02
Geographic Setting: Toronto, Canada Industry Setting: Printing, Publishing & Allied Industries Size: Large Year of Event: 2008 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Media; Scheduling; Project design/Development; Project management; Critical path
Major Disciplines: Production and Operations Management
Product Description: It was June 5, 2008 and the senior promotions coordinator was beginning to feel the pressure of managing a major sponsorship event for the Toronto Sun, a daily newspaper publication in Ontario, Canada. She had recently been hired and had received the responsibility of organizing the Toronto Sun's presence in the city's annual Caribana Parade after her colleague failed to make any progress following months of handling the assignment. With only eight weeks until parade day (August 2), she felt challenged to make the company's float a success. The Toronto Sun earned its place in the parade as the primary print media sponsor for the event. Pulling the company's float from the biggest parade event in the city would mean forfeiting valuable marketing exposure. This case was designed for use in an undergraduate or MBA operations management or introductory project management course. Developed to aid instructors in facilitating discussions of key project management concepts, the case content allows for an analytical approach to covering the basic skills in planning a project, including precedence relationships, critical path, due dates, uncertainty (PERT tasks), crashing, etc. It can be used to teach students MS Project or other project management software. It can also be used for a less analytic, more managerial discussion of project management.
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   Hanson Production: Pricing for Opening Day
  Add   View  14 pp.  Case
Author(s): June Cotte; Peter Famiglietti
Ivey ID: 9B10A011
Publication Date: 5/21/2010
Product Type: Case (Gen Exp)
Teaching Note: Teaching Note: 8B10A11
Geographic Setting: United States Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sales forecasting; Pricing strategy; Pricing
Major Disciplines: Marketing
Product Description: The president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that must be factored in to the decision due to the increased rental costs. Smaller venues may lead to higher capacity percentages, but ultimately leave money on the table. The ticket prices must be set for advance sales; any change in price after this period will effectively hurt future sales - more so if the price is discounted. Determining a promotion partner may lessen the risk of a potential failure, yet cost more profit and affect the recoup schedule.
  Add   View  8 pp.  Teaching Note
Author(s): June Cotte; Peter Famiglietti
Ivey ID: 8B10A11
Publication Date: 5/21/2010
Product Type: Teaching Note
Geographic Setting: United States Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sales forecasting; Pricing strategy; Pricing
Major Disciplines: Marketing
Product Description: The president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that must be factored in to the decision due to the increased rental costs. Smaller venues may lead to higher capacity percentages, but ultimately leave money on the table. The ticket prices must be set for advance sales; any change in price after this period will effectively hurt future sales - more so if the price is discounted. Determining a promotion partner may lessen the risk of a potential failure, yet cost more profit and affect the recoup schedule.
   North Village Capital Private Equity
  Add   View  11 pp.  Case
Author(s): James E. Hatch; Richard Lam
Ivey ID: 9B10N010
Publication Date: 5/21/2010
Product Type: Case (Gen Exp)
Teaching Note: Teaching Note: 8B10N10
Geographic Setting: Canada Industry Setting: Business Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Private equity; Leveraged buyout
Major Disciplines: Finance
Product Description: An analyst for a private equity firm has been asked to design a capital structure for the leveraged buyout of a security alarm company. Students are provided with an extensive financial model, which facilitates the analysis. Key issues in the case involve the design of covenants for the debt instruments and determining which alternative financing arrangement leads to the best rate of return while managing the level of risk.
  Add   View  7 pp.  Teaching Note
Author(s): James E. Hatch; Richard Lam
Ivey ID: 8B10N10
Publication Date: 5/21/2010
Product Type: Teaching Note
Geographic Setting: Canada Industry Setting: Business Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Private equity; Leveraged buyout
Major Disciplines: Finance
Product Description: An analyst for a private equity firm has been asked to design a capital structure for the leveraged buyout of a security alarm company. Students are provided with an extensive financial model, which facilitates the analysis. Key issues in the case involve the design of covenants for the debt instruments and determining which alternative financing arrangement leads to the best rate of return while managing the level of risk.
   GENICON: A Surgical Strike into Emerging Markets
  Add   View  13 pp.  Case
Author(s): Allen H. Kupetz; Adam P. Tindall; Gary Haberland
Ivey ID: 9B10M041
Publication Date: 5/5/2010 Revision Date: 6/30/2010
Product Type: Case (Field)
Teaching Note: 8B10M41
Geographic Setting: Brazil; Russia; India; China Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 2010 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: International expansion; Entrepreneurial marketing; Emerging markets; International business
Major Disciplines: Entrepreneurship; General Management; International; Marketing
Product Description: A critical question facing a company's ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. market for the foreseeable future. GENICON was already in over 40 international markets and was looking in particular at the rapidly emerging markets — Brazil, Russia, India and China — as potential new opportunities for growth. This case is appropriate for use in an international business course to introduce market selection strategy. It can also be used in sessions on international marketing, entrepreneurship and business strategy.
  Add   View  9 pp.  Teaching Note
Author(s): Allen H. Kupetz; Adam P. Tindall; Gary Haberland
Ivey ID: 8B10M41
Publication Date: 5/5/2010
Product Type: Teaching Note
Geographic Setting: Brazil; Russia; India; China Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International expansion; Entrepreneurial marketing; Emerging markets; International business
Major Disciplines: Entrepreneurship; General Management; International; Marketing
Product Description: A critical question facing a company's ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. market for the foreseeable future. GENICON was already in over 40 international markets and was looking in particular at the rapidly emerging markets - Brazil, Russia, India and China - as potential new opportunities for growth. This case is appropriate for use in an international business course to introduce market selection strategy. It can also be used in sessions on international marketing, entrepreneurship and business strategy.
   Old Mule Farms
  Add   View  7 pp.  Case
Author(s): David M. Currie; Lorena Mosnja Skare
Ivey ID: 9B10B004
Publication Date: 5/25/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10B04
Geographic Setting: United States Industry Setting: Agricultural Production - Livestock Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Cost allocations; Tradeoff analysis; Economic analysis; Cost accounting
Major Disciplines: Accounting
Product Description: The owner of a cow-calf operation must determine the appropriate weight for cows in the herd. The national trend for decades has been for cow weights to increase because they produce larger calves, but evidence indicates that cow weights may have reached the point where the cost of maintaining a larger cow has become greater than the return from producing a larger calf. Analyzing this issue introduces marginal principles from economics. The case can be extended to a discussion of drivers and allocation of expenses, which are managerial accounting principles. The case is appropriate for a managerial cost accounting course and for managerial or microeconomics courses. The case uses concepts such as direct costs, cost drivers, allocation and marginal analysis to examine the issue of appropriate cow weight.
  Add   View  11 pp.  Teaching Note
Author(s): David M. Currie; Lorena Mosnja Skare
Ivey ID: 8B10B04
Publication Date: 5/25/2010
Product Type: Teaching Note
Geographic Setting: United States Industry Setting: Agricultural Production - Livestock Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Cost allocations; Tradeoff analysis; Economic analysis; Cost accounting
Major Disciplines: Accounting
Product Description: The owner of a cow-calf operation must determine the appropriate weight for cows in the herd. The national trend for decades has been for cow weights to increase because they produce larger calves, but evidence indicates that cow weights may have reached the point where the cost of maintaining a larger cow has become greater than the return from producing a larger calf. Analyzing this issue introduces marginal principles from economics. The case can be extended to a discussion of drivers and allocation of expenses, which are managerial accounting principles. The case is appropriate for a managerial cost accounting course and for managerial or microeconomics courses. The case uses concepts such as direct costs, cost drivers, allocation and marginal analysis to examine the issue of appropriate cow weight.
   Darlarna Furniture Ltd.
  Add   View  5 pp.  Case
Author(s): Dan Thompson
Ivey ID: 9B10B002
Publication Date: 5/25/2010
Product Type: Case (Gen Exp)
Teaching Note: Teaching Note: 8B10B02
Geographic Setting: Canada; United States Industry Setting: Furniture and Fixtures Size: Small Year of Event: 2009 Level of Difficulty: 1 - Introductory
Subjects: Financial crisis; Financial statement analysis
Major Disciplines: Accounting; Entrepreneurship; Finance
Product Description: Darlarna is a manufacturer of high-end Swedish-style furniture. It has grown rapidly since its formation in 2005 and is currently attempting to expand into the U.S. market. In early 2009, after releasing the financial statements from the accountants, the owner became very concerned about a dramatic decrease in profits and all the bad news relating to the financial crisis in the United States. A chartered accountant was hired to conduct an analysis of Darlarna's operations and to make recommendations for future actions within the week.
  Add   View  12 pp.  Teaching Note
Author(s): Dan Thompson
Ivey ID: 8B10B02
Publication Date: 5/25/2010
Product Type: Teaching Note
Geographic Setting: Canada; United States Industry Setting: Furniture and Fixtures Size: Small Year of Event: 2009 Level of Difficulty: 1 - Introductory
Subjects: Financial crisis; Financial statement analysis
Major Disciplines: Accounting; Entrepreneurship; Finance
Product Description: Darlarna is a manufacturer of high-end Swedish-style furniture. It has grown rapidly since its formation in 2005 and is currently attempting to expand into the U.S. market. In early 2009, after releasing the financial statements from the accountants, the owner became very concerned about a dramatic decrease in profits and all the bad news relating to the financial crisis in the United States. A chartered accountant was hired to conduct an analysis of Darlarna's operations and to make recommendations for future actions within the week.
   MusicJuice.net: The Challenges of Starting Up a New Internet Venture
  Add   View  6 pp.  Case
Author(s): Simon Parker; Rocky Liu
Ivey ID: 9B10A013
Publication Date: 5/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10A13
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Dominant designs; New venture challenges; Startups; Internet; Competition
Major Disciplines: Entrepreneurship; International; Marketing
Product Description: MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel “crowd-sourcing” business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.
  Add   View  8 pp.  Teaching Note
Author(s): Simon Parker; Rocky Liu
Ivey ID: 8B10A13
Publication Date: 5/21/2010
Product Type: Teaching Note
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Dominant designs; New venture challenges; Startups; Internet; Competition
Major Disciplines: Entrepreneurship; International; Marketing
Product Description: MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel “crowd-sourcing” business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.
