Richard Ivey School of Business – The University of Western Ontario

Disciplines Management

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A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

B & B LIMITED
Add View	17 pp.	• Case
		Bennett KE; Graham JF The partners of B & B were looking at strategic options for their T. V. and Appliance Retail sales company. Sales were down by almost $100,000 from the previous year, due to a decrease in consumer spending. Options include: selling the business asa going concern, hiring a consultant to close down the business and sell out the remaining inventory or make improvements and continue to operate. Ivey Number: 9A91J003 Publication Date: 1/1/1991 Revision Date: 24/04/2002 Geographic Setting: Canada Industry Setting: Furniture, Home and Equipment Stores Company Size: Small organization Event Year Start: 1990 Subjects: Economic Conditions, Partnership, Retailing, Valuation Functional Area: General Management
BABCOCK AND WILCOX: CONSOLIDATED FORECASTING
Add View	6 pp.	• Case
		Bell PC; Brudzynski M The marketing services manager at Babcock and Wilcox had determined that: ‘‘Despite being quite sophisticated in our analysis, we are not quite getting the information we need for our shop-load planning and scheduling. Our sales projections alsodrive our accounting and business forecasts, so we need to improve the way we develop our basic forecasts.’’ How can Babcock and Wilcox improve its forecasting? (A Microsoft Excel data file is available for use with this case, product 7A98E023.) Ivey Number: 9A98E023 Publication Date: 16/02/2000 Geographic Setting: USA/Canada Industry Setting: Construction other than Building Company Size: Large organization Event Year Start: 1997 Subjects: Forecasting, Risk Analysis, Simulation, Spread Sheet Application Functional Area: Management Science & Information Systems
Add View	9 pp.	• Teaching Note
BAMBERGER’S DEPARTMENT STORE
Add View	4 pp.	• Case
		Bell PC Harry Lev was reviewing the recent sales reports for Bamberger’s Department Store in an effort to assess whether or not the newly implemented Wednesday evening late openings had had a positive overall effect on sales. He was under some pressure todemonstrate that the sales during the extended hours were more than covering the added cost to the store of the late opening, since he had been instrumental in initiating this change despite strong employee resistance. If he could not clearly show afinancial benefit, he could expect pressure to discontinue the experiment. (A Microsoft Excel data file is available for use with this case, product 7A99E006.) Ivey Number: 9A99E006 Publication Date: 30/04/1999 Geographic Setting: USA Industry Setting: General Merchandise Stores Company Size: Medium organization Subjects: Data Analysis, Statistical Analysis, Probability, Retailing Functional Area: Management Science & Information Systems
Add View	7 pp.	• Teaching Note
BANK OF MONTREAL (A): A VISION FOR THE FUTURE
Add View	28 pp.	• Case
		White RE; Paul-Chowdhury C Reflecting upon the bank’s performance over the last two years of his tenure, the CEO was pleased with the progress so far, particularly on the domestic side of the business. However, many international strategic opportunities remained to beaddressed. What should the bank be doing in the U.S. and with its U.S. subsidiary, the Harris Bank? As the investment banking business goes global, what should the bank do with its Canadian presence through its Nesbitt Thompson subsidiary.Furthermore, the bank’s traditional corporate banking business was increasingly competing with investment bankers for the corporate and institutional business. The CEO felt that incremental change would not suffice. He wanted to present theemployees of the bank with a challenge - a vision of the future they could help create and that would help guide the organization’s change process. (Two supplements to this case are available and address specific bank divisions - Bank of Montreal(B1): A North American Personal and Commercial Financial Services Strategy, case 9A95M013, and Bank of Montreal (B2): A North American Corporate and Institutional Financial Services, Investment Bank Strategy, case 9A98M013.) Ivey Number: 9A95M012 Publication Date: 17/11/1995 Revision Date: 23/01/2001 Geographic Setting: Canada/USA Industry Setting: Banking Company Size: Large organization Event Year Start: 1991 Subjects: Visioning, Corporate Strategy, Financial Institutions, International Business Functional Area: General Management
Add View	14 pp.	• Teaching Note
BANK OF MONTREAL (B1)
Add View	26 pp.	• Case
		White RE; Paul-Chowdhury C This case is a sequel to Bank of Montreal (A): A Vision for the Future, case 9A95M012, which addressed the need to create a vision for the bank. This case focuses on the retail side of the bank and its U.S. subsidiary, the Harris Bank, particularlyon competition in Canada and the United States. Ivey Number: 9A95M013 Publication Date: 17/11/1995 Revision Date: 19/10/2001 Geographic Setting: Canada/USA Industry Setting: Banking Company Size: Large organization Event Year Start: 1991 Subjects: Visioning, Corporate Strategy, Financial Institutions, International Business Functional Area: General Management
BANK OF MONTREAL (B2)
Add View	25 pp.	• Case
		White RE; Paul-Chowdhury C The Bank of Montreal has created a Vision for the Future for the bank (see Bank of Montreal (A), case 9A95M012). A related case, Bank of Montreal (B1): A North American Personal and Commercial Financial Services Strategy, case 9A95M013, takes thesituation forward three years and permits the students to see what happened and assess both the vision that was espoused and how well it is being accomplished. This case focuses on the bank’s corporate and investment banking businesses. Ivey Number: 9A98M031 Publication Date: 25/11/1998 Geographic Setting: Canada/USA Industry Setting: Banking Company Size: Large organization Event Year Start: 1994 Subjects: Visioning, Corporate Strategy, Financial Institutions, International Business Functional Area: General Management
BANK OF MONTREAL - SEOUL BRANCH
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		Sharp DJ The Bank of Montreal’s Seoul branch manager has to decide how to respond to a change in local government banking regulations that effectively makes lending activities in Korea unprofitable. He has to consider the role of the Korean branch as part ofthe bank’s global operations, and the local culture and regulatory environment. The main objective of the case is to provide an introduction to the Korean business environment as part of a political/economic/social/technological analysis. Ivey Number: 9A93B021 Publication Date: 12/11/1993 Revision Date: 6/5/2002 Geographic Setting: Korea/Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1993 Subjects: Control Systems, Intercultural Relations, International Finance Functional Area: Accounting
Add View	5 pp.	• Teaching Note
BANK OF MONTREAL - THE TASK FORCE ON THE ADVANCEMENT OF WOMEN IN THE BANK (A)
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		Portis B; Tebbutt P A two-year bank employee is at a decision point in her career. She must assess whether or not the actions and recommendations of the Task Force on the Advancement of Women in the bank will be successful in managing change. Specifically, she isconcerned with the ‘‘glass ceiling’’ - the barriers to the advancement of women - and the process used by the bank to eliminate the barriers. (A sequel to this case bearing the same name is available, case 9A92C008.) Ivey Number: 9A92C007 Publication Date: 5/8/1992 Revision Date: 29/04/2002 Geographic Setting: Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1992 Subjects: Women in Management, Career Planning, Management of Change, Employment Equity Functional Area: Human Resource Management
BANK OF MONTREAL - THE TASK FORCE ON THE ADVANCEMENT OF WOMEN IN THE BANK (B)
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		Portis B; Tebbutt P A project team manager faces the issues of managing employee’s expectations and minimizing the resistance to change while implementing an automated Job Vacancy Notification System (JVNS) at the bank. The JVNS was proposed by the Task Force on theAdvancement of Women to promote equal access to job information to all employees. This is a continuation of the Bank of Montreal Task Force (A) case 9A92C007 . Ivey Number: 9A92C008 Publication Date: 5/8/1992 Revision Date: 6/5/2002 Geographic Setting: Canada Industry Setting: Banking Company Size: Large organization Event Year Start: 1992 Subjects: Women in Management, Management of Change, Information Systems, Staffing Functional Area: Human Resource Management
BANK OF MONTREAL: INVESTORE
Add View	23 pp.	• Case
		Pearce MR; Mahieu Y Several years ago, Bank of Montreal conducted an intensive review of the wealth management areas of the Bank’s business and held national focus groups. The outcome of this research led to two main findings: Canadians were anxious about their money management decisions and they were looking for a new way to shop for money management. From these findings, Investore was born. The stores provided customers with everything to manage their money, ranging from a staff of money management experts toa resource library, Internet kiosks, touch-screen terminals, co-promotions and information seminars. The management of the Bank of Montreal was pondering the future of Investore. The five outlets and the mobile unit were performing well, but theynow faced major decisions about the next stages of development. Should the concept be expanded on a conservative or aggressive basis? Should any expansion go to new markets or infill existing major Canadian markets? Should expansion be in physicalstores or move onto the Internet platform? Should they make changes to the Investore concept? Should they change the funding model? Ivey Number: 9A99A033 Publication Date: 29/10/1999 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Company Size: Large organization Event Year Start: 1999 Subjects: Competition, Consumer Behaviour, Profitability Analysis, Retail Marketing Functional Area: Marketing
BANK OF N.T. BUTTERFIELD & SON, LTD.
Add View	29 pp.	• Case
		Wynant L; Talbot RE The Bank of N.T. Butterfield & Son, the second largest bank in Bermuda, is considering an expansion in Europe. The costs and benefits of an increased European presence must be assessed, as well as the most appropriate base of operations: either theU.K., Luxembourg or Germany. Ivey Number: 9A91B013 Publication Date: 1/1/1991 Revision Date: 2/4/2002 Geographic Setting: Bermuda Industry Setting: Banking Company Size: Large organization Event Year Start: 1990 Subjects: Financial Institutions, Internationalization Functional Area: Finance
BANK OF NOVA SCOTIA (BRADY SUBPOENA) (A)
Add View	17 pp.	• Case
		Author(s): Lane HW; Mendes E; Powrie D Publication Date: 1/1/1986 Revision Date: 1/7/2004 Industry: Banking Abstract: The Bank of Nova Scotia has documents subpoenaed by a grand jury in the United States which is deliberating issuing an indictment against two U.S. citizens (clients of the bank) for drug trafficking and tax evasion. The documents are located in the Bahamas and the Cayman Islands. The bank has not been able to get permission from the islands to release the documents and complying with the subpoena would mean violating the bank secrecy laws of the islands. The bank is caught in a bind. Itschoices seem to be breaking the laws of the Cayman Islands and the Bahamas or the laws of the U.S. (A sequel to this case titled Bank of Nova Scotia (Brady Subpoena) (B), case 9A86G010, describes the decision made by the Bank.) Ivey Number: 9A86G009 Geographic Location: USA/Caribbean Company Size: Large organization Year of Event: 1983 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Political Environment; Government Regulation; Ethical Issues; International Finance
Add View	6 pp.	• Teaching Note
		For use with 9A86G009 Ivey Number: 8A86G09
BANK OF NOVA SCOTIA (BRADY SUBPOENA) (B)
Add View	9 pp.	• Case
		Author(s): Lane HW; Mendes E; Powrie D Publication Date: 1/1/1986 Revision Date: 1/7/2004 Industry: Banking Abstract: The Bank of Nova Scotia has documents subpoenaed by a grand jury in the United States which is deliberating issuing an indictment against two U.S. citizens (clients of the bank) for drug trafficking and tax evasion. The Cayman Island secrecy laws donot allow the bank to comply with the subpoena. This case is a sequel to a case bearing the same name, titled Bank of Nova Scotia (Brady Subpoena) (A), case 9A86G009. It describes the course of action the Bank of Nova Scotia took, the outcome ofthe legal fight and the consequences for the bank. Ivey Number: 9A86G010 Geographic Location: USA/Caribbean Company Size: Large organization Year of Event: 1985 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Political Environment; Government Regulation; Ethical Issues; International Finance
BANK OF NOVA SCOTIA: THE MEXICO DECISIONS (A)
Add View	26 pp.	• Case
		Conklin DW The Bank of Nova Scotia faced the decision whether to expand its investments in the Mexican bank, Inverlat. In 1995, it had to write down the value of its investments from $154-million to $10-million as a result of the Mexican peso crisis andsubsequent recession. This case examines the environment of business in Mexico during the time of the currency devaluation. In particular, it focuses on the factors underlying the peso crisis. Privatization of Mexico’s banks and liberalization ofregulations created new opportunities, but at the same time, resulted in extreme instability within the financial sector. While Mexico offered the opportunity to become a major player in the growing Latin American market, nevertheless there wererisks of major losses. (A sequel to this case is available, titled Bank of Nova Scotia: The Mexico Decisions (B), case 9A97H004.) Ivey Number: 9A96H001 Publication Date: 15/04/1996 Revision Date: 15/09/1998 Geographic Setting: Mexico Industry Setting: Banking Company Size: Large organization Event Year Start: 1996 Subjects: Financial Institutions, Management in a Global Environment, Environmental Change, Exchange Rates Functional Area: General Management
Add View	9 pp.	• Teaching Note
BANK OF NOVA SCOTIA: THE MEXICO DECISIONS (B)
Add View	10 pp.	• Case
		Frost TS; Campbell DD The Bank of Nova Scotia has decided not to increase its ownership in Grupo Financiero Inverlat. Details of the deal between the Bank of Nova Scotia and the Mexican Government are provided together with updated information about the Mexican economyand changes in the Mexican banking sector. This case provides material about events that follow the decision outlined in ‘‘Bank of Nova Scotia: The Mexico Decision (A)’’, case 9A96H001. Ivey Number: 9A97H004 Publication Date: 16/04/1997 Revision Date: 3/10/2000 Geographic Setting: Mexico Industry Setting: Banking Company Size: Large organization Event Year Start: 1995 Subjects: International Business, Economic Conditions, Strategic Alliances, Risk Analysis Functional Area: General Management
BANK OF THAILAND IN JUNE 1997
Add View	4 pp.	• Case
		Currie DM Bureaucrats from the Thailand central bank and Ministry of Finance meet to discuss the implications of abandoning the peg of the baht to the U.S. dollar. This is a role play supplement to Thailand, 1997, product 9B01M024. Ivey Number: 9B01M025 Publication Date: 27/09/2001 Geographic Setting: Thailand Industry Setting: Executive, Legislative & General Gov. Event Year Start: 1997 Subjects: Government and Business, Developing Countries, Economic Conditions, Exchange Rates Functional Area: General Management
Add View	20 pp.	• Teaching Note
BANK STOCK INVESTMENT DECISION
Add View	23 pp.	• Case
		Foerster SR A pension fund manager was examining Bank of Montreal’s recent financial performance in comparison with other large Canadian bank stocks, and large U.S. bank stocks as well, to determine what factors appeared to be driving the stock’s performance.He then needed to consider whether to change the fund’s investment in the stock. This case examines the usefulness of financial performance measures and examines what drives stock values. Ivey Number: 9A96B055 Publication Date: 24/10/1996 Revision Date: 4/8/1998 Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies Company Size: Large organization Event Year Start: 1996 Subjects: Valuation, Financial Analysis, Financial Institutions Functional Area: Finance
Add View	8 pp.	• Teaching Note
BANK VOZROZHDENIYE (V.BANK)
Add View	24 pp.	• Case
		Author(s): Conklin DW; Hunter T Description: Through acquisitions and innovative management, Moscow Joint Stock Commercial Bank "Vozrozhdeniye" (V.Bank), had grown to be one of the largest banks in Russia. In a market with many competitors of varying strength and reliability in an unstablebusiness environment, V.Bank was attempting to become a true commercial bank, fashioned after the operations of western banks. The Canadian Imperial Bank of Commerce had undertaken a World Bank contract to assist V.Bank in this process. However, inOctober 1998, as the Russian economy grew worse, management of V.Bank wondered if it would be able to survive the crisis, let alone continue towards its goal of transforming its operations into those that were competitive with the western banks. This case is appropriate for courses where the goal is to provide students with the ability to understand and forecast broad economic forces and incorporate this information into a decision-making process. The student is forced to make strategicdecisions in a situation of uncertainty and instability, and in crisis mode, in an emerging market. Issues that need to be resolved include privatization, economic and monetary policy, IMF and World Bank intervention, societal stability, andgovernment regulation. Ivey Number: 9A99M008 Publication Date: 3/24/1999 Revision Date: 6/15/2004 Geographic Setting: Russia Industry Setting: Banking Company Size: Large organization Event Year Start: 1998 Subjects: Restructuring; Corporate Strategy; Financial Institutions; Political Environment Level of Difficulty: MBA Functional Area: General Management
Add View	6 pp.	• Teaching Note
		Ivey Number: 8A99M08 For use with 9A99M008.
BARRICK GOLD CORPORATION - INVESTOR RELATIONS
Add View	48 pp.	• Case
		Kalymon BA; Kalymon TA Barrick Gold was a major international gold mining company with shares traded both in Toronto and in New York and a broad base of institutional investors. Its financial performance had been very strong over the past decade, partly due to verysuccessful gold price hedging. An investor relations program was implemented at Barrick Gold. Senior managers of the company were concerned over the recent performance of the stock which had been impacted by a number of factors including gold pricevolatility, reduced valuation of ‘‘old economy’’ companies and concerns over hedging issues. The company needed to review its positioning in the market and its investor relations to determine the best way to improve shareholder value. Ivey Number: 9B00N015 Publication Date: 31/10/2000 Geographic Setting: Canada Industry Setting: Metal Mining Company Size: Large organization Event Year Start: 2000 Subjects: Valuation, Management Communication, Risk Management, Natural Resources Functional Area: Finance
BARRIE CHARITY BINGO
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		Author(s): Morse E; Bubel J Publication Date: 9/20/2004 Industry: Amusement and Recreation Services Abstract: The owner of a large bingo facility recently bought out his only competitor, but this purchase is putting a financial drain on his company. An impending smoking by-law could reduce the number of customers, putting a strain on both businesses. Aspart of the purchasing agreement, one facility must close, leaving the owner with a large building on prime land, which was of little use to him. With the vacant building costing him hundred of dollars per day to maintain, he must decide whether tosell the building, rent it out, or use it as a self-storage facility. Ivey Number: 9B04M049 Geographic Location: Canada Company Size: Small organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Opportunity Recognition; Growth; Business Development
Add View	8 pp.	• Teaching Note
		For use with 9B04M049 Ivey Number: 8B04M49
BARRY WRIGHT
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		Frost AC A chartered accountant with a large chartered accounting firm, faces a career dilemma. Recently separated, with joint custody of his two young children, he finds himself unable to log the number of hours traditionally required to achieve partnerstatus within his accounting firm. He faces the choice of staying with his firm on the partnership track or accepting a job with another firm in the oil and gas industry which would not require the same number of hours. Ivey Number: 9A96C004 Publication Date: 4/12/1996 Revision Date: 25/05/2001 Geographic Setting: Canada Industry Setting: Miscellaneous Services Company Size: Large organization Event Year Start: 1995 Subjects: Family-Work Interaction, Partnership Functional Area: Human Resource Management
Add View	4 pp.	• Teaching Note
BASIC/BLACK ZALE YOUNGMAN ADVERTISING, INC.