   Tata Power: Corporate Social Responsibility and Sustainability
  Add   View  18 pp.  Case
Author(s): Rama Deshmukh; Atanu Adhikari
Ivey ID: 9B10M013
Publication Date: 5/5/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M13
Related Material: 7B10M013
Geographic Setting: India Industry Setting: Electric, Gas and Sanitary Services Size: Large Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Sustainability; Opportunity recognition; Corporate social responsibility; Stakeholders; Strategy
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The case describes the strategic dilemma involved in making a decision on the method of operation of the corporate social responsibility (CSR) department for one of the leading Indian multinational corporations, Tata Power Company (TPC) from Tata Group of Companies. TPC had undertaken the CSR activities for decades, reflecting the company's commitment towards sustainable energy generation without undue compromise to human and environmental development. These activities were undertaken as a voluntary initiative by the employees of TPC, and there was no separate CSR department. However, with large scale expansion, the need to have CSR as a separate entity was felt. The dilemma for the decision manager was whether to create a separate CSR department or continue with the existing set up. Other related issues needed to be addressed strategically as well as tactically to maintain a balance between shareholders' interest and other stakeholders.
  Add   View  13 pp.  Teaching Note
Author(s): Rama Deshmukh; Atanu Adhikari
Ivey ID: 8B10M13
Publication Date: 5/5/2010
Product Type: Teaching Note
Related Material: 7B10M013
Geographic Setting: India Industry Setting: Electric, Gas and Sanitary Services Size: Large Year of Event: 2008 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Sustainability; Opportunity recognition; Corporate social responsibility; Stakeholders; Strategy
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The case describes the strategic dilemma involved in making a decision on the method of operation of the corporate social responsibility (CSR) department for one of the leading Indian multinational corporations, Tata Power Company (TPC) from Tata Group of Companies. TPC had undertaken the CSR activities for decades, reflecting the company's commitment towards sustainable energy generation without undue compromise to human and environmental development. These activities were undertaken as a voluntary initiative by the employees of TPC, and there was no separate CSR department. However, with large scale expansion, the need to have CSR as a separate entity was felt. The dilemma for the decision manager was whether to create a separate CSR department or continue with the existing set up. Other related issues needed to be addressed strategically as well as tactically to maintain a balance between shareholders' interest and other stakeholders.
   Mustang Music (B)
  Add   View  2 pp.  Supplement
Author(s): Derrick Neufeld
Ivey ID: 9B10E010
Publication Date: 5/11/2010
Product Type: Supplement
Teaching Note: Teaching Note: 8B10E09
Industry Setting: Educational Services Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Data analysis; Models; Information systems
Major Disciplines: Entrepreneurship; Management Science and Information Systems
Product Description: This supplement to Mustang Music (A), product #9B10E009, introduces students to data modeling, database implementation and database querying.
  Add   View  8 pp.  Teaching Note
Author(s): Derrick Neufeld
Ivey ID: 8B10E09
Publication Date: 5/11/2010
Product Type: Teaching Note
Industry Setting: Educational Services Size: Small Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Data analysis; Models; Information systems
Major Disciplines: Entrepreneurship; Management Science and Information Systems
Product Description: This supplement to Mustang Music (A), product #9B10E009, introduces students to data modeling, database implementation and database querying.
   African Tiger (B)
  Add   View  20 pp.  Case
Author(s): Rajinder Raina
Ivey ID: 9B10M010
Publication Date: 4/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M09
Geographic Setting: South Africa; Poland; Germany; United States Year of Event: 2005
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management; International
Product Description: In January 2007, Tiger Wheels (Tiger) and ATS informed its lead banker in Germany that it was forecasting a breach of its covenants, just 18 months after acquiring the Kentucky wheel plant. This was a critical matter and, as a result, the top management at Tiger was intimately involved in the deliberations. ATS had borrowed from a consortium of European banks to fund its growth. The borrowings were covenant driven and not set against any ATS assets. Under the loan agreement, the banks had the right to call in the loan if ATS were to breach one or more of the three covenants. The aim of the top management of Tiger and ATS was to win the confidence of the banking consortium by presenting a comprehensive strategy, including an action plan, which would restore ATS's financial health and make it compliant with its covenants once again. An African Tiger Case B is a part of An African Tiger case series, which includes A and B cases. The case series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case B as the case clearly brings out the issues of country differences and difficulties in transferring competences. In such situations, the instructor can distribute the summary of the case A
  Add   View  34 pp.  Teaching Note
Author(s): Rajinder Raina
Ivey ID: 8B10M09
Publication Date: 4/21/2010
Product Type: Teaching Note
Geographic Setting: South Africa; Poland; Germany; United States Year of Event: 2005
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management; International
Product Description: In January 2007, Tiger Wheels (Tiger) and ATS informed its lead banker in Germany that it was forecasting a breach of its covenants, just 18 months after acquiring the Kentucky wheel plant. This was a critical matter and, as a result, the top management at Tiger was intimately involved in the deliberations. ATS had borrowed from a consortium of European banks to fund its growth. The borrowings were covenant driven and not set against any ATS assets. Under the loan agreement, the banks had the right to call in the loan if ATS were to breach one or more of the three covenants. The aim of the top management of Tiger and ATS was to win the confidence of the banking consortium by presenting a comprehensive strategy, including an action plan, which would restore ATS's financial health and make it compliant with its covenants once again. An African Tiger Case B is a part of An African Tiger case series, which includes A and B cases. The case series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case B as the case clearly brings out the issues of country differences and difficulties in transferring competences. In such situations, the instructor can distribute the summary of the case A from the teaching note along with case B. The impor
   African Tiger (A)
  Add   View  26 pp.  Case
Author(s): Rajinder Raina
Ivey ID: 9B10M009
Publication Date: 4/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M09
Geographic Setting: South Africa; Poland; Germany; United States Size: Large Year of Event: 2005 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management; International
Product Description: In early 2005, South African company Tiger Wheels Limited (Tiger) had established a global footprint in the manufacture of aluminum alloy wheels with customers comprising several high-end automotive producers. It was the 10th largest alloy wheel company in the world with a solid balance sheet and net current assets of $42 million. Tiger had a chance to expand and grow with the potential purchase of a new world-class alloy wheel facility in Kentucky, United States for half of its estimated value. The Kentucky plant came with a significant long-term Ford contract to supply aluminum wheels at attractive prices. To Tiger's chairman, it seemed an attractive offer, but the pros and cons of purchasing the plant would have to be carefully evaluated by the board of directors. An African Tiger Case A is a part of An African Tiger case series, which includes A and B cases. The series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case A, as there is enough material in case A to cover the main themes. The important learning themes of case A are: 1) the need to evaluate the dynamics of five forces in different industry s
  Add   View  34 pp.  Teaching Note
Author(s): Rajinder Raina
Ivey ID: 8B10M09
Publication Date: 4/21/2010
Product Type: Teaching Note
Geographic Setting: South Africa; Poland; Germany; United States Size: Large Year of Event: 2005 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management; International
Product Description: In early 2005, South African company Tiger Wheels Limited (Tiger) had established a global footprint in the manufacture of aluminum alloy wheels with customers comprising several high-end automotive producers. It was the 10th largest alloy wheel company in the world with a solid balance sheet and net current assets of $42 million. Tiger had a chance to expand and grow with the potential purchase of a new world-class alloy wheel facility in Kentucky, United States for half of its estimated value. The Kentucky plant came with a significant long-term Ford contract to supply aluminum wheels at attractive prices. To Tiger's chairman, it seemed an attractive offer, but the pros and cons of purchasing the plant would have to be carefully evaluated by the board of directors. An African Tiger Case A is a part of An African Tiger case series, which includes A and B cases. The series can be taught in the main strategy course of an MBA program to focus the discussion on the portfolio of competences within the resource-based view of the firm. The cases are also ideal for teaching an elective course on global strategy in MBA and executive programs. Ideally, case A and case B should be used in sequence over two sessions. In programs with time constraints, instructors could choose to use only case A, as there is enough material in case A to cover the main themes. The important learning themes of case A are: 1) the need to evaluate the dynamics of five forces in different industry segments as the company plans to expand into larger s
   Struggling to Make the Best Buy
  Add   View  3 pp.  Case
Author(s): June Cotte; Seung Hwan (Mark) Lee
Ivey ID: 9B10A010
Publication Date: 5/11/2010
Product Type: Case (Gen Exp)
Teaching Note: Teaching Note: 8B10A10
Geographic Setting: Canada Year of Event: 2010 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: Consumer relations; Interpersonal relations; Decision analysis; Consumer behaviour
Major Disciplines: Marketing
Product Description: As her boyfriend's birthday was fast approaching, Ashley struggled to make a decision on what mp3 player to buy him (Kade) as a gift. After failing to acquire her first desired choice, Ashley narrowed her selection down to two different mp3 models. Option A was to buy the Creative Zen Stone Plus, which was recommended by her boyfriend's best friend; a friend who knew Kade's personality and character very well. Ashley believed Kade's friend would be a good source to ask for recommendations, as he would have a better knowledge over Kade's interests and preferences. Option B was to buy the Rio Carbon 5, which was recommended by the salesman, who claimed to be an expert in mp3 players. She felt somewhat relieved hearing from an expert, as she did not know much about mp3 players. Given these two options, Ashley struggled to make a decision. Should she go with the suggestion offered by the friend? Or should she go with the suggestion offered by the expert? Should she go with her “interpersonal advisor” or the “expert advisor”? Ashley had to make the decision today, and she was running out of time.