Add View	14 pp.	• Case
		Kennedy JR; Roman F; Poblador M The newly appointed president of the Philippines’ largest advertising firm arrives at her office to find a fax from New York. The fax says that Colgate-Palmolive is realigning its accounts worldwide. The effect of this move is that Basic/Black ZaleYoungman Advertising will lose about 90% of its billings from its Philippines Colgate-Palmolive account. There are two very different discussion issues. The first issue is the decision(s) on what actions to take. The second issue is the handlingof worldwide advertising in an environment which varies greatly from country to country. Ivey Number: 9A94A008 Publication Date: 2/12/1994 Revision Date: 12/2/1999 Geographic Setting: Philippines Industry Setting: Business Services Company Size: Large organization Event Year Start: 1994 Subjects: International Business, Advertising Management Functional Area: Marketing
Add View	8 pp.	• Teaching Note
BATTERY TECHNOLOGIES INC. (A)
Add View	22 pp.	• Case
		Johnston CB; O’Sullivan J Battery Technologies Inc. is a Canadian company that has developed a new rechargeable battery technology. They have decided to license the technology to larger, established battery manufacturers. Problems have arisen due to the reluctance of thelarger companies to purchase these licenses, both because BTI has little credibility and because they fear cannibalization of their main product lines. BTI has responded by attempting to bring new players into the battery industry and licensingthem. This strategy has not worked. BTI is currently facing a financial crisis and must evaluate the viability of their licensing strategy. The alternatives are for BTI to manufacture the battery themselves, or to effectively sell out to a majorU.S.-based, non-battery manufacturing corporation. Ivey Number: 9A93A003 Publication Date: 21/01/1993 Revision Date: 6/6/2002 Geographic Setting: International Industry Setting: Electric & Electronic Equipment Supplies Company Size: Small organization Event Year Start: 1990 Subjects: Product Design/Development, Personnel Management, Licensing Functional Area: Marketing
BATTLE IN THE AIR (A): INTRINSIC AND CHINA’S WIRELESS INDUSTRY
Add View	22 pp.	• Case
		Lu W; Shen Z; Wu W Intrinsic Technology Ltd. is a Shanghai-based wireless Internet software provider. China has a large number of mobile phone users and the market is growing. Various domestic and overseas companies are competing to capture a part of this market.Intrinsic recognized the opportunity to tap into the mobile phone market and was one of the first to offer these users wireless Internet technology. The founder of the company must decide what the next step should be, in this emerging market basedin a developing country, and in light of increasing competition. Ivey Number: 9B01M060 Publication Date: 5/9/2001 Geographic Setting: China Industry Setting: Communications Company Size: Small organization Event Year Start: 2000 Subjects: Market Strategy, Strategy Implementation, Emerging Markets, Change Management Functional Area: General Management
Add View	8 pp.	• Teaching Note
BAYER CANADA INC.: THE SAP CHALLENGE
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		Reddin CP The management team must determine how to get the buy-in of the majority of its employees to ensure the success of the SAP (Systems, Applications and Products) project. The implementation of SAP would cause enterprise-wide change, replacing thecurrent sales and distribution, human resources, finance/IS and materials management legacy systems. It would radically redefine how people, processes and technology would come together to drive the company’s strategy. Ivey Number: 9A99C008 Publication Date: 2/3/1999 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 1997 Subjects: Management Communication, Management of Change, Information Technology, Employee Participation Functional Area: Human Resource Management
Add View	5 pp.	• Teaching Note
BC SUGAR REFINERY, LIMITED
Add View	22 pp.	• Case
		White RW; Hays M; Pinchin G One of the two major sugar refineries in Canada has become embroiled in a takeover battle that pits a flamboyant Vancouver billionaire against the president of Balaclava Enterprises. After BC Sugar Refinery Limited had all but sealed up the dealwith a $15 per share bid, Balaclava Enterprises has now approached the president of Onex Corporation for assistant in raising the ante. Onex’s president must evaluate the attractiveness of the industry, the company and any possible financingalternatives in order to calculate the value inherent in the transaction. BC Sugar Refinery Limited’s bid will expire on June 26, 1997. However, due to the fact that a large percentage of the shares had already been tendered to the competing bid,Onex’s decision must be made within the next few days. Ivey Number: 9A99N028 Publication Date: 1/12/1999 Revision Date: 19/07/2001 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Large organization Event Year Start: 1997 Subjects: Acquisitions, Deal Structuring, Securitization Functional Area: Finance
BC TELECOM INC.
Add View	8 pp.	• Case
		Hatch JE; Zilkey B Two managers attempt to compute the cost of capital for B C Telecom Inc. They discuss hurdle rates, dividend yields, stock issues, and borrowing history. Ivey Number: 9A95B016 Publication Date: 16/10/1995 Revision Date: 26/10/2000 Geographic Setting: Canada Industry Setting: Communications Company Size: Large organization Event Year Start: 1989 Subjects: Cost of Capital, Capital Budgeting Functional Area: Finance
Add View	9 pp.	• Teaching Note
BEACH BUS
Add View	16 pp.	• Case
		Author(s): Bridgnell CJ; Mimick RH Publication Date: 1/1/1985 Revision Date: 11/5/2003 Industry: Transportation Services Abstract: Phil Brooks, a second year university student, was investigating the feasibility of starting an enterprise called the ’Beach Bus’. The Beach Bus would be a daily transit service carrying passengers from the cities of Trenton, Belleville, andBayside, Ontario to Outlet Beach in Sandbanks Provincial Park. Brooks wanted to evaluate the overall feasibility of the idea. Ivey Number: 9A85K026 Geographic Location: Canada Company Size: Small organization Year of Event: 1984 Level of Difficulty: Introductory Functional Area: Marketing Subjects: Feasibility Analysis; Market Analysis; Break-Even Analysis; Production Management/Control
BEDROCK CORPORATION – PACKAGING SYSTEMS DIVISION
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		Author(s): Kudar RP; English R; Magrath A Publication Date: 1/1/1989 Revision Date: 1/22/2004 Industry: Paper and Allied Products Abstract: The marketing manager of Bedrock’s Packaging Systems Division, is responsible for generating a plan to revitalize sales of Wrap ’N’ Stick, a product introduced three years earlier. The alternatives for the product include an exclusivity deal,private branding, enhanced marketing, and the use of a fund raising wholesaler. A discounted cashflow is to be used to quantify the alternatives (which were not necessarily mutually exclusive). Numerous qualitative issues also need to be consideredin devising the marketing plan. Ivey Number: 9A89B039 Geographic Location: Canada Company Size: Large organization Level of Difficulty: Undergraduate/MBA Functional Area: Accounting Subjects: Contribution Analysis; Market Strategy; Profitability Analysis
Add View	9 pp.	• Teaching Note
		For use with 9A89B039 Ivey Number: 8A89B39
BEHAVIOUR OF COSTS
Add View	39 pp.	• Case
		Author(s): Campbell AN; Mimick RH Description: This note discusses cost behaviour, break-even analysis contribution and projected income statements. In addition to the theoretical framework, two examples are presented and analyzed. Ivey Number: 9A83K042 Publication Date: 1/1/1983 Revision Date: 7/7/2004 Subjects: Break-Even Analysis; Contribution Analysis; Management Accounting; Relevant Costs Level of Difficulty: Introductory Functional Area: Accounting
BEIJING HUAZHANG GRAPHICS AND INFORMATION CO.
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		Kalymon BA; Zhu C Huazhang is a joint venture between China Machine Press and Multi-Lingua Publishing International, Inc. of the United States. Since its establishment, Huazhang had developed from a company with three employees to more than 100 employees. Theshareholders are interested in determining how well the company has been managed and the board decides the best way to do this would be to value the company. The board also wants to measure the general managers’ future performance based on theincreased value of the company. The issue for the newly-appointed general manager is to determine which of the many possible methods should be used to value the company, including the discounted cash flow model, and to perform sensitivity tests. Ivey Number: 9B01N013 Publication Date: 9/11/2001 Revision Date: 15/03/2002 Geographic Setting: China Industry Setting: Printing, Publishing & Allied Industries Company Size: Medium organization Event Year Start: 2001 Subjects: Valuation, Cash Flow, Sensitivity Analysis Functional Area: Finance
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BEIJING JEEP CO. AND THE WTO
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		Tan J; Young MN Beijing Jeep Corporation Ltd. was one of the first joint ventures between an American company, DaimlerChrysler Corporation and a Chinese enterprise, Beijing Automotive Works. Early in its operations, Beijing Jeep was given preferential treatment on tariffs and foreign exchange, and had spent many years developing relationships with senior government officials that protected them from import competition. After several years of negotiations, there was an agreement of terms for China to enter intothe World Trade Organization. Terms of this agreement called for a steep reduction in tariffs for imported automobiles, which would lower entry barriers to the Chinese automotive industry, thus creating more competition for the company. Tariffs oncomponents imported from the United States would also be reduced but this would not be enough to offset the flood of imported vehicles into the market. Entry into the World Trade Organization would mean a lot of changes, and Beijing Jeep mustdetermine whether they should continue focusing on the relationships they have built with the government, or approach their joint venture partner for additional support. Ivey Number: 9B01M061 Publication Date: 17/10/2001 Revision Date: 30/04/2002 Geographic Setting: China Industry Setting: Transportation Equipment Company Size: Large organization Event Year Start: 2000 Subjects: Automotive, Cross Cultural Management, Manufacturing, Partnership Functional Area: General Management
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BEIJING MIRROR CORP.
Add View	25 pp.	• Case
		Beamish PW; Chen X; Zhao X Beijing Mirror Corporation owned the patent for a newly invented rearview mirror which eliminated the usual blind spot. At issue for the company was how to introduce the product to both the domestic and international markets. More specifically,should the company try to commercialize the technology independently, or via joint venture? Should they do so with a local or foreign company? What pricing, promotional and distribution approaches made sense? What is their resource positionrelative to these decisions? Ivey Number: 9A98M033 Publication Date: 25/11/1998 Revision Date: 10/2/2000 Geographic Setting: China Industry Setting: Transportation Equipment Company Size: Medium organization Event Year Start: 1996 Subjects: Intellectual Properties, Patents, International Marketing, Joint Ventures Functional Area: General Management
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BEIJING TORONTO INTERNATIONAL HOSPITAL
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		Hardy KG; Mark K Beijing Toronto International Hospital was a new private facility being built in Beijing that would offer a full range of general and specialized Western-quality medical services to a very specific market segment: expatriates and wealthy Chinesefamilies. Membership cards were sold that entitled each member to a distinct level of hospital service. The chief executive officer found that as the building neared completion, only a few memberships had been sold which resulted in a cashshortage. He did not know why sales failed to materialize as expected, but felt that he must redirect and revitalize the marketing campaign. He considered several options and had to determine what would work best in the Chinese market. Ivey Number: 9B01A006 Publication Date: 5/3/2001 Revision Date: 4/6/2001 Geographic Setting: China Industry Setting: Health Services Company Size: Medium organization Event Year Start: 1999 Subjects: Market Entry, Market Strategy, Health Administration, International Marketing Functional Area: Marketing
Add View	9 pp.	• Teaching Note
BEING DIFFERENT: EXCHANGE STUDENT EXPERIENCES
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		Author(s): Wesley DTA; Lane HW Description: This case is about African-American, Latin American and Asian undergraduate, international business majors from a Boston-area university who traveled to Spain, France and Germany for a year-long period of study and work. Presented are theirexperiences being minority students in Europe. The experiences range from annoying stares to aggressive propositions from men. This case can be used with the note The Changing Face of Europe: A Note on Immigrations and Societal Attitudes, product 9B03M050 to prepare business students for overseas study and internships. Ivey Number: 9B04C005 Publication Date: 1/16/2004 Geographic Setting: Spain/Germany Industry Setting: Educational Services Event Year Start: 2002 Subjects: Discrimination; Education; Human Behaviour; Intercultural Relations Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management
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		Ivey Number: 8B04C05 For use with 9B04C005.
BELL CANADA
Add View	27 pp.	• Case
		White RW; Wozniewski R The treasurer of Bell Canada was evaluating several financing alternatives for raising $200 million in a contemplated offering. Implicit in this decision were the considerations of what target capital structure would be appropriate to insulate BellCanada’s operating mandate from capital market conditions and what financial objectives would be the most consistent with achieving the chosen target. Extraordinary advances in technology, increased levels of competition, changes in the regulatoryenvironment and rising expectations of customers were all working to reshape the telecommunications industry. Ivey Number: 9A90B030 Publication Date: 25/09/1992 Revision Date: 20/03/2002 Geographic Setting: Canada Industry Setting: Communications Company Size: Large organization Event Year Start: 1985 Subjects: Financial Strategy, Financing, Deregulation, Leverage Functional Area: Finance
BELL CANADA: THE PROFIT ORIENTATION SEMINAR
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		Graham JF; Klus LJ A manager at the Bell Institute for Professional Development, has just finished developing the ‘‘Profit Orientation Seminar’’ and is about to train individuals to deliver it to over 50,000 Bell employees. She must consider the issuers of training anddevelopment, managing change and evaluating the success of the training program. Ivey Number: 9A92J010 Publication Date: 7/9/1994 Revision Date: 15/10/2001 Geographic Setting: Canada Industry Setting: Business Services Company Size: Large organization Event Year Start: 1991 Subjects: Employee Training, Industry Analysis, Management of Change, Performance Evaluation Functional Area: Human Resource Management
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BELL CANADA: NETWORK INSTALLATION COORDINATION (NIC)
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		Mikalachki A; Crawford F The new manager of the network installation coordination section had just met with her management team for the first time. The meeting did not go well as it appeared to have no direction, purpose, or resolutions. The new manager’s successfulhistory of process improvement management had prompted her move into the new position. She needed to mould the existing group into a functional team with common goals, objectives and purpose as quickly as possible. In order to accomplish this goalshe must determine the factors leading to effective performance and to develop a course of action. Ivey Number: 9A98C010 Publication Date: 22/09/1998 Revision Date: 22/10/1998 Geographic Setting: Canada Industry Setting: Communications Company Size: Large organization Event Year Start: 1998 Subjects: Human Resources Management, Team Building, Management of Change, Job Satisfaction Functional Area: Human Resource Management
BELLE AIR CHARTER
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		Author(s): Griffith S; Grasby EMA Description: The owner of a charter airline wishes to determine why the business experienced yet another unprofitable year of operations. He decides to produce an income statement reflecting the profits generated or losses incurred by each plane so that a decision could be made about the fleet mix for subsequent years. Ivey Number: 9A93K010 Publication Date: 12/10/1993 Revision Date: 4/21/2004 Geographic Setting: Canada Industry Setting: Air Transportation Company Size: Small organization Event Year Start: 1993 Subjects: Cost Allocations; Management Accounting Level of Difficulty: Introductory/Undergraduate Functional Area: Accounting
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		Ivey Number: 8A93K10 For use with 9A93K010.
BEN & JERRY’S - JAPAN
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		Hagen JM The CEO of Ben & Jerry’s Homemade, Inc. needed to give sales and profits a serious boost; despite the company’s excellent brand equity, it was losing market share and struggling to make a profit. The company’s product was on store shelves in allU.S. states, but efforts to enter foreign markets had only been haphazard with non-U.S. sales accounting for just three per cent of total sales. The CEO needed to focus serious attention on entering the world’s second largest ice cream market,Japan. An objective of Ben & Jerry’s was to use the excess manufacturing capacity it had in the U.S., and it found that exporting ice cream from Vermont to Japan was feasible from a logistics and cost perspective. The company identified two leadingpartnering options. One was to give a Japanese convenience store chain exclusive rights to the product for a limited time. The other was to give long-term rights for all sales of the product in Japan to a Japanese-American who would build thebrand. For the company to enter Japan in time for the upcoming summer season, it would have to be through one of these two partnering arrangements. Ivey Number: 9A99A037 Publication Date: 13/04/2000 Revision Date: 31/10/2001 Geographic Setting: Japan/USA Industry Setting: Food and Kindred Products Company Size: Medium organization Event Year Start: 1997 Subjects: Market Entry, Corporate Strategy, International Marketing, Strategic Alliances Functional Area: Marketing
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BEN & JERRY’S HOMEMADE INC.: BACKGROUND NOTE
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		Lane HW; Berdrow I Ben & Jerry’s makes super-premium ice cream under a tri-part mission to produce the finest quality all-natural ice cream, to be socially conscious and improve the quality of life of a broad community, and to operate profitably so that shareholdervalues continue to grow and employees enjoy career opportunities and financial rewards. The company has grown from one small ice cream parlor in a converted gas station to achieving sales of over $130 million in 1992. This note provides thebackground for the decision to be made in "Iceverks (A): Ben & Jerry’s in Russia", case 9A93G007. Industry: Food Stores Issues: Corporate Culture, Corporate Responsibility Location: Russia Size: Year of event: 1993 Level: Undergraduate/MBA Revised: 11/7/00 Ivey #: 9A93G006
BENJAMIN’S BAGELS
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		Pearce MR After a successful roll-out throughout the Northeastern United States, Benjamin’s Bagels is set to enter the Canadian market. The vice-president is reviewing information about potential sites in the Greater Toronto area, using micromarketing andgeographic information systems.A supplemental file containing maps, product 7A97A004, accompanies this case. Ivey Number: 9A97A004 Publication Date: 10/9/1997 Revision Date: 4/10/2000 Geographic Setting: Canada Industry Setting: Food Stores Subjects: Retail Marketing, Marketing Research, Consumer Research, Shopping Centres Functional Area: Marketing
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Bezner Bonder Lambert and Murphy LLP
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		Author(s): Stephanie Wax; John Haywood-Farmer Ivey Number: 9B02D013
BHIWAR ENTERPRISES
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		Author(s): DiStefano JJ; Brannan G Description: A nephew in an Indian family business has prepared a consulting report advocating changes in organizational structure and practices. His North American MBA training has influenced both the content of his recommendations and the process of suggestingthem. Both the content and the process violate norms of the Indian culture as well as those of the African culture in which the family business has flourished for 40 years. The problem is what to do given that his actions and report have stirred updeep feelings and conflicts within the family business. Ivey Number: 9A86C051 Publication Date: 1/1/86 Revision Date: 6/11/2003 Geographic Setting: Africa Industry Setting: Wholesale Trade - Non-Durable Goods Event Year Start: 1985 Subjects: Intercultural Relations; Family-Work Interaction; Consulting Level of Difficulty: Undergraduate/MBA
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BIG BROTHERS
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		Head SM; Grasby EMA The Executive Director of a non-profit organization must deal with the fact that over the past few years, the organization has experienced a decline in volunteers, men who offer consistent adult male companionship to boys from father absent homes.They must tackle the challenges of: 1) recruiting and retaining volunteers in the cash-strapped 1990’s; 2) motivating people within the organization without the usual motivational tools (raises and threats of dismissal); and 3) practicing persuasive leadership techniques where they must constantly communicate, reiterate and reflect the shared values of the agency’s volunteers. Ivey Number: 9A96J014 Publication Date: 23/10/1996 Revision Date: 1/5/2001 Geographic Setting: Canada Industry Setting: Social Services Company Size: Small organization Event Year Start: 1994 Subjects: Non-Profit Organization, Leadership, Motivation Functional Area: Human Resource Management
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BIG CITY COURIER
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		Bryant MJ; Theobalds M Big City Courier is a small regional courier company operating in Toronto, Ontario. The business was started two years ago, and has grown rapidly since its inception. The company is making profits, but has a severe cash flow problem. This case maybe used to illustrate the statement of cash flows, the impact of rapid growth on a company’s cash position, and the financing gap between receivables and payables. Industry: Business Services Issues: Accounting Methods, Cash Flow, Financing, Entrepreneurship Location: Canada Size: Small organization Year of event: 1997 Level: Undergraduate/MBA Revised: Ivey #: 9A97B009
BIG SERVER SOFTWARE
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		Author(s): Parent M; Mark K Description: The founder and president of Big Server Software has spent the past 12 years building his database software company. He now faces difficult decisions about how to take the company to the next level. Despite a string of minor successes and somefailures, he believes that his product, a semantic database, represents the next and improved generation of database software. He must devise a plan to get his company going. Ivey Number: 9B03E014 Publication Date: 5/28/2003 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 2002 Subjects: E-Commerce; Startups; Strategic Planning; Market Entry Level of Difficulty: Undergraduate/MBA
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BIO PED FRANCHISING INC. AND BIO PED FOOT CARE CENTRES
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		Shaw DC; Robertson G The co-owners of Bio Ped Franchising Inc., were entering their eleventh year in business together. They had just finished conducting strategic planning meetings with their franchisees. They had been very successful in their business, havingachieved a sustained annual increase in revenue of 20 to 25 per cent over this ten-year period. Their achievements were especially notable given the difficult economic climate. However, their recent failed attempt at expansion into the state ofFlorida had eroded their Ontario profits and cast something of a pall over the expansion plans they were considering. During this time Bio Ped had become the largest and most progressive foot orthotics business in North America. Competition was onthe rise and the advent of new technology made it easier for others to enter the business. The co-owners were putting together their business plan for the next year. They wanted to develop a plan which would help them to sustain their leadershipposition in the industry and to plan for expansion beyond their current products and markets. The strategic challenge was to balance a strong desire to grow with an equally strong desire to avoid another failure. The Florida experience was not yetbehind them and another failure would seriously jeopardize the company’s performance and survival. Ivey Number: 9A96F005 Publication Date: 8/5/1997 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Company Size: Small organization Event Year Start: 1995 Subjects: Strategic Planning, Financial Planning Functional Area: General Management
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BIOSONICS INCORPORATED
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		Author(s): House D; Grasby EMA Description: Biosonics Incorporated was a rapidly growing entrepreneurial company specializing in the application of high frequency technology as a measurement tool for medical research. The president and one of the founding partners must determine the futuredirection of the company in the face of several possible options: continue to sell the company’s measurement system; introduce the system into new, related markets; develop application technology for the clinical market; sell the company’sintellectual property; sell the rights to the technology; or sell the company. Ivey Number: 9B03M022 Publication Date: 5/28/2003 Geographic Setting: Canada Industry Setting: Measuring & Analyzing Instruments Company Size: Small organization Event Year Start: 2002 Subjects: Entrepreneurship; Strategic Balance; Generating Profit from New Technology; Valuation Level of Difficulty: Introductory
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BIOVAIL CORPORATION (A)
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		Author(s): Sharp DJ; Heisz MA; Frisch J Description: Biovail Corporation, a large pharmaceutical company, recently had its stock downgraded by a well known pharmaceutical analyst and a number of other analysts were also scrutinizing the company. The outcome was not favorable, as Biovail’s acquisitionmethods were labeled as unethical and their accounting practices were questioned. An investor with the company must decide if she will continue to invest in a company that has been identified with low ethical standards. The supplement BiovailCorporation (B), product 9B04N008 discusses the investor’s decision, and some information that caused her to reconsider that decision. Ivey Number: 9B04N007 Publication Date: 5/4/2004 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 2002 Subjects: Ethical Issues; Investments; Patents Level of Difficulty: Undergraduate/MBA Functional Area: Finance
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		Ivey Number: 8B04N07 For use with 9B04N007.