  Add   View  4 pp.  Teaching Note
Author(s): June Cotte; Seung Hwan (Mark) Lee
Ivey ID: 8B10A10
Publication Date: 5/11/2010
Product Type: Teaching Note
Geographic Setting: Canada Year of Event: 2010 Level of Difficulty: 2 - Intro/Undergraduate
Subjects: Consumer relations; Interpersonal relations; Decision analysis; Consumer behaviour
Major Disciplines: Marketing
Product Description: As her boyfriend's birthday was fast approaching, Ashley struggled to make a decision on what mp3 player to buy him (Kade) as a gift. After failing to acquire her first desired choice, Ashley narrowed her selection down to two different mp3 models. Option A was to buy the Creative Zen Stone Plus, which was recommended by her boyfriend's best friend; a friend who knew Kade's personality and character very well. Ashley believed Kade's friend would be a good source to ask for recommendations, as he would have a better knowledge over Kade's interests and preferences. Option B was to buy the Rio Carbon 5, which was recommended by the salesman, who claimed to be an expert in mp3 players. She felt somewhat relieved hearing from an expert, as she did not know much about mp3 players. Given these two options, Ashley struggled to make a decision. Should she go with the suggestion offered by the friend? Or should she go with the suggestion offered by the expert? Should she go with her “interpersonal advisor” or the “expert advisor”? Ashley had to make the decision today, and she was running out of time.
   ASIMCO Technologies: 2005
  Add   View  15 pp.  Case
Author(s): Xi (Lucy) Liu; Taehoo Kim; Liang Liu; Guangyu Nie; Wanhong Shao; Xiaotian Xie
Ivey ID: 9B10A001
Publication Date: 5/5/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10A01
Geographic Setting: China Industry Setting: Transportation Equipment Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Product strategy; Automotive; Customer relations
Major Disciplines: International; Marketing
Product Description: In April 2005, the chairman of ASIMCO Technologies, a company headquartered in China and supplying automotive components to both Chinese and global clients, was trying to decide on his company's reaction to the Chinese government's latest regulations on auto emissions. Guo-san (National Standards III) was to take effect on August 1, 2008. By that date, automakers would not be allowed to supply the Chinese market with non-Guo-san-compliant products. ASIMCO's major diesel engine customers had already sent requests for upgraded engine components to ASIMCO as well as other suppliers. While three technologies seemed to provide the Chinese market with a solution, divergent views existed among the management team as to where ASIMCO should focus to enhance the fuel systems that it supplied. The case can be used in an international marketing course (in sessions on product strategy in developing market or customer relations in industrial marketing).
  Add   View  5 pp.  Teaching Note
Author(s): Xi (Lucy) Liu; Taehoo Kim; Liang Liu; Guangyu Nie; Wanhong Shao; Xiaotian Xie
Ivey ID: 8B10A01
Publication Date: 5/5/2010
Product Type: Teaching Note
Geographic Setting: China Industry Setting: Transportation Equipment Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Product strategy; Automotive; Customer relations
Major Disciplines: International; Marketing
Product Description: In April 2005, the chairman of ASIMCO Technologies, a company headquartered in China and supplying automotive components to both Chinese and global clients, was trying to decide on his company's reaction to the Chinese government's latest regulations on auto emissions. Guo-san (National Standards III) was to take effect on August 1, 2008. By that date, automakers would not be allowed to supply the Chinese market with non-Guo-san-compliant products. ASIMCO's major diesel engine customers had already sent requests for upgraded engine components to ASIMCO as well as other suppliers. While three technologies seemed to provide the Chinese market with a solution, divergent views existed among the management team as to where ASIMCO should focus to enhance the fuel systems that it supplied. The case can be used in an international marketing course (in sessions on product strategy in developing market or customer relations in industrial marketing).
   Partnership Strategies for Market Success
  Add   View  8 pp.  Article
Author(s): Barry Cross; John R.M. Gordon
Ivey ID: BQA95111
Publication Date: 01//1995
Product Type: Article
Subjects: None specified
Major Disciplines: Production and Operations Management
Product Description: Increasingly, companies are outsourcing the manufacture of parts for their products. But what should they be looking for in a supply partner and what form should these partnerships take? The authors look to the auto industry for answers.
   Eureka Forbes Ltd: Growing the Water Purifier Business
  Add   View  26 pp.  Case
Author(s): Srinivas Sridharan; S.K. “Bal” Palekar; Ramasastry Chandrasekhar
Ivey ID: 9B10A007
Publication Date: 4/6/2010
Product Type: Case (Field)
Geographic Setting: India Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: General Management; International; Marketing
Product Description: In March 2007, the vice-chairman and managing director of Eureka Forbes Ltd. is reflecting upon 25 years of market leadership in the water purifier business in India, but is troubled by the very low penetration compared to potential. In 25 years, the company has undergone significant evolution in all of its key strategic levers - technology, brands and channels. Can the company use its vast market learning and experience to achieve a breakthrough in penetrating the mass market for water purifiers in India? Other external pressures also apply. With climate concerns reaching a crescendo globally, water sustainability issues are in the spotlight, especially in large and rapidly industrializing countries such as India. This presents both enormous challenges and opportunities for Eureka Forbes. The vice-chairman and managing director is looking to his top 150 managers who will assemble at the company's annual strategic planning meeting to come up with fresh market strategies.
   Creative Execution
  Add   View  18 pp.  Article
Author(s): Eric Beaudan
Ivey ID: 9B10TB07
Publication Date: 04/01/2010
Product Type: Article
Subjects: Strategy implementation
Major Disciplines: General Management
Product Description: Call it unconventional or unorthodox, but Creative Execution ? which can be all of these things ? is designed to differentiate the company sharply and take it to previously unattainable heights. Leaders will understand why and how after they?ve read this article.
   What Healthy Companies Can Learn From Distressed Companies
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Author(s): Steven Aschkenase; Prasad Hedge
Ivey ID: 9B10TB03
Publication Date: 04/01/2010
Product Type: Article
Subjects: None specified
Major Disciplines: Human Resource Management
Product Description: Examining the failures of even the mightiest industrial organizations can be a valuable exercise. There are lessons to be learned and applied and others to be avoided at all costs. Managers who want to use those lessons to improve the performance of their own companies will find helpful suggestions in this article.
   Culture-driven Leadership
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Author(s): Arkadi Kuhlmann
Ivey ID: 9B10TB01
Publication Date: 04/01/2010
Product Type: Article
Subjects: Corporate culture
Major Disciplines: Human Resource Management
Product Description: Behind every successful leader is a vibrant culture that engages and energizes employees. In almost every case, that culture has been defined, shaped and personified by the leader. The CEO of a company in what is arguably the most competitive industry, financial services, describes the steps that he took, and that other leaders can take, to build a distinctive, dynamic culture.
   Defining Some Different Avenues of Innovation
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Author(s): David Goldsmith
Ivey ID: 9B10TA06
Publication Date: 01/01/2010
Product Type: Article
Subjects: Organizational behaviour
Major Disciplines: Human Resource Management
Product Description: Lots of time in the lab and the “Eureka!” moment are synonymous with innovation. Often, however, the best and most successful ideas are the result of mere plodding and some prosaic practices. This author describes four such practices and the key steps that can lead to successful innovation.
   A Better Way to Plan Your Next IT Innovation
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Author(s): Rita Gunther McGrath
Ivey ID: 9B09TC04
Publication Date: 01/05/2009
Product Type: Article
Subjects: Management of technology; Management of change
Major Disciplines: General Management
Product Description: Large-scale IT projects are highly uncertain and vulnerable to the laws of unintended consequences. But the risks can be contained and the opportunities still realized, as long as uncertainty is respected and taken into account. As this author writes, there are practical, proven approaches that allow you to accept uncertainty but maintain good project discipline.
   Measuring and Monitoring the HR Function: A Guide for Boards
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Author(s): Monica Belcourt
Ivey ID: 9B01TA04
Publication Date: 01/01/2001
Product Type: Article
Subjects: Corporate governance; Human resources management; Board of directors
Major Disciplines: General Management
Product Description: In this article, the author describes her reaction to presentations that HR directors made to boards on which she sits. “I found the performance of HR professionals embarrassing,” she writes. More astonishing, she continues, was the fact that board members didn't ask the key HR people to explain and quantify HR's contribution to the company's strategy. In outlining a model she has developed, the author describes how board members can effectively measure, monitor and manage the HR function.
   How to Think Long-Term About Climate Change: Learning From Leaders in the Oil and Gas Industry
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Author(s): Natalie Slawinski; Pratima Bansal
Ivey ID: 9B10TC06
Publication Date: 01/05/2010
Product Type: Article
Subjects: Strategic planning; Strategy development; Corporate responsibility
Major Disciplines: General Management
Product Description: No industry is as visible and active in the climate change debate as the energy industry. Almost every day, managers are addressing the short-term and long-term implications of their policies for dealing with this issue. The authors of this article studied 50 firms in the oil and gas industry and found that companies that address the short-term and long-term threats and opportunities of climate change can gain a significant competitive advantage.
   Emdeon Inc.
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Author(s): James E. Hatch; Rishi Jain; Rajnee Singh
Ivey ID: 9B10N012
Publication Date: 5/21/2010
Product Type: Case (Pub Mat)
Teaching Note: Teaching Note: 8B10N12
Geographic Setting: United States Industry Setting: Health Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Health sector; Initial public offerings; Valuation
Major Disciplines: Finance
Product Description: An analyst at a New York based investment bank has been given the task of suggesting the offering price for a forthcoming initial public offering. The analyst must also summarize the risks and opportunities associated with an investment in the stock for use by the investment bank's sales force. The case is heavily focused on the “comparable” method of valuing a stock.
  Add   View  13 pp.  Teaching Note
Author(s): James E. Hatch; Rishi Jain; Rajnee Singh
Ivey ID: 8B10N12
Publication Date: 5/21/2010
Product Type: Teaching Note
Geographic Setting: United States Industry Setting: Health Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Health sector; Initial public offerings; Valuation
Major Disciplines: Finance
Product Description: An analyst at a New York based investment bank has been given the task of suggesting the offering price for a forthcoming initial public offering. The analyst must also summarize the risks and opportunities associated with an investment in the stock for use by the investment bank's sales force. The case is heavily focused on the “comparable” method of valuing a stock.
   Legal Aspects of Mergers & Acquisitions in Canada
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Author(s): James E. Hatch; David Atkinson
Ivey ID: 9B10N008
Publication Date: 5/21/2010
Product Type: Note
Geographic Setting: Canada Industry Setting: Banking Size: Not Applicable Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Financial law; Mergers & acquisitions
Major Disciplines: Finance
Product Description: Corporate mergers and acquisitions (M&A) is a field as complex in law as it is in finance. The environment is heavily regulated: it draws on corporate, securities, antitrust and national security law involving obligations at the federal, provincial and self-regulatory levels. This note is designed to introduce non-lawyer managers and finance professionals to the technical securities law issues related to changes of corporate control. While this note deals primarily with the legal aspects of M&A in Canada, deals involving Canadian companies will often involve foreign counterparts. The topic of cross-border M&A is beyond the scope of this note, but, where relevant, distinctions will be drawn throughout between legal terminology, processes and approaches as they differ across the border ? most often with the United States.
   SZLN: Acquiring PEM
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Author(s): James E. Hatch; Lifan Wu; Xingyun Liu
Ivey ID: 9B10N007
Publication Date: 5/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10N07
Geographic Setting: China Industry Setting: Mining - Miscellaneous Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Political environment; Acquisitions
Major Disciplines: Finance; International
Product Description: Shenzhen Zhongjin Lingnan Nonfemet Co. (SZLN) is a Chinese company that is contemplating the purchase of an Australian mining company. The management of SZLN must assess the merits of the acquisition, the offer to be made, how it is to be financed and the political implications of the purchase for both the governments of China and Australia.
  Add   View  17 pp.  Teaching Note
Author(s): James E. Hatch; Lifan Wu; Xingyun Liu
Ivey ID: 8B10N07
Publication Date: 5/21/2010
Product Type: Teaching Note
Geographic Setting: China Industry Setting: Mining - Miscellaneous Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Political environment; Acquisitions
Major Disciplines: Finance; International
Product Description: Shenzhen Zhongjin Lingnan Nonfemet Co. (SZLN) is a Chinese company that is contemplating the purchase of an Australian mining company. The management of SZLN must assess the merits of the acquisition, the offer to be made, how it is to be financed and the political implications of the purchase for both the governments of China and Australia.
   Parkview Foundation
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Author(s): Chuck Grace
Ivey ID: 9B10N006
Publication Date: 5/21/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Banking Size: Large Year of Event: 2009 Level of Difficulty: 3 - Undergraduate
Subjects: Investment manager performance; Portfolio attributes; Investment manager selection; Decision criteria
Major Disciplines: Finance; International
Product Description: The Parkview Foundation (Parkview) was created in 1957 to raise endowment funds for medical research. By 2009, Parkview administered endowments of $220 million used to fund $13 million to $15 million of research grants annually. A highlight from Parkview?s investment strategy and policy statement (IPS) from 2008 was the decision to combine the U.S. and International Equity mandates into one combined Global Equity mandate. In October 2009, a financial planner and member of the Parkview investment committee was tasked with reviewing a comprehensive report prepared by a professional consulting firm that detailed a ?short list? of investment manager candidates being considered for its new Global Equity mandate. With the economic events of 2008 and 2009 weighing heavily, the financial planner wondered how to condense the report?s details down to a coherent decision-making framework.
   China’s Economy 2010
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Author(s): David W. Conklin; Danielle Cadieux
Ivey ID: 9B10M050
Publication Date: 5/19/2010
Product Type: Case (Library)
Geographic Setting: China Industry Setting: Public Finance, Tax & Monetary Policy Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Growth; Globalization; Government and business; Growth strategy
Major Disciplines: General Management; International
Product Description: By 2010, China's economy faced a series of challenges that could threaten its growth and trade balance. This case presents a structure for students to discuss China's economy in the context of these threats. Prior to this time, there had been general feeling that China could continue indefinitely with its exceptionally high growth rate of approximately 10 per cent annually. The substantial gap between wages in economically advanced nations and China might continue to attract huge volumes of foreign investment indefinitely. This optimism was being questioned by 2010.
   Launch of the Ford Fiesta Diesel: The World’s Most Efficient Car
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Author(s): Francis Spital; David T.A. Wesley
Ivey ID: 9B10M040
Publication Date: 5/21/2010
Product Type: Case (Pub Mat)
Teaching Note: Teaching Note: 8B10M40
Geographic Setting: United States; Europe Industry Setting: Transportation Equipment Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Global product; Product strategy; New products; Automotive
Major Disciplines: General Management; International
Product Description: The case describes the challenges faced by Ford and other automobile manufacturers in an era of declining oil reserves and volatile fuel prices. The Ford diesel decision seems to reflect classic thinking constrained by mental models that were developed in a different world. Diesels constitute over 50 per cent of automobile sales in Europe, because fuel is extremely expensive there. If fuel gets extremely expensive in the United States, one would expect diesels to become more attractive. Yet Ford seems to be stuck in the old mental model that says Americans don't like diesels. Ford can't prove in a PowerPoint presentation that there is a big market for small diesels ? mostly because there are few small diesels available to U.S. consumers. But that traps them into a position where they will never lead the industry or innovate outside of current market and technology conditions.
  Add   View  14 pp.  Teaching Note
Author(s): Francis Spital; David T.A. Wesley
Ivey ID: 8B10M40
Publication Date: 5/21/2010
Product Type: Teaching Note
Geographic Setting: United States; Europe Industry Setting: Transportation Equipment Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Global product; Product strategy; New products; Automotive
Major Disciplines: General Management; International
Product Description: The case describes the challenges faced by Ford and other automobile manufacturers in an era of declining oil reserves and volatile fuel prices. The Ford diesel decision seems to reflect classic thinking constrained by mental models that were developed in a different world. Diesels constitute over 50 per cent of automobile sales in Europe, because fuel is extremely expensive there. If fuel gets extremely expensive in the United States, one would expect diesels to become more attractive. Yet Ford seems to be stuck in the old mental model that says Americans don't like diesels. Ford can't prove in a PowerPoint presentation that there is a big market for small diesels ? mostly because there are few small diesels available to U.S. consumers. But that traps them into a position where they will never lead the industry or innovate outside of current market and technology conditions.
   Accounting for Foreign Currency
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Author(s): Darroch A. Robertson
Ivey ID: 9B10B009
Publication Date: 5/7/2010
Product Type: Note
Geographic Setting: Canada Industry Setting: Banking Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Foreign exchange; Accounting principles
Major Disciplines: Accounting; International
Product Description: The note describes Canadian accounting principles for foreign currency transactions and translation. Through the use of a detailed example, the reader is shown the difference in translation between the temporal method and current rate method.
   The Canada Pension Plan Investment Board: Governance
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Author(s): Zeigham Khokher; Walid Busaba; Ken Mark
Ivey ID: 9B10N009
Publication Date: 4/19/2010
Product Type: Case (Field)
Geographic Setting: Canada Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Finance
Product Description: The Canada Pension Plan Investment Board (CPPIB) has put in place a strong governance structure to ensure that excess contributions (by Canadians) can be invested with a singular mandate - to maximize the rate of return without undue risk of loss. In September 2009, a private member's bill seeks to regulate Canadian government agencies' dealings with Canadian mining companies operating in developing countries. A senior manager at the CPPIB has been asked to help craft the CPPIB's response to the bill.
   Canadian Solar
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Author(s): Paul W. Beamish; Jordan Mitchell
Ivey ID: 9B10M019
Publication Date: 4/5/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M19
Geographic Setting: Canada; China Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management; International
Product Description: In late September 2009, the CEO of the Nasdaq-traded solar cell and module manufacturer, Canadian Solar, was at an inflection point in the formation of its international strategy. The company had experienced dynamic growth during the past five years buoyed largely by aggressive incentive schemes to install solar photovoltaic (PV) technology in Germany and Spain. The credit crunch, coupled with changes in government incentive programs, caused a major decline in the demand for solar PV technology and analysts were predicting that full year 2009 sales would decline. Furthermore, competition in the industry was fierce with diverse players ranging from Japanese electronic giants to low-cost Chinese producers. Canadian Solar had decided to focus on 10 major markets in the next two to three years where strong renewable policies existed. Students are challenged with deciding if any changes to the company's global strategy are necessary.
  Add   View  14 pp.  Teaching Note
Author(s): Paul W. Beamish; Jordan Mitchell
Ivey ID: 8B10M19
Publication Date: 4/5/2010
Product Type: Teaching Note
Geographic Setting: Canada; China Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management; International
Product Description: In late September 2009, the CEO of the Nasdaq-traded solar cell and module manufacturer, Canadian Solar, was at an inflection point in the formation of its international strategy. The company had experienced dynamic growth during the past five years buoyed largely by aggressive incentive schemes to install solar photovoltaic (PV) technology in Germany and Spain. The credit crunch, coupled with changes in government incentive programs, caused a major decline in the demand for solar PV technology and analysts were predicting that full year 2009 sales would decline. Furthermore, competition in the industry was fierce with diverse players ranging from Japanese electronic giants to low-cost Chinese producers. Canadian Solar had decided to focus on 10 major markets in the next two to three years where strong renewable policies existed. Students are challenged with deciding if any changes to the company's global strategy are necessary.
   Good Intentions Gone Awry at the National Kidney Foundation
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Author(s): Hwee Sing Khoo; Audrey Chia; Vivien K. G. Lim
Ivey ID: 9B10M017
Publication Date: 4/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M17
Geographic Setting: Singapore Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: General Management; Human Resource Management; International
Product Description: This case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, T.T. Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore's largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteering and working with the NKF, and initiated research, marketing and fund-raising strategies for the charity. Under Durai's helm, the charity's revenue grew from $17 million to $116 million. Dialysis centres in other parts of the world sought Durai's expertise to improve their dialysis programs. This case documents the unfolding events that led to surprising revelations in court. These include Durai's leadership style, controversial decisions, bountiful entitlements and debatable actions taken to achieve his aims. In all, the case provides a perceptive insight into how differing perceptions of responsible leadership affected the stakeholders of the NKF, and encourages readers to analyze and propose how things could be improved, or could have turned out differently.