BIOVAIL CORPORATION (B)
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		Author(s): Sharp DJ; Heisz MA; Frisch J Description: In this supplement to Biovail Corporation (A), product 9B04N007, an investor in Biovail made the decision to sell her stock in the company based on published reports from a well known pharmaceutical analyst. She later finds out that this analyst hadan interest in Biovail’s competition and wonders if she should reconsider her decision. Ivey Number: 9B04N008 Publication Date: 5/4/2004 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 2002 Subjects: Ethical Issues; Investments; Patents Level of Difficulty: Undergraduate/MBA Functional Area: Finance
Add View	7 pp.	• Teaching Note
		Ivey Number: 8B04N07 For use with 9B04N008.
BIOVELOCITY
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		Author(s): Skliarenko E Publication Date: 10/13/2004 Industry: Business Services Abstract: BioveloCity is a specialized networking and information source that would assist in the development and successful growth of a life sciences related community. The chief executive officer was preparing to present to the board the recently launchedweb-based portal as a potential source for raising funds. His concern was whether to commercialize the program or look for other alternatives, as well as determining what kind of additional research should be done. Ivey Number: 9B04M061 Geographic Location: Canada Company Size: Small organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Generating Profit from New Technology; Entrepreneurial Finance; Market Entry; Technology
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		For use with 9B04M061 Ivey Number: 8B04M61
BIRCH POINT LODGE
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		Compeau D; Compeau VJ Birch Point Lodge is a small family run resort. The managers of the lodge are trying to incorporate technology into the daily operations of the resort. With little experience, staff that are not very computer savvy and limited resources, usingtechnology effectively have become a real challenge. They have twice tried to purchase a computerized system for handling reservations, billing and other processes. Most recently they spent $9,000 to purchase a system that was never used. They arefaced with another option and must decide whether to purchase the new software or not. Ivey Number: 9B01E024 Publication Date: 9/11/2001 Geographic Setting: Canada Industry Setting: Hotels, Rooming Houses, Camps Company Size: Small organization Event Year Start: 1999 Subjects: Management Information Systems, Small Business, Computer System Implementation Functional Area: Management Science & Information Systems
BIRMINGHAM MEGATRON, INC.
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		Bell PC The plant manager at Birmingham Megatron’s manufacturing operation was looking to modify an existing production unit in order to expand output for an additional contract. This new contract was still at the bidding stage, and cost accounting hadproposed a bid of $64.00/block for the required 1,400 blocks/week. She wondered if she could afford to offer a more competitive price in order to win this contract. Ivey Number: 9A98E044 Publication Date: 7/9/1999 Geographic Setting: USA Industry Setting: Transportation Equipment Company Size: Medium organization Subjects: Simulation, Manufacturing Capacity, Capacity Analysis, Risk Analysis Functional Area: Management Science & Information Systems
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BISHOP’S UNIVERSITY: CLASS SCHEDULING
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		Bell PC; Taseen A Bishop’s University’s registrar had been notified that new course and exam scheduling software would not be purchased. Following the decision, a faculty member from the business school was contemplating the scheduling of classes for the school’sspring semester. He thought that if he was able to schedule next semester’s classes within the business school, then his approach could perhaps be extended to other divisions of the university. (A Microsoft Excel data file and model are availablefor use with this case, product 7A98E024.) Ivey Number: 9A98E024 Publication Date: 23/08/1999 Geographic Setting: Canada Industry Setting: Educational Services Company Size: Medium organization Event Year Start: 1996 Subjects: Programming, Scheduling, Spread Sheet Application, Education Functional Area: Management Science & Information Systems
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BLACK & DECKER-EASTERN HEMISPHERE AND THE ADP INITIATIVE (A)
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		Morrison A; Black JS The new president of Black & Decker-Eastern Hemisphere, attempts to introduce a new performance appraisal and management development system. Black & Decker is a relatively weak player in the Eastern Hemisphere and the president is convinced that he needs to significantly increase the number and quality of managers in the region. To assist in the development process, The president is considering introducing a US-designed Appraisal Development Plan (ADP) in the region. ADP uses 360 degreefeedback from peers, subordinates, and supervisors to assist employees in building managerial skills and in increasing personal accountability. Despite a successful track record for ADP in Black & Decker North America, members of the top managementteam are concerned that ADP will be a failure in the Eastern Hemisphere. They argue that the system faces huge barriers due to organizational cultural issues related to staffing, systems leadership and structure. The president is flirting withdisaster if he proceeds. Industry: Miscellaneous Manufacturing Industries Issues: Management Development, Management in a Global Environment, Management by Objectives, Employee Training Location: Singapore/USA Size: Large organization Year of event: 1996 Level: Undergraduate/MBA Revised: 17/12/1998 Ivey #: 9A98G005
BLACK & DECKER-EASTERN HEMISPHERE AND THE ADP INITIATIVE (B)
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		Morrison A; Black JS The new president of Black & Decker-Eastern Hemisphere, is convinced that he needs to significantly increase the number and quality of managers in the region. One tool available to him is the US-designed Appraisal Development Plan (ADP). Afterweighing the options, he decided to move forward full speed on the introduction of the ADP, despite concerns over huge cultural hurdles. Shortly thereafter the Manager of Human Resources resigned to take a promotion with a Japanese consumerelectronics company in Singapore. Utilizing a senior Human Resource professional transferred from the head office, ADP is implemented. One year later, it was clear that the Management Advisory Committee still faced the challenge of developing thenext generation of leaders in the Eastern hemisphere. Industry: Miscellaneous Manufacturing Industries Issues: Management Development, Management in a Global Environment, Management by Objectives, Employee Training Location: Singapore/USA Size: Large organization Year of event: 1996 Level: Undergraduate/MBA Revised: 18/12/1998 Ivey #: 9A98G006
BLACKSHOP BISTRO
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		Haywood-Farmer JS; Fear K; Luinenburg L The son of the founder and owner of Blackshop Bistro (and an employee) had to decide how to respond to his father’s suggestion that the family business relocate to a new commercial building nearby. The fine-dining restaurant had enjoyed greatsuccess; however, to achieve its growth objectives and offer the founder’s sons an opportunity, the business must seek alternatives to expand sales. Expansion may ultimately threaten the Bistro’s current strategy and target market. In addition, themove would require significant financial, marketing, and operational changes. Ivey Number: 9A93D029 Publication Date: 30/11/1993 Revision Date: 15/10/1999 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Small organization Event Year Start: 1991 Subjects: Services, Growth Strategy, Market Strategy, Relocation Functional Area: Production/Operations Management
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BLES BIOCHEMICALS INC. (A)
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		Author(s): Nicholls-Nixon CL; Parkhill S Description: BLES Biochemicals Inc. is a research and development company that specializes in natural surfactants. After many years of trying, the president has finally obtained approval for the company’s only product, BLES. The product is used to helppremature babies suffering from respiratory distress syndrome - without it, they could die. The company had been allowed to sell the product in advance of receiving the approval but with the news of receiving the go ahead to use and sell theproduct, the president had to decide his next move. The obvious step would be to pursue international expansion. The worldwide market potential for BLES was incredible. However, there were trade-offs associated with each of the markets underconsideration. Moreover, the inherent risks associated with growth gave him cause for concern. He was anxious to develop a growth strategy that explicitly considered the interests of the company, prospective patients, his family, his partners, andhis employees. The supplement BLES Biochemicals Inc. (B), product 9B03M027 follows the events six month later. Ivey Number: 9B03M026 Publication Date: 9/25/2003 Revision Date: 10/14/2003 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Small organization Event Year Start: 2002 Subjects: Entrepreneurship; Biotechnology Management; Growth Strategy; Technology Level of Difficulty: Undergraduate/MBA
BLES BIOCHEMICALS INC. (B)
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		Author(s): Nicholls-Nixon CL; Parkhill S Description: This is a supplement to BLES Biochemicals Inc. (A), product 9B03M026. The (A) case explores the growth options available to a new biotech company with a revolutionary drug for premature infants. There seems to be a significant potential forinternational growth. The (B) case takes place six months later when the president of the company obtains new data concerning market size projections, technological advances and competitor actions that require him to reconsider the company’sstrategic positioning and plans for international expansion. Ivey Number: 9B03M027 Publication Date: 9/25/2003 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Small organization Event Year Start: 2002 Subjects: Entrepreneurship; Biotechnology Management; Growth Strategy; Technology Level of Difficulty: Undergraduate/MBA
BLINDS TO GO - WANTED: PEOPLE TO LEAD EXPLOSIVE GROWTH (A)
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		Olivera F; Purdy L; Mark K The president of Blinds To Go, a small retail fabricator of custom-made blinds, announces his plans of expanding the business across North America one region at a time. With substantial backing from an investment firm, the business has quintupled itsrevenues in less than two years and is looking to expand aggressively across the United States. However, the company has experienced significant turnover in its senior management positions. The company struggles with the issue of how to get andkeep the senior management talent needed to achieve the growth the company wants. Ivey Number: 9B01C002 Publication Date: 17/05/2001 Revision Date: 13/12/2001 Geographic Setting: Canada/United States Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 2000 Subjects: Human Resources Management, Corporate Culture, Employee Retention, Action Planning and Implementation Functional Area: Human Resource Management
BLINDS TO GO - WANTED: PEOPLE TO LEAD EXPLOSIVE GROWTH (B)