  Add   View  8 pp.  Teaching Note
Author(s): Hwee Sing Khoo; Audrey Chia; Vivien K. G. Lim
Ivey ID: 8B10M17
Publication Date: 4/21/2010
Product Type: Teaching Note
Geographic Setting: Singapore Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: General Management; Human Resource Management; International
Product Description: This case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, T.T. Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore's largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteering and working with the NKF, and initiated research, marketing and fund-raising strategies for the charity. Under Durai's helm, the charity's revenue grew from $17 million to $116 million. Dialysis centres in other parts of the world sought Durai's expertise to improve their dialysis programs. This case documents the unfolding events that led to surprising revelations in court. These include Durai's leadership style, controversial decisions, bountiful entitlements and debatable actions taken to achieve his aims. In all, the case provides a perceptive insight into how differing perceptions of responsible leadership affected the stakeholders of the NKF, and encourages readers to analyze and propose how things could be improved, or could have turned out differently.
   ArcelorMittal (C)
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Author(s): Jean-Louis Schaan; Ramasastry Chandrasekhar
Ivey ID: 9B10M003
Publication Date: 4/12/2010
Product Type: Supplement
Geographic Setting: Global Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: General Management; International
Product Description: From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a “merger of equals.” Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. See ArcelorMittal (A), product #9B10M001 and ArcelorMittal (B), product #9B10M002.
   ArcelorMittal (B)
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Author(s): Jean-Louis Schaan; Ramasastry Chandrasekhar
Ivey ID: 9B10M002
Publication Date: 4/12/2010
Product Type: Supplement
Geographic Setting: Global Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: General Management; International
Product Description: From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a “merger of equals.” Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. Also see ArcelorMittal (A), product #9B10M001 and ArcelorMittal (C), product #9B10M003.
   ArcelorMittal (A)
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Author(s): Jean-Louis Schaan; Ramasastry Chandrasekhar
Ivey ID: 9B10M001
Publication Date: 4/12/2010 Revision Date: 4/13/2010
Product Type: Case (Field)
Geographic Setting: Global Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: General Management; International
Product Description: From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a “merger of equals.” Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. Also see supplemental cases ArcelorMittal (B), product #9B10M002 and ArcelorMittal (C), product #9B10M003.
   Challenges of Growth at Protegra
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Author(s): Bob Travica
Ivey ID: 9B10E004
Publication Date: 4/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10E04
Geographic Setting: Canada Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: None specified
Major Disciplines: General Management; Human Resource Management; Management Science and Information Systems
Product Description: Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra's design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.
  Add   View  8 pp.  Teaching Note
Author(s): Bob Travica
Ivey ID: 8B10E04
Publication Date: 4/21/2010
Product Type: Teaching Note
Geographic Setting: Canada Size: Small Year of Event: 2009 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: None specified
Major Disciplines: General Management; Human Resource Management; Management Science and Information Systems
Product Description: Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra's design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.
   Kimpton Hotels - Setting Prices on Priceline (A)
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Author(s): Chris Anderson; John G. Wilson; Joel Read
Ivey ID: 9B09E027
Publication Date: 2/11/2010
Product Type: Case (Gen Exp)
Geographic Setting: United States Industry Setting: Hotels, Rooming Houses, Camps Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Modeling; Customer demand; Simulation; Probabilistic and statistical modeling
Major Disciplines: Management Science and Information Systems; Marketing; Production and Operations Management
Product Description: In June 2008, the Kimpton Hotels' area director of revenue management (director) for Washington, D.C. was trying to process the most recent customer information report from Priceline.com (Priceline). In an attempt to improve revenues during periods of low occupancy at the hotel, the director had recently been using Priceline's "name your own price" bidding format. While using this sales channel had limited success, the director was wondering the best way to maximize the revenue coming from Priceline without cannibalizing existing sales or tarnishing the Kimpton brand. His challenge was to create a pricing strategy that would determine the optimal posted price for rooms in the Washington, D. C. hotel as well as the number of rooms that should be provided to Priceline.
   Are We Ready for an Automotive Plant?
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Author(s): Yi-Chia Wu; Joo Y. Jung
Ivey ID: 9B09D014
Publication Date: 2/5/2010
Product Type: Case (Field)
Teaching Note: 8B09D14
Geographic Setting: United States Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Automotive; Site selection; Global strategy; Decision making
Major Disciplines: General Management; International; Production and Operations Management
Product Description: The city of McAllen, Texas and its partners have worked on attracting an automotive assembly plant to the region for over fifteen years. Under the North American Free Trade Agreement (NAFTA) provision, this region enjoys the advantages offered by both sides of the Mexican-U.S. border. Even during the economic downturn of 2007 to 2008, McAllen experienced a lower unemployment rate compared to other cities in the United States. One of the primary reasons was its close proximity and economic ties to Mexico. Lower labour cost, a right-to-work state and proximity to Mexico were some of this region's strengths, while a high illiteracy rate, limited numbers of automotive suppliers and small workforce were among its weaknesses. Based on publicly available data and aggregate score evaluation methods, McAllen is compared to other potential sites. The case addresses a wide range of issue regarding site selection factors within the automotive industry. Teaching objectives include: 1) to examine essential factors for site location of different industries, including the automotive industry 2) to evaluate the potential sites based on a quantitative method, such as the relative aggregate score 3) to understand other qualitative factors that can affect the decision. The case is suitable for courses and workshops concerning operations management, supply chain management, production management, pr
   Domestogaz of Ukraine
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Author(s): Tony S. Frost; Stephen R. Foerster
Ivey ID: 9B07N008
Publication Date: 2/5/2010
Product Type: Case (Library)
Industry Setting: Automotive Dealers & Gas Service Size: Medium Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategic scope
Major Disciplines: Finance; International
Product Description: An investment banking employee is given the task of assessing a potential equity investment for the $300 million Eastern European Investment Fund. He was examining Domestogaz, a privately controlled Ukrainian company with storage and retail operations in the light oil market. He needed to better understand the political and economic environment, value the firm based on projected cash flows, and then make a recommendation.
   The North West Company: Cross-enterprise Strategy
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Author(s): Stephen R. Foerster; Mary M. Crossan; James E. Hatch; Ken Mark
Ivey ID: 9B07M047
Publication Date: 2/5/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management
Product Description: The North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Winnipeg. In contrast with North West's ""push"" system of product replenishment, Giant Tiger had developed a successful ""pull"" system that gave individual store managers tremendous leeway in ordering decisions. The president and CEO wonders whether there is an opportunity to drive better results by adopting Giant Tiger's pull system within its Northern stores. The upside potential may include higher sales and reduced inventory levels as merchandise is tailored for each community. On the other hand, North West may face logistics and human resources issues in attempting to adopt this new system. This case provides detailed information about North West, its environment and Giant Tiger. The supplements The North West Company (B): Supply Chain Management, product 9B07D008, and The North West Company (C): Human Resources, product 9B07C024, look at the supply chain and human resources issues.
   Sun Life Financial: A Potential Indian Life Insurance Joint Venture
  Add   View  8 pp.  Supplement
Author(s): Stephen R. Foerster; Tony S. Frost; Eric Morse; Ken Mark
Ivey ID: 9B07M046
Publication Date: 2/5/2010
Product Type: Supplement
Related Material: 7B07M046
Geographic Setting: Canada; India Size: Large Year of Event: 1999 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Expansion
Major Disciplines: Entrepreneurship; General Management; International
Product Description: This supplement to Sun Life Financial: Planning for the Future, product 9B07M045, hones in on Sun Life's decision to re-enter the Indian insurance market.
   Sun Life Financial: Planning for the Future
  Add   View  5 pp.  Case
Author(s): Stephen R. Foerster; Tony S. Frost; Eric Morse; Ken Mark
Ivey ID: 9B07M045
Publication Date: 2/5/2010
Product Type: Case (Field)
Related Material: 7B07M045
Geographic Setting: Canada; India Size: Large Year of Event: 1999 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Insurance
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The Sun Life Financial cases allow students to take a cross-enterprise leadership approach in examining Sun Life's effort to re-enter the Indian insurance market. Set in March 1999, a vice-president in Sun Life's international team is looking at international expansion options. In its domestic market, Sun Life, relative to its peers, has had below average financial performance. With the domestic insurers demutualizing (i.e. converting from a policy holder-held mutual company to a public company), Sun Life needs to find avenues of growth. In addition, there are rumours that the domestic insurance industry will be opened up to competition from the Canadian banks, whose market capitalization dwarfs that of the insurance industry. The (A) case, Sun Life Financial: Planning for the Future, product #9B07M045 lays out the macro issues and describes in general the various insurance markets around the world. The (B) case, Sun Life Financial: A Potential Indian Life Insurance Joint Venture, product #9B07M046, hones in on Sun Life's decision to re-enter the Indian insurance market.
   The North West Company (B): Supply Chain Management
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Author(s): P. Fraser Johnson; Stephen R. Foerster; Ken Mark
Ivey ID: 9B07D008
Publication Date: 2/5/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Entrepreneurship; Production and Operations Management
Product Description: The North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Winnipeg. In contrast with North West's ""push"" system of product replenishment, Giant Tiger had developed a successful ""pull"" system that gave individual store managers tremendous leeway in ordering decisions. The president and CEO wonders whether there is an opportunity to drive better results by adopting Giant Tiger's pull system within its Northern stores. The upside potential may include higher sales and reduced inventory levels as merchandise is tailored for each community. On the other hand, North West may face logistics and human resources issues in attempting to adopt this new system. This supplement to The North West Company (A): Cross-enterprise Strategy, product 9B07M047, discusses the supply chain issues.
   The North West Company (C): Human Resources
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Author(s): Mary M. Crossan; Stephen R. Foerster; Ken Mark
Ivey ID: 9B07C024
Publication Date: 2/5/2010
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Entrepreneurship
Product Description: The North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Winnipeg. In contrast with North West's ""push"" system of product replenishment, Giant Tiger had developed a successful ""pull"" system that gave individual store managers tremendous leeway in ordering decisions. The president and CEO wonders whether there is an opportunity to drive better results by adopting Giant Tiger's pull system within its Northern stores. The upside potential may include higher sales and reduced inventory levels as merchandise is tailored for each community. On the other hand, North West may face logistics and human resources issues in attempting to adopt this new system. This supplement to The North West Company (A): Cross-enterprise Strategy, product 9B07M047, discusses the human resources issues.
   Mobile Language Learning: Praxis Makes Perfect in China
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Author(s): Ilan Alon; Allen H. Kupetz
Ivey ID: 9B10M021
Publication Date: 4/21/2010
Product Type: Case (Field)
Teaching Note: Teaching Note: 8B10M21
Geographic Setting: China Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: None specified
Major Disciplines: Entrepreneurship; General Management; International; Management Science and Information Systems; Marketing
Product Description: Praxis Language is a small company in China started by three non-Chinese entrepreneurs. Originally focused on teaching Chinese to native English speakers using podcasting and other online tools, Praxis has also developed content to teach English to native Chinese speakers, which the company perceives as a much bigger market. The case describes the challenges facing the co-founder of Praxis as he navigates emerging mobile technology (hardware and software), the complexities of doing business in China, and the consequences of explosive growth.
   Pension Accounting: The End of Smoothing?
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Author(s): Christine I. Wiedman; Heather Weir
Ivey ID: 9B05TB03
Publication Date: 01/03/2005
Product Type: Article
Subjects: Pensions
Major Disciplines: General Management
Product Description: Assessing the state of a company's pension plan by looking at its financial statements is misleading. Enter smoothing and exit the same. But will it make a difference? The current state of many company's defined benefit pension plans may be parlous, but you would never know it from the balance sheets. The reason is that current accounting standards allow for the extensive smoothing of gains or losses. Will the elimination of smoothing present a true picture of a company's defined benefit plan? Or, will it force firms to reconsider the benefits that they pay out to retirees? These accounting professors shed new light on these questions.
   Accounting for Stock-based Compensation: The Devil is in the Details
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Author(s): Christine I. Wiedman; Heather Weir; Mark R. Huson
Ivey ID: 9B03TD01
Publication Date: 01/07/2003
Product Type: Article
Subjects: Income determination; Accounting methods
Major Disciplines: General Management
Product Description: Now that companies have begun to account for stock options on their balance sheets, investors will be able to compare various companies' stock option practices. But the real story, as these professors write, is still in the fine print. Disclosure of the fair value of stock option compensation is available for the first time in the notes to the financial statements of Canadian companies. However, because of differences in the reporting presentation and the assumptions made to obtain the inputs to option-pricing models, investors should not assume that these disclosures will allow them to compare option-granting behaviour across firms
   Entrepreneurs at Twitter: Building a Brand, a Social Tool or a Tech Powerhouse?
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Author(s): Simon Parker; Ken Mark
Ivey ID: 9B10M028
Publication Date: 3/22/2010
Product Type: Case (Pub Mat)
Teaching Note: 8B10M28
Geographic Setting: United States Industry Setting: Miscellaneous Services Year of Event: 2010 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Social networking media; Strategic positioning; New venture
Major Disciplines: Entrepreneurship; General Management; Management Science and Information Systems; Marketing
Product Description: Twitter has become an incredibly popular micro-blogging service since its launch in 2006. Its founders have ambitious plans for the service, and are backed by $155 million of venture capital funding, which valued the company at $1 billion in 2009. Twitter seems to attract a diverse audience of users from political organizers looking to disseminate information to their followers; businesses looking to reach out, in real time, to potential customers; and for social networking purposes. The company charges consumers nothing for its service. By 2009, competitors have emerged - some of whom have deep pockets. Yet, it remains unclear - at least to observers - whether the company will ever make money from its service.
   GM: The Opel Decision
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Author(s): Darren Meister; Ramasastry Chandrasekhar
Ivey ID: 9B10M022
Publication Date: 3/8/2010 Revision Date: 3/22/2010
Product Type: Case (Pub Mat)
Teaching Note: 8B10M22
Geographic Setting: United States; Europe Industry Setting: Transportation Equipment Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Portfolio analysis; Strategic management; Divestitures; International business
Major Disciplines: General Management; International
Product Description: In July 2009, General Motors Company (GM),the world's second largest automotive enterprise, has come out of a bankruptcy orchestrated by the U.S. federal government. Leaner and focused after a 40-day exercise, GM is still a long way from a full-fledged financial recovery. The company is under a mandate to concentrate first on its U.S. market. Its European subsidiary, which manufactures the Opel cars, has been struggling for nearly a decade. The business seems fundamentally sound. Opel requires capital infusion and managerial skills for which GM has been talking to potential investors, such as Fiat of Italy, BAIC of China, Magna of Canada and RHJI of Belgium. The board of GM has to decide whether GM should liquidate Opel, retain it within its fold or go for partial divestiture. In the event of a sale of stake, the board has to decide whom, from among those short-listed by the chief executive officer and his team, it should bring aboard. The case provides an opportunity for students to use available data and their judgment to choose a bidder who can drive shareholder value. It helps them deal with issues such as timing and biases in a typical retain/liquidate/divest decision and also whether a company should have, on the lines of a more common M&A strategy, an ongoing divestiture strategy.
   Hopax (C)
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Author(s): Jean-Louis Schaan; Yung-Chien Lou
Ivey ID: 9B10M006
Publication Date: 3/22/2010 Revision Date: 3/31/2010
Product Type: Supplement
Teaching Note: 8B10M04
Geographic Setting: Taiwan Industry Setting: Miscellaneous Retail Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Judo strategy; Intellectual property litigation; Competitive strategy; Global strategy
Major Disciplines: Entrepreneurship; General Management; International
Product Description: This supplement to Hopax (A), product number 9B10M004, recounts the events that followed until 2008 and explains how the company applied principles of "judo strategy" to become the second largest supplier of repositionable notes in the world.
   Hopax (B)
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Author(s): Jean-Louis Schaan; Yung-Chien Lou
Ivey ID: 9B10M005
Publication Date: 3/22/2010 Revision Date: 3/31/2010
Product Type: Supplement
Teaching Note: 8B10M04
Geographic Setting: Taiwan Industry Setting: Miscellaneous Retail Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Judo strategy; Competitive strategy; Global strategy; Intellectual property litigation
Major Disciplines: Entrepreneurship; General Management; International
Product Description: This supplement to Hopax (A), product number 9B10M004, explains that, unlike the other players, Hopax decides to fight in court after Staples, Hopax's largest customer in the United States, decides to cancel its contract.
   Hopax (A)
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Author(s): Jean-Louis Schaan; Yung-Chien Lou
Ivey ID: 9B10M004
Publication Date: 3/22/2010 Revision Date: 3/26/2010
Product Type: Case (Pub Mat)
Teaching Note: 8B10M04
Geographic Setting: Taiwan Industry Setting: Miscellaneous Retail Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Judo strategy; Intellectual property litigation; Global strategy; Competitive strategy
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The three-case series is about how a medium-sized Taiwanese company approached competition with 3M in global markets. The series covers a 14-year period. The A case starts in 1994, when 3M decides to launch a lawsuit against companies (including Hopax) selling repositionable notes that compete with 3M's highly successful Post-It notes in the United States. How should Hopax respond? The B case explains that, unlike the other players, Hopax decides to fight in court. Staples, Hopax's largest customer in the United States, decides to cancel its contract. What should Hopax do now? The C case recounts the events that follow until 2008 and explains how the company applies principles of "judo strategy" to become the second largest supplier of repositionable notes in the world. The series allows students to explore options to smaller innovative companies as they try to compete in global markets with large, resource-rich, players who do not hesitate to use courts to try to eliminate their smaller competitors.
   Kyle Evans at Ruffian Apparel: Staffing a Retail Establishment
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Author(s): Ann C. Frost; Kevin Hewins
Ivey ID: 9B09C008
Publication Date: 1/27/2010
Product Type: Case (Gen Exp)
Teaching Note: 8B09C08
Geographic Setting: Canada Industry Setting: Apparel and Accessory Stores Year of Event: 2007 Level of Difficulty: 3 - Undergraduate
Subjects: Pay for performance; Compensation; Motivation; Staffing
Major Disciplines: Human Resource Management
Product Description: Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.
   Measuring Impairment at Dofasco
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Author(s): Mary Heisz; Mary-Jane Mastrandrea
Ivey ID: 9B09B017
Publication Date: 1/25/2010
Product Type: Case (Library)
Geographic Setting: Canada Industry Setting: Primary Metal Industries Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Intellectual properties; International accounting; Accounting principles; Valuation
Major Disciplines: Accounting
Product Description: In December 2008, the ArcelorMittal Dofasco (Dofasco) accounting team was facing a significant challenge. In the past few years, Dofasco had undergone significant ownership changes, and when the firm had first been acquired the market had placed a premium share value on the Dofasco subsidiary. In light of a recent economic downturn, the accounting team was required to reassess the values assigned to the subsidiary's net assets. Dismal forecasted earnings for the operations indicated a potential impairment of the operation's assets under international financial reporting standards (IFRS). The team began with a review of the original fair value estimates, subsequent purchase price and its allocation to various tangible and intangible assets and liabilities. It was discovered the evaluator's fair value assessments for the various intangibles had relied on an income approach, using projected EBITDA derived from each intangible to determine its value. The team wondered how the revised EBITDA projections would change the recoverable value of Dofasco's intangible assets and therefore discover the implications of the current economic situation on the value of intangible assets recognized at Dofasco's acquisition.