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		Olivera F; Purdy L; Mark K Blinds To Go, a small retail fabricator of custom-made blinds, is looking to for the best talent it could to help them achieve their aggressive expansion goals. Emphasis was put on establishing internal programs that would groom candidates for seniormanagement positions. Despite the temptation to bring in a vice-president from outside the company, the company believed it was in their best interest to develop and promote talent from within. This is a supplement to the Blinds To Go - Wanted:People To Lead Explosive Growth (A) case, (product number 9B01C002). Ivey Number: 9B01C003 Publication Date: 17/05/2001 Revision Date: 11/10/2001 Geographic Setting: Canada/United States Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 2000 Subjects: Human Resources Management, Corporate Culture, Employee Retention, Action Planning and Implementation Functional Area: Human Resource Management
BLINDS TO GO: EVALUATING THE BLINDSTOGO.COM RETAIL E-COMMERCE VENTURE
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		Pearce MR; Mark K When Blindstogo.com, the online project of Blinds To Go (BTG), was first proposed in mid-1999 its board of directors was lukewarm to the idea. However, after six months of operation and seeing other retailers start to go online and the tremendousvaluation being given to dot.coms, the board was encouraging BTG to devote more resources to the project. Plans were already in place to further expand their retail store network. Senior management at BTG had received sales, spending and surveyresults from their retail e-commerce venture. Data obtained from the Web site indicated that the people who visited the site were the same people that visited the stores. The vice-chairman of BTG wanted to evaluate the results of this online ventureby examining the fit of the e-commerce project within the overall business strategy, to determine where resources should be focused. Ivey Number: 9B01M005 Publication Date: 19/01/2001 Geographic Setting: United States Industry Setting: Miscellaneous Manufacturing Industries Company Size: Medium organization Event Year Start: 2000 Subjects: E-Commerce, Startups, Strategic Planning, High Technology Products Functional Area: General Management
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BLINDS TO GO: INVADING THE SUNSHINE STATE

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		Menor L; Mark K Blinds To Go (BTG), a Montreal-headquartered producer of made-to-order window coverings, had made the decision to enter the Florida market by opening eight retail stores. As a result of this decision, the senior vice-president (SVP) of operationsfor BTG was faced with the dilemma of deciding if and when an assembly plant should be built to support these and future Florida retail stores. The most recent plant, built in Lakewood, New Jersey, had experienced operational problems during itsstartup, resulting in the eventual replacement of most of the supervisory staff and a significant portion of the plant employees. This led to additional start-up costs and customer service problems. Faced with this expansion into Florida, the SVPset about devising an operating plan that would achieve the goals of the Florida expansion without the growing pains of past efforts. As the stores were to be opened in six months, a plan would have to be finalized soon. Ivey Number: 9B01D004 Publication Date: 2/2/2001 Revision Date: 25/02/2002 Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 2000 Subjects: Operations Management, Service Operations, System Design, Action Planning and Implementation Functional Area: Production/Operations Management
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BLINDS TO GO: STAFFING A RETAIL EXPANSION
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		Olivera F; Frost AC; Mark K Blinds To Go is a manufacturer and retailer of customized window coverings. The company has been steadily expanding the number of stores across North America. The vice chairman is concerned with the lack of staff in some of these newly expandedstores. With plans of an initial public offering within the next two years, senior management must determine what changes need to be made to the recruitment strategy and how to develop staff that will help them achieve the company’s growthobjectives. Ivey Number: 9B01C020 Publication Date: 18/10/2001 Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Company Size: Small organization Event Year Start: 2000 Subjects: Human Resources Management, Corporate Culture, Employee Retention, Action Planning and Implementation Functional Area: Human Resource Management
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BLOOM THE FLOWER COMPANY
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		Author(s): Menor L; Cho J Publication Date: 12/20/2004 Industry: Miscellaneous Retail Abstract: With the hope of changing the way Canadians think about purchasing flowers, the owner of Bloom the Flower Company recognized the importance of the "Wow!" factor and the European florist model in her design of Bloom. Opened in 2002, the Toronto-basedflorist was continually stocked with a unique array of exotic, cut flowers for everyday purchase or individual or corporate events. Bloom’s service delivery was based upon a friendly, welcoming and laid-back approach that focused on providingmeaningful solutions to an individual’s floral needs. Bloom’s success had not gone unnoticed as several additional younger and hipper floral shops had been started in the area since Bloom opened. A number of business and service management issueshave to be addressed in order for Bloom to grow. Ivey Number: 9B04D022 Geographic Location: Canada Company Size: Small organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Production/Operations Management Subjects: Services; Retailing; Service Operations; Growth Strategy
BLOOMFIELD FARM SUPPLY LIMITED
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		Author(s): Kudar RP; Heisz M Description: Bloomfield has to decide what price to charge for fertilizer for the upcoming selling season. He is facing competitive pressure to reduce his price and realizes that if he maintains his price, he will certainly lose volume next year. Ivey Number: 9A83B048 Publication Date: 1/1/83 Revision Date: 5/6/2003 Geographic Setting: Canada Industry Setting: Agricultural Production - Crops Company Size: Small organization Event Year Start: 1983 Subjects: Break-Even Analysis; Contribution Analysis; Profitability Analysis; Cost Accounting Level of Difficulty: Undergraduate/MBA
BLOUNT CANADA LTD. – CONTINUOUS IMPROVEMENT (A)
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		Author(s): Piper CJ; McLachlin R; Osborne W Description: The general manager of Blount Canada visited Japan and began a journey of continuous improvement. He began implementing changes, starting with shortening die set-up times and moving on to reducing inventory. Four years later, the company beganteaching statistical process control and other quality programs. One problem-solving technique recently adopted is the Quality Improvement (QI) story. This case provides background about the company and presents a completed QI story about theproblem of defective products being shipped to a customer. The QI story identifies one department as the worst "internal vendor". Students are asked to take the role of the supervisor of that department and decide what to do. After discussing thecase’s QI story, students apply the QI story technique to work towards a solution to the supervisor’s problem. Ivey Number: 9A92D013 Publication Date: 12/21/92 Revision Date: 1/24/2003 Geographic Setting: Canada Industry Setting: Fabricated Metal Products Company Size: Medium organization Event Year Start: 1989 Subjects: Employee Participation; Methods Improvement; Continuous Improvement; Quality Level of Difficulty: Undergraduate/MBA
BLUE JAY ENERGY AND CHEMICAL CORPORATION
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		White RW; Depass A; Hill M Eagle Corp. has made a tender offer for a further 15% of the shares of Blue Jay Energy. The price is well below what some feel is the real value of the shares. The focus of the case is on strategies to close a potential value gap in the context ofa hostile takeover bid. The primary alternatives are to rely on a poison pill, spin-off and a leveraged recapitalization. The case is ideal to illustrate the use of the financial markets (synthetic white knight) to negotiate a deal. Ivey Number: 9A90B052 Publication Date: 1/1/1990 Revision Date: 10/12/1999 Geographic Setting: Canada/USA Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 1988 Subjects: Mergers & Acquisitions, Leverage, Financial Strategy, Restructuring Functional Area: Finance
BLUE MOUNTAIN RESORTS: THE QUALITY SERVICE JOURNEY
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		Johnson PF; Sheppard M Blue Mountain Resorts had been driving its business with a service quality program for several years, which the vice-president of human resources was responsible for coordinating. With a new ski season underway, and the critical Christmas seasonapproaching, he wanted to continue progress of the program by introducing a new set of initiatives. He had recently gathered together a team of Blue Mountain Resort managers, from a variety of different areas in the company, to identifyopportunities to improve service quality. The group provided three proposals that he felt warranted consideration. At the upcoming executive team meeting, he would be expected to set the priorities for the coming year and recommend what action, ifany, should be taken for each. He had to decide which programs made the most sense for immediate action and which ones required additional study and analysis. Each of the proposals affected different parts of the organization, so he also needed tobe concerned about who else in the company should be involved in further evaluation and implementation. Ivey Number: 9B00D016 Publication Date: 20/10/2000 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Medium organization Event Year Start: 1999 Subjects: Service Quality, Service Operations, Continuous Improvement, Cost/Benefit Analysis Functional Area: Production/Operations Management
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BLUE RIDGE SPAIN
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		Athanassiou N; Lane HW; Wesley D; McNett J Blue Ridge Spain was a joint venture established between a well-known American fast food chain and an ‘‘old guard’’ family-run agricultural company that was seeking to diversify in the wake of Spain’s entry into the European Union. The EuropeanRegional director of the company has been dealt an unexpected professional blow. After several years of fostering a successful joint venture, the regional director is stunned to find out that the new owners of Blue Ridge want out of the arrangement.In spite of the fact that this particular joint venture has been profitable since its inception and the company has experienced brisk growth during that time, the new owners are determined to end the partnership.The regional director is left examining how he is to respond to a request that he feels is not only detrimental to his company, but also contrary to his principles. He questions the ethics of secretly undermining the joint venture in order toachieve the upper hand in buyout negotiations. As a Greek, the importance of personal relationships and social contracts only adds to his dilemma. Ivey Number: 9B02M003 Publication Date: 28/03/2002 Revision Date: 15/05/2002 Geographic Setting: Spain/United Kingdom Industry Setting: Eating and Drinking Places Company Size: Medium organization Event Year Start: 2000 Subjects: International Business, Joint Ventures, Globalization, Valuation Functional Area: General Management
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BLUE TITANIUM: WEB SERVER SELECTION