   GPS-to-GO Takes on Garmin
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Author(s): Donald A. Pillittere
Ivey ID: 9B09A027
Publication Date: 1/25/2010
Product Type: Case (Gen Exp)
Teaching Note: 8B09A27
Geographic Setting: United States Industry Setting: Measuring & Analyzing Instruments Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management style; Management behaviour; Manufacturing strategy; Corporate culture; Costs; Break-Even analysis; Change management; New product development
Major Disciplines: Entrepreneurship; General Management; International; Marketing
Product Description: GPS-to-GO is a successful company that has a wealth of brilliant researchers and scientists who have created advanced global positioning systems (GPSs) for complex air-traffic control and logistics systems. Now, the vision of one of the up and coming managers is to use GPS-to-GO's knowledge to dominate the consumer market with premium-priced and feature-rich GPS units. Even though GPS-to-GO is far ahead in terms of GPS technology, the consumer market demands low-cost units and yearly follow-on products, which requires drastically different skills than GPS-to-GO's typical five- to 10-year cost-plus government projects. One of the managers is tasked with how to meet the cost target and market window for the new product, while working with the same engineering group that caused the unit manufacturing problem and launch delays in the first place. The key issues concern 1) engineering-centric companies and their culture, business strategies and processes for managing new product development 2) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees in a totally new market segment 3) the role managers can play in making critical decisions with a keen eye on roadblocks to success, such as culture, inadequate skills and overly optimistic and myopic vis
   Strategic Planning at Apple Inc.
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Author(s): Kyle Murray; Miranda Goode; Fabrizio Di Muro
Ivey ID: 9B09A026
Publication Date: 1/11/2010
Product Type: Case (Library)
Teaching Note: 8B09A26
Geographic Setting: United States Industry Setting: Business Services Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Competitive advantage; Strategic planning; Retailing; New products
Major Disciplines: General Management; Marketing
Product Description: Apple Inc. is one of the world's most sucessful and most recognizable companies. Over its 30 year existence, the company had seen a lot of changes in the computer industry. What would the future hold for the computer giant in a rapidly changing world? How should the company allocate resources between its more traditional offerings (computers) and its newer products (iPods, iPhones, Apple TV, etc.) in order to maintain and improve its market position. Also, how should Apple's unique retail strategy be used to support the company's product decisions, and by capitalizing on new and emerging trends thus further maintaining its competitive advantage.
   Oncidium Business Consulting (A1)
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Author(s): John S. Haywood-Farmer; Ramasastry Chandrasekhar
Ivey ID: 9B09D015
Publication Date: 12/11/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate Culture; Professional Firms; Valuation; Partnership
Major Disciplines: Entrepreneurship; Production and Operations Management
Product Description: In late 2006, the four partners of Oncidium Business Consulting disagree on a number of questions, such as the firm's future direction, the responsibilities of each partner and how profits are to be divided. The A1 case, 9B09D015, takes the viewpoint of the founding partner and majority holder of the firm's shares. The A2 case, 9B09D016, looks at the situation from the position of one of the minority partners.
   Hongxing Auto Sales and Service Co.
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Author(s): James E. Hatch; Yuan Shi; Wei Sun
Ivey ID: 9B09N031
Publication Date: 12/11/2009 Revision Date: 1/27/2010
Product Type: Case
Teaching Note: 8B09N31
Geographic Setting: China Industry Setting: Transportation Equipment Size: Small Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategic size-up; Valuation
Major Disciplines: Entrepreneurship; Finance; International
Product Description: The Li family, the sole owners of Hongxing Auto Sales and Service, are ready to sell the company. They must determine how much the business is worth and the best method of negotiating the sale of the business. This case deals with the valuation of a small, privately-owned business, and will develop students' skills in sizing up a business and placing a value on a business using a variety of methods, including liquidation value, discounted cash flow and price-earnings multiples.
   BCE Inc.: World’s Largest LBO Deal in Jeopardy
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Author(s): Stephen R. Foerster
Ivey ID: 9B09N029
Publication Date: 12/11/2009 Revision Date: 1/29/2010
Product Type: Case
Teaching Note: 8B09N29
Geographic Setting: Canada Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Leveraged buyout; Deal structuring; Stock market; Dividend policy
Major Disciplines: Finance
Product Description: In November, 2008, BCI Inc. (BCE) appeared to be on track to meet a December 2008 deadline to complete a $52-billion privatization deal. A consortium had previously submitted a winning leveraged buyout (LBO) bid that was estimated to add an estimated $32 billion in debt to the company. Mere days before the deal's ``termination date,'' BCE executives were stunned to hear that KPMG auditors advised the deal was in jeopardy of collapse - based on a clause that normally merited little attention. The auditors noted that, on the basis of preliminary assessment, the company had not passed a required "solvency test" which compared the estimated value of BCE's assets and liabilities in the event that BCE needed to liquidate. BCE executives had little time to determine if the deal could still be saved and if so, how? Conversely, if the deal could not be completed, what would the organization's next steps be?
   Alcan (B): Reacting to the Alcoa Offer
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Author(s): Johnny Boghossian; Karl Moore; Amrita Nain; Gregory Vit
Ivey ID: 9B09N024
Publication Date: 12/8/2009
Product Type: Case (Field)
Teaching Note: 8B09N24
Geographic Setting: Canada; Global Industry Setting: Metal Mining Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategy and Resources; Globalization; Mergers & Acquisitions; Government and Business
Major Disciplines: Finance; International
Product Description: In May 2007, aluminum giant Alcoa announced its intentions to perform a hostile takeover of Alcan. Case B is set at this point and before Rio Tinto was in a position to announce its own offer. Students are asked to perform valuations of Alcan to determine the premium offered by Alcoa, consider the strategies Alcan can employ, and supply the suggestions Alcan managers should provide shareholders.
   Speed Race: Benelli and QJ Compete in the International Motorbike Arena
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Author(s): Francesca Spigarelli; Ilan Alon; William Wei
Ivey ID: 9B09M097
Publication Date: 12/23/2009
Product Type: Case (Field)
Teaching Note: 8B09M97
Geographic Setting: China; Italy Industry Setting: Transportation Equipment; Miscellaneous Manufacturing Industries; Rubber & Miscellaneous Plastics Products Size: Large/Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Competitiveness; Mergers & Acquisitions; Internationalization
Major Disciplines: Entrepreneurship; General Management; Human Resource Management; International; Marketing
Product Description: In 2005, the Qianjiang Group (QJ), a large-scale Chinese state-owned group, acquired the Italian company Benelli to expand its business in Western markets beyond Italy. Benelli?s brand advantage was intended to provide the core competency for QJ to compete in the global motorbike markets; in addition, Benelli?s capabilities and know-how in motorbike and scooter engineering also helped QJ complete its product portfolio. After a successful start, the many cultural differences related to an Italian business model and a Chinese company became problematic. Problems arose in integrating Chinese and Italian cultures and in coping with a completely different way of doing business, and the company was facing stiff competition from Japanese competitors. Despite excellent press and large industrial investments aimed at gaining efficiency and reducing prices, penetration of Western markets was difficult.
 
 
   NASSCOM
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Author(s): Abhijit Gopal; Akbar Saeed
Ivey ID: 9B09M094
Publication Date: 12/11/2009
Product Type: Case (Library)
Teaching Note: 8B09M94
Geographic Setting: India Industry Setting: Non-Profit Organizations Size: Not Applicable Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategic Positioning; Strategic Change; Strategy and Resources; Strategic Alliances
Major Disciplines: General Management; International; Management Science and Information Systems
Product Description: The vice-president of the National Association of Software and Services Companies (NASSCOM) was reflecting on the role NASSCOM currently played: it was considered the "voice" of the software and services industry in India and had been extremely successful in promoting Indian information technology (IT) to the world. Each success had now forced NASSCOM to reconsider its goals to better align itself to the complex needs of the quickly evolving IT business process outsourcing (IT-BPO) industry in India. The vice-president had been asked to address attendees at a leadership conference with details of NASSCOM's strategic refocusing. How could NASSCOM maintain its relevance in an industry that was already considered a global leader? How would NASSCOM position itself in response to its own president's desire to focus on the small-medium enterprise (SME) segment of the Indian industry, and also in response to a report that identified the domestic market as a significant future growth driver of IT enabled services? What role would it play, and how would it get there?
   Brett Sanders at Inglewood Instrument Co.
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Author(s): Michael Sider; Ken Mark
Ivey ID: 9B09M091
Publication Date: 12/11/2009
Product Type: Case (Gen Exp)
Teaching Note: 8B09M91
Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Communications; Management Behaviour; Corporate Responsibility; Crisis Management
Major Disciplines: General Management
Product Description: The general manager, U.K. for Inglewood Instrument Co. (Inglewood) is sitting outside of his company's headquarters in Burnaby, B.C., waiting for a meeting with the founder of the company to clarify his future as the firm's general manager, U.K. The general manager suspects that the founder and the vice-president Business Development, are actively trying to find a replacement for the general manager, U.K. position. As the general manager is barely one year into a two year contract, he feels shortchanged by the fact that the opportunity, which he uncovered, is being taken away from him. He knows that he needs to strike the correct balance between fact-gathering and advocacy. He needs to uncover what the founder has in mind for his career at Inglewood. The general manager wonders how he should prioritize his issues and how he should approach the conversation.
   Jim Lander at Thamesford Logistics
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Author(s): Michael Sider; Ken Mark
Ivey ID: 9B09M090
Publication Date: 12/11/2009
Product Type: Case (Gen Exp)
Teaching Note: 8B09M90
Geographic Setting: Canada Industry Setting: Business Services Size: Small Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Conflict Resolution; Management Behaviour; Communications
Major Disciplines: General Management
Product Description: An operating manager who as an equity stake in Thamesford Logistics is preparing himself for what he believes will be a difficult conversation with Thamesford Logistic's chief financial officer (CFO) on a current project despite the fact that the operating manager has a legal dispute with the CFO on another deal. In the recent past, the operating manager and the CFO were partners trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and the CFO continued to push the project ahead, cutting the operating manager out of the proceeds. A disagreement over the ownership of the success fee led to the operating manager's lawsuit against the CFO. Meanwhile, Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the operating manager and the CFO to cooperate on the deal. The operating manager is thinking about how he should approach a meeting with the CFO, what he should say, what he would not say and what he wanted to achieve by the end.