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		Schneberger SL; Mark K Blue Titanium is a strategy boutique that provides consulting to senior management and specializes in competitive intelligence. The founder of the company is fine-tuning his strategic plan and has to decide whether the selection of the company’s Webserver software and hardware should be decided as part of the company’s strategy or to leave the selection to the chief technology officer. Ivey Number: 9B01E011 Publication Date: 11/7/2001 Geographic Setting: United States Industry Setting: Business Services Company Size: Small organization Event Year Start: 2000 Subjects: E-Commerce, Information Technology, High Technology Products, Action Planning and Implementation Functional Area: Management Science & Information Systems
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BLUEWATER FOODS CORPORATION
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		Author(s): Heisz M; Carter J Publication Date: 1/31/2005 Revision Date: 2/17/2005 Industry: Food and Kindred Products Abstract: The chief financial officer of Bluewater Foods Corporation has just returned from a meeting with management of County Chickens Ltd., Bluewater’s largest supplier of chicken breast meat and current acquisition target. The chief financial officer mustput together a recommendation as to how a purchase of County might be structured and how it would affect Bluewater’s financial statement. Ivey Number: 9B05B004 Geographic Location: Canada Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Accounting Subjects: Acquisitions; Accounting Methods
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		For use with 9B05B004 Ivey Number: 8B05B04
BMC COMPUTER CORPORATION
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		Mikalachki A; Houvardas S The president of a national computer sales and installation company wants to develop a plan to improve morale and reduce turnover. The company has grown rapidly is experiencing high employee turnover and low morale. In addition, a report, preparedby the controller, indicates a link between the increasing turnover and reducing customer retention (sales) data. Ivey Number: 9A95C007 Publication Date: 7/4/1995 Revision Date: 4/10/2000 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Company Size: Large organization Event Year Start: 1994 Subjects: Management of Change, Morale, Organizational Change, Management Style Functional Area: Human Resource Management
BOB AND MARTHA HEMLOW
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		Robertson DA The case addresses some basic personal financial planning issues that a couple with children may encounter. Specifically addressed are the taxation of different components of employment income, the trade-off between paying down a mortgage andinvesting in an RRSP and the creation of a RESP to save for a child’s education. Ivey Number: 9A94B030 Publication Date: 19/10/1994 Revision Date: 20/08/2001 Geographic Setting: Canada Event Year Start: 1994 Subjects: Personal Financial Planning, Taxation Functional Area: Accounting
BOB CHEN
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		DiStefano JJ; Abramson N A senior accountant in a large accounting firm, is on the verge of resigning. He faces a sensitive meeting with the managing partner of the new venture practice. A native of Hong Kong, the senior accountant has been given a temporary assignment toaudit when he wants to specialize in tax. A serious misunderstanding, partially involving cultural differences, has evolved over this assignment. A companion case, ‘‘David Shorter’’, 9A91C004, describes the situation from the managing partner’spoint of view. The pair of cases are designed for use in a role play. Ivey Number: 9A91C005 Publication Date: 1/1/1991 Revision Date: 24/08/1992 Geographic Setting: Canada Industry Setting: Miscellaneous Services Event Year Start: 1990 Subjects: Intercultural Relations, Conflict Resolution, Career Planning, Professional Firms Functional Area: Human Resource Management
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BODY BENEFITS
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		Author(s): Grasby EMA; Khera N Publication Date: 3/7/2005 Industry: Personal Services Abstract: The proprietor of a day spa must decide whether to purchase a microdermabrasion machine. This differential analysis case will test students’ abilities to identify those costs that are recurring cash flows and those costs that are investments; givepractice calculating working capital investments; differentiate between relevant and non-relevant costs for a differential analysis and test students on their ability to conduct a sensitivity analysis. Ivey Number: 9B05B001 Geographic Location: Canada Company Size: Small organization Year of Event: 2002 Level of Difficulty: Introductory Functional Area: Accounting Subjects: Management Accounting; Break-Even Analysis; Growth Strategy; Return on Investment
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		For use with 9B05B001 Ivey Number: 8B05B01
BODY SHOP CANADA
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		Haywood-Farmer JS; Seligman B A student about to complete his MBA is considering purchasing a franchise in The Body Shop Canada chain of specialty stores. He has discussed the opportunities with company officials and drawn up pro forma financial statements. He now has toevaluate the opportunity and his fit with the organization. Despite the financial projections, would he be happy as a franchisee and would The Body Shop Canada be happy with him? Unlike many franchising cases, this case asks the student to take therole of the potential franchisee rather than that of the franchisor. Ivey Number: 9A91D015 Publication Date: 1/1/1991 Revision Date: 7/8/2001 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Company Size: Small organization Event Year Start: 1990 Subjects: Franchising, Financial Analysis, Career Planning, Corporate Culture Functional Area: Production/Operations Management
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BOISE OFFICE SOLUTIONS’ ACQUISITION OF GRAND & TOY: ENHANCING COMPETITIVENESS
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		Author(s): Conklin DW; Mark K Description: Cara Operations Limited had always been in the food services business until it acquired an office products retailer, Grand & Toy Limited. Confronting increasingly intense competition in both food services and retailing, Cara recognized the need tofocus on the activities where it could enhance its competitive advantage most effectively. Divesting Grand & Toy to the U.S. office supply retailer Boise Office Solutions was an essential step in strengthening the competitiveness of its coreactivities. Meanwhile, under its new owner, Grand & Toy was able to adopt new strategies that would enable it to better provide office supplies. Ivey Number: 9B03M024 Publication Date: 8/6/2003 Revision Date: 1/20/2004 Geographic Setting: Canada/United States Industry Setting: Furniture, Home and Equipment Stores Company Size: Large organization Event Year Start: 1996 Subjects: International Business; General Management; Business Policy; Globalization Level of Difficulty: Undergraduate/MBA Functional Area: General Management
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		Ivey Number: 8B03M24 For use with 9B03M024.
BOMBARDIER AEROSPACE
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		Author(s): Erskine JA; Leboldus M Description: Bombardier Aerospace is a division of Bombardier Inc., the world’s third largest airframe manufacturer. The manager of ground based training operations at the flight training school discovers an inconsistency in the relocation policy. Investigatingthe policy further, he feels the definition of the policy is not clear and therefore not fair to all employees. He must decide whether he should try to change the policy, and consider the consequences. Ivey Number: 9B03C016 Publication Date: 5/1/2003 Geographic Setting: Canada Industry Setting: Transportation Equipment Company Size: Large organization Event Year Start: 2003 Subjects: Human Resources Management; Benefits Policy; Personnel Management; Employment Equity Level of Difficulty: Undergraduate/MBA
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BOMBARDIER TRANSPORTATION AND THE ADTRANZ ACQUISITION
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		Author(s): Morrison A; Barrett D Description: Bombardier Transportation, one of the world’s largest manufacturers of passenger rail cars, has successfully negotiated the purchase of Adtranz, a large European manufacturer of rail equipment. The newly appointed chief executive officer has beenbrought in to manage the acquisition. The new CEO faces many challenges including decisions about the pace of integration, location of headquarters, organization structure, personnel retention and personal management style. Students may use thiscase to discuss post-acquisition strategy and how fast companies should move to integrate acquisitions. Ivey Number: 9B04M023 Publication Date: 5/14/2004 Revision Date: 6/15/2004 Geographic Setting: Canada/European Union Industry Setting: Railroad Transportation Company Size: Large organization Event Year Start: 2001 Subjects: Mergers & Acquisitions; Management in a Global Environment; Management Decisions; Change Management Level of Difficulty: Undergraduate/MBA Functional Area: General Management
BOMBARDIER VERSUS EMBRAER: CHARGES OF UNFAIR COMPETITION
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		Conklin DW; Hunter T One of Canada’s high-tech success stories, Bombardier, changed the airline industry with the introduction of its short-haul turbo-prop planes and jets in the early 1990s. By the mid-1990s, a new player from Brazil, Embraer, had entered the marketand was capturing a lot of business from Bombardier. Bombardier claimed that the success of Embraer was due to unfair subsidies through a government program, so Bombardier challenged the policies through the WTO. Embraer charged back thatBombardier had long received subsidies through Canadian government loans and grants. In an industry which was expected to double in the next five years, the stakes were high. This case discusses the dispute resolution process within the WTO, andthe impacts that subsidies and WTO subsidy restrictions may have on industry structure. Ivey Number: 9A99M004 Publication Date: 20/07/1999 Geographic Setting: Canada/Brazil Industry Setting: Air Transportation Company Size: Large organization Event Year Start: 1998 Subjects: Aerospace, Trade Agreements, Subsidies, Government and Business Functional Area: General Management
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BONITA BAY MARINA
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		Author(s): Burgerhoff G; Fitch J; Ritchie WJ Publication Date: 12/20/2004 Industry: Amusement and Recreation Services Abstract: The Bonita Bay Marina, founded 20 years ago by the Bonita Bay Group, established a reputation of high quality service delivery. According to the marina’s manager, customers’ high regard for their services was due to the organization’s adherence towell-defined customer service philosophy known as the E5 Customer Service Philosophy. The manager must decide whether the benefits of pursuing a Clean Marina certification program would bolster the level of service quality and ultimately thereputation of Bonita Bay Group in the marketplace. Further evaluation of the current customer service program must be conducted to determine whether the clean marina certification would complement the existing E5 Customer Service Philosophy andcreate synergies that would enhance customer perceptions of their services as well as contribute to profit margins for years to come. Ivey Number: 9B05M006 Geographic Location: United States Company Size: Small organization Year of Event: 2001 Level of Difficulty: Undergraduate/MBA Functional Area: General Management Subjects: Quality Management; Quality; Personnel Management
Add View	8 pp.	• Teaching Note
		For use with 9B05M006 Ivey Number: 8B05M06
BONNY DOON VINEYARDS