   Ciputra Group: Shaping the City in Asia
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Author(s): Marleen Dieleman
Ivey ID: 9B09M084
Publication Date: 12/8/2009
Product Type: Case (Field)
Teaching Note: 8B09M84
Geographic Setting: Indonesia Industry Setting: Real Estate Industry Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Entrepreneurial Business Growth; Family Business; Change Management; Emerging Markets
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The Ciputra Group was set up by Mr. Ciputra in the 1980s, after a long entrepreneurial career with a vision to provide a business for his children. The case describes the development of this group, which evolved into a prominent and innovative player in the Indonesian property sector. Under Ciputra's guidance, the company became known for its satellite cities, in which the group combined technical, construction and urban planning qualities, along with the ability to understand and manoeuvre in the difficult Indonesian environment. The Ciputra Group moved into areas where the government was weak (public facilities, roads, sewerage, city management, security, etc) and as such became an "institutional entrepreneur" that shaped Indonesia's cities. This model was later exported to other emerging markets. The case ends with the company facing two sets of interlinked problems. One set is strategic, as the company's business model has proven to be vulnerable, and it is undergoing various changes. The question is what strategic option the company should choose. The second set of issues concerns the leadership and corporate structure of the group. Since Ciputra is in his late 70s, a generational change in leadership is imminent, and students are asked to reflect on the most appropriate path towards further development of the business from one led by a charismatic entrepreneur towards a professional family business
   Vestas Wind Systems A/S - Exploiting Global R&D Synergies
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Author(s): Torben Pedersen
Ivey ID: 9B09M079
Publication Date: 12/23/2009
Product Type: Case (Field)
Teaching Note: 8B09M79
Geographic Setting: Denmark; India Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Global Strategy; Value Chain; Technology Transfer; Research and Development
Major Disciplines: Entrepreneurship; General Management; International; Production and Operations Management
Product Description: With a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with R&D centres in Denmark, the United Kingdom, Singapore and India, and, in early 2009, a centre was opened in the United States. This transformed Vestas into a high-tech company and put a greater emphasis on its technological innovations.
   Reinventing the San Miguel Corporation
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Author(s): Roberto Galang; Andrew Delios
Ivey ID: 9B09M074
Publication Date: 12/8/2009
Product Type: Case (Pub Mat)
Teaching Note: 8B09M74
Geographic Setting: Philippines Industry Setting: Food and Kindred Products Size: Large Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate Strategy; Strategy; International Strategy; Diversification
Major Disciplines: General Management; International
Product Description: San Miguel Corporation is one of the oldest and largest companies in the Philippines. In its 100 year history, it has established a clear leadership position in the Philippine beer industry, as well as having made successful forays into other related and unrelated product areas. In the late 2000s, Eduardo Cojuangco, the CEO of San Miguel Corporation, which was South Asia's largest food and beverage company, found himself in a quandary. Cojuanco wanted to move San Miguel into industries that had scale and good future growth possibilities, to build leadership positions in key industries that would drive growth not just for San Miguel but also for the Philippines. At the same time, San Miguel Corporation would reverse its international expansion plans. The case involves discussion of this strategy, tracing issues of internationalization versus a domestic product focused growth in non-allied businesses in the Philippines, such as energy, mining, infrastructure and other utilities.
   Alcan (A): Anticipating Industry Change
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Author(s): Gregory Vit; Johnny Boghossian; Amrita Nain; Karl Moore
Ivey ID: 9B09M071
Publication Date: 12/8/2009
Product Type: Case (Field)
Teaching Note: 8B09M71
Geographic Setting: Canada; Global Industry Setting: Metal Mining Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategy and Resources; Globalization; Mergers & Acquisitions; Government and Business
Major Disciplines: General Management; International
Product Description: In December 2006, Alcan was the second largest producer of aluminum in the world, but the industry was consolidating. The case traces the development of the aluminum industry since World War II to the recent emergence of China as an economic power and the accompanying rise in commodity prices. Alcan had to decide between two offers: to be acquired or to go it alone. The first offer was from Alcoa and the other from Rio Tinto. Alcoa was the world leader in the production of aluminum and, like Alcan, was engaged in significant technological research and development. Meanwhile, Rio Tinto was one of the largest mining companies in the world, but had minor aluminum operations and, in general, few downstream processing plants or technologies. Students are asked to identify Alcan's key resources and consider which strategy would make best use of them.
   Business of Golf: Islington Golf Club
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Author(s): Donald W. Barclay
Ivey ID: 9B09A032
Publication Date: 12/11/2009
Product Type: Case (Field)
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Medium Year of Event: 2009 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategy; Market Focus; Operations Interface
Major Disciplines: General Management; Marketing
Product Description: The general manager at the Islington Golf Club (Islington) was facing a challenging context. This private equity club in the west end of Toronto, Ontario, had been in existence since 1923. Membership waiting lists had been the norm and the finances had been in good shape. However, the context was changing. The economy was working against the relatively high-cost and time-consuming game of golf. Green fee revenue was down and club food and beverage revenues were down. Capital to update the clubhouse and course was required. Older members had different ideas as to what the club should become than younger members. Competition was heating up with new clubs being built. Islington was being forced to ask some fundamental questions. What was the general manager to recommend to the member board to sustain the club into the future? The case can be used as a general management or general marketing case as it forces students to think through not just what the manager should do, but the process or framework(s) that would be helpful in getting to the decisions.
   Note on Test Marketing
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Author(s): Michael R. Pearce; Jordan Mitchell
Ivey ID: 9B09A030
Publication Date: 12/11/2009
Product Type: Note
Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Consumer Marketing; Market Research; Test Marketing
Major Disciplines: Marketing
Product Description: Test marketing is an important aspect of market research. This technical note deals with why test marketing is undertaken and how to do it. Topics include test market design, selection of test markets, length of test and interpretation of results.
   Corporate Governance Standards: Qatar Telecom Acquires Wataniya Telecom
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Author(s): Assem Safieddine; Zeigham Khokher; Ken Mark
Ivey ID: 9B09M048
Publication Date: 11/9/2009
Product Type: Case (Field)
Geographic Setting: Kuwait Industry Setting: Business Services Size: Medium Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Stakeholder Analysis; Government Regulation; Government and Business
Major Disciplines: Finance; General Management; International
Product Description: This case focuses on the issue of corporate governance in the Middle East. A senior official at the Kuwait Stock Exchange (KSE) is looking at a recent transaction in which Qatar Telecom (Qtel) acquired National Mobile Telecommunications Company KSC (Wataniya). The KSE official wondered whether, at the company level, inadequate corporate governance measures had allowed this alleged unequal treatment to pass unchallenged. More importantly, at the exchange level, the KSE official wondered what actions - if any - could have been taken to enhance the rights of minority shareholders.
   10 Beach Hut
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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
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Author(s): Robert J. Fisher; Karen Bong
Ivey ID: 9B02A029
Publication Date: 2/6/2003
Product Type: Case (Field)
Teaching Note: 8B02A29
Geographic Setting: Canada Industry Setting: Non-Profit Organizations Size: Small Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sports; Advertising Strategy; Advertising Effectiveness; Advertising Management
Major Disciplines: Marketing
Product Description: The Canada Summer Games is a national, premier amateur sports event held biannually. The 2001 Summer Games in London, Ontario faced a challenge in generating revenue by selling spectator tickets to various events. Early sales did not meet expectations and the marketing strategy was revised halfway through the advertising campaign. The marketing manager must determine the impact revising the marketing campaign had on sales and prepare a report with recommendations that could be used by future host cities.
  Add   View  9 pp.  Teaching Note
Ivey ID: 8B02A29
For use with 9B02A029.
   3M Canada: Industrial Business Division
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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)
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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)
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Author(s): Terry H. Deutscher; Daniel D. Campbell
Ivey ID: 9A99A005
Publication Date: 5/5/1999 Revision Date: 1/12/2010
Product Type: Case
Teaching Note: 8A99A04
Geographic Setting: Chile/USA Industry Setting: Wholesale Trade - Durable Goods Size: Large Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Marketing channels; International marketing; Management in a global environment; Marketing research
Major Disciplines: International; Marketing
Product Description: Looking for a creative option to promote 3M products to medical professionals, a 3M Chile sales manager developed the idea of a first-aid kit or "botiquin" that could be used as a promotional gift. 3M Chile launched the product with a limited promotional budget. Sales quickly exceeded their expectations. Now 3M Chile must decide whether a more aggressive promotional campaign will work. (This case is a sequel to 3M Chile - Health Care Products (A), case 9A99A004.)
  Add   View  11 pp.  Teaching Note
Ivey ID: 8A99A04
For use with 9A99A005.
   4PRINT: PLANNING FOR A PROSPEROUS FUTURE
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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
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For use with 9B04M042
Ivey Number: 8B04M42
   A Crack in the Mug: Can Starbucks Mend It?
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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.
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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)
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Author(s): Darren Meister; Carlie Bell
Ivey ID: 9B05E002
Publication Date: 3/7/2005 Revision Date: 9/28/2009
Product Type: Case
Teaching Note: 8B05E02
Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Security Systems; E-Commerce; Information Systems; Crisis Management
Major Disciplines: Management Science and Information Systems
Product Description: The general manager of BookMart, a major online book, movie and CD store was struggling to manage a serious breach of the company's information systems, which jeopardized both the company's reputation and its ability to provide service to its customers. He must develop an immediate plan to address the security breach internally; how to communicate the situation to customers and the media and develop a long term plan that will minimize the risk against possible future attacks. The supplement A Hacker Attack: An e-Commerce Nightmare, product 9B05E003 looks at the general manager's short and long term plans.
  Add   View  9 pp.  Teaching Note
For use with 9B05E002
Ivey Number: 8B05E02
   A HACKER ATTACK: AN E-COMMERCE NIGHTMARE (B)
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Author(s): Darren Meister; Carlie Bell
Ivey ID: 9B05E003
Publication Date: 3/7/2005 Revision Date: 9/28/2009
Product Type: Case
Teaching Note: 8B05E02
Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Crisis Management; Information Systems; Security Systems; E-Commerce
Major Disciplines: Management Science and Information Systems
Product Description: BookMart has a breach in the company's information systems. In this supplement to A Hacker Attack: An e-Commerce Nightmare, product 9B05E002, the general manager has to develop immediate and long term plans to deal with the situation.
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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
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For use with 9B05C006
Ivey Number: 8B05C06
   A MINOR ASSIGNMENT: ROLE OF LYDIA KATZ
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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
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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
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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
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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
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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?
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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