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		Hillman AJ; Keim G; Glasgow K A small, founder-centered business, increasingly facing competitive imitation of their core activities, is at a crossroads. Expansion opportunities for the winery include branching into retail, expanding its offerings of wines made to theirspecifications in Europe, and expanding their direct sales network of end customers to include non-Bonny Doon wines. In considering these options, the core competencies of Bonny Doon as well as the interests of its dynamic founder and leader, arecritical. Ivey Number: 9B00A018 Publication Date: 26/07/2000 Geographic Setting: United States Industry Setting: Food and Kindred Products Company Size: Small organization Event Year Start: 2000 Subjects: Expansion, Entrepreneurship, Diversification, Growth Strategy Functional Area: Marketing
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BOOM TOWN TUNA COMPANY
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		Lecraw DJ Mr. Henry Tiatco, president and owner of General Santos Canned Tuna, looked out the window as one of his fishing boats was unloading its catch at the company pier. ‘‘Another successful trip,’’ thought Mr. Tiatco, observing the size and number of tuna that poured out of the hold of the ship into the receiving bins. ‘‘Is this enough for me, or should I ’go for the gold’?’’ Proposals for different ownership structures for Boom Town Tuna were on his desk and he wondered which one was the best dealfor him. Mr. Tiatco must decide whether he should sell his tuna company, form a joint venture, become a contract producer, or continue on his own. The case allows the full range of international business options to be explored. Ivey Number: 9A97G001 Publication Date: 9/10/1997 Revision Date: 21/01/2002 Geographic Setting: Philippines/Korea Industry Setting: Food and Kindred Products Company Size: Small organization Event Year Start: 1996 Subjects: International Business, Contracting, Joint Ventures Functional Area: General Management
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BOOTCAMP4MBA.COM
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		Bell C; Grasby EMA BootCamp4MBA.COM is an online educational Web site that helps students prepare for an MBA program or undergraduate degree. The president of Strategic Management Science, Incorporated, the owner of BootCamp4MBA.COM, struggles to improve the sales of BootCamp’s online business school preparatory courses. A comprehensive marketing plan must be developed and implemented quickly, including appropriate pricing, product offerings and market communications necessary to advertise and sell products andservices online. Ivey Number: 9B01A021 Publication Date: 7/12/2001 Geographic Setting: Canada Industry Setting: Educational Services Company Size: Small organization Event Year Start: 2001 Subjects: Marketing Mix, Marketing Communication, Market Strategy, Marketing Management Functional Area: Marketing
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BOTSWANA UNIFORM AGENCY (PTY) (A)
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		Author(s): DiStefano JJ; Kleiman D Description: Two young Canadian women have to deal with the threat of strike in a model factory started up in a rural African village. Cross cultural management problems arise as these two women with different management styles attempt to combine rural Africannorms, roles and expectations to the task of producing school uniforms in an industrial setting. A strike is threatened over a pay dispute, a result of differing perceptions and expectations in the work environment. A sequel to this case, BotswanaUniform Agency (PTY) (B), case 9A79C021, offers further insight. Ivey Number: 9A79C020 Publication Date: 1/1/79 Revision Date: 6/2/2003 Geographic Setting: Africa Industry Setting: Apparel and other Finished Products Company Size: Small organization Event Year Start: 1979 Subjects: Intercultural Relations; Incentives; Work-Force Management; Third World Level of Difficulty: Undergraduate/MBA
BOTSWANA UNIFORM AGENCY (PTY) (B)
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		Author(s): DiStefano JJ; Kleiman D Description: The managers call a meeting of all staff as a strike is threatened over a pay dispute in this rural African company. They learn that the real issue is the disparity between the pay of some workers. This is the sequel to Botswana Uniform Agency (PTY)Limited (A), case 9A79C020. Ivey Number: 9A79C021 Publication Date: 1/1/79 Revision Date: 5/21/2003 Geographic Setting: Africa Industry Setting: Apparel and other Finished Products Company Size: Small organization Event Year Start: 1979 Subjects: Intercultural Relations; Incentives; Work-Force Management; Third World Level of Difficulty: Undergraduate/MBA
BOTTLING AT CREEMORE SPRINGS BREWERY
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		Haywood-Farmer JS; Tattersall T Creemore Springs Brewery, a small, independent brewer, offered new, high quality alternatives to premium beer connoisseurs. Continuing quality problems with the company that cleaned its bottles prompted the president of Creemore Springs Brewery todecide whether or not to recommend moving the bottle cleaning operation from the external contractor and bring it in-house. To assess the company’s options he must analyse the qualitative and quantitative costs and benefits of making such a move by performing a task analysis, reviewing the production process and calculating the payback. Ivey Number: 9B00D015 Publication Date: 28/09/2000 Revision Date: 16/01/2001 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Medium organization Event Year Start: 2000 Subjects: Process Design/Change, Break-Even Analysis Functional Area: Production/Operations Management
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BOWATER’S ACQUISITION OF ALLIANCE FOREST PRODUCTS: THE “HOLLOWING OUT” DEBATE
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		Author(s): Conklin DW; Cadieux D Description: The takeover of Alliance Forest Products by United States-based Bowater Inc. resulted in job loss for members of the Canadian board of directors and head office staff as well as loss of corporation shares from the Toronto Stock Exchange. Bowater’sstrategy to reduce costs and enhance productivity may result in additional Canadian job losses in the future. Corporations in the forest products industry are merging or acquiring companies to stay competitive. These mergers are a public policyconcern for both Canada and the United States. The frequency and the size of the mergers raise concerns whether antitrust and competition policies should be used to restrain the price increases that the consolidation might entail. Ivey Number: 9B02M046 Publication Date: 2/6/2003 Revision Date: 1/20/2004 Geographic Setting: Canada Industry Setting: Forestry Company Size: Large organization Event Year Start: 2001 Subjects: Business Policy; Globalization; General Management; International Business Level of Difficulty: Undergraduate/MBA Functional Area: General Management
BOWMANS - MUTUAL FUND SELECTION
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		Wirick RG; Witmer J The case illustrates the issues involved in selecting a mutual fund when a married couple is trying to determine in which mutual fund(s) to invest. The couple is attempting to predict future returns on mutual funds based on factors such as pastperformance, management expense ratios, etc. Considerable data are provided about a wide selection of Canadian equity mutual funds. Ivey Number: 9A98N019 Publication Date: 7/10/1998 Geographic Setting: Canada Industry Setting: Holdings and other Investment Companies Event Year Start: 1998 Subjects: Efficient Market, Investments, Stock Market, Mutual Funds Functional Area: Finance
BP AND CORPORATE GREENWASH
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		Author(s): Sider M Publication Date: 2/21/2005 Industry: Oil & Gas Extraction Abstract: Bp’s green re-branding efforts began officially with the unveiling of its new bp Helios mark, named after the Greek sun god. The new logo did away with 70 years of corporate branding, replacing the bp shield, long associated in consumers’ minds withthe strength of British imperialism. The Helios mark cost US$7 million to develop and was forecast to cost the company another US$100 million a year to integrate into marketing and operations over the next two years. At the logo’s unveiling, thecompany’s chief executive officer directed attention to the company’s recent purchase of the solar energy company Solarex, an acquisition that made bp the world’s largest solar energy company. The unveiling of the Helios logo was a formalization of a re-branding strategy that had begun to emerge the year before with the CEO’s announcement that 200 new bp sites around the world would be powered in part by solar energy, through solar panels placed on the roofs of gas pumps, and his commitment to reducing bp’s own carbon dioxide emissions by 10 per cent by the year 2010. From the start, however, environmental groups heaped scorn on bp’s green re-branding. Greenpeace gave the company its Greenhouse Greenwash Award, given to the largest"corporate climate culprit" on earth. Ivey Number: 9B05C010 Geographic Location: United Kingdom Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management Subjects: Communications; Marketing Management; Public Relations; Ethical Issues
BRENT-HARBRIDGE DEVELOPMENTS, INC.
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		Bell PC The chief executive officer of Brent-Harbridge Developments had just received confirmation of several upcoming property auctions. Brent-Harbridge Developments was currently ‘‘asset short’’ after some successful recent disposals, which made the CEOkeenly interested in three of the properties being auctioned. She needed to prepare a bidding strategy in order to try to acquire at least one or perhaps more of the development properties being auctioned. (A Microsoft Excel data file is availablefor use with this case, product 7A98E042.) Ivey Number: 9A98E042 Publication Date: 30/04/1999 Industry Setting: Real Estate Company Size: Small organization Subjects: Decision Analysis, Regression Analysis, Data Analysis, Risk Analysis Functional Area: Management Science & Information Systems
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BRENTWOOD TRUCKING COMPANY
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		Kudar RP; Hanna S John Moser is assigned the task of instilling ‘‘quality thinking’’ throughout the firm. He begins by trying to identify what poor quality is currently costing. Hopefully, he can develop a strategy to improve quality in the firm. Ivey Number: 9A91B019 Publication Date: 1/1/1991 Revision Date: 18/03/2002 Geographic Setting: Canada Industry Setting: Motor Freight Transportation Company Size: Large organization Event Year Start: 1991 Subjects: Quality Control, Costs Functional Area: Accounting
BRIGHTS WINES 1991
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		Fry JN; Todino H The largest winery in Canada, and the sixth largest in North America, is up for sale. Brights had been family owned for almost 60 years. The environment was a difficult one in which to sell a wine company. The Canadian economy was in the middle ofa recession. Declining alcohol consumption in Canada, the General Agreement on Tariffs and Trade (GATT) settlement, and the Free Trade Agreement had resulted in industry overcapacity and intensified competition from European and American wines. Twodifferent buyers had made and withdrawn offers within the last year and other industry participants were rumored to be interested. Which strategies might a buyer pursue with this property, and what value would they generate? Ivey Number: 9A92M013 Publication Date: 21/12/1992 Revision Date: 17/05/2002 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Medium organization Event Year Start: 1991 Subjects: Restructuring, Acquisitions Functional Area: General Management
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BRILUX: THE FOT-320 DECISION
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		Author(s): Bell PC Description: BriLux develops early-stage high-speed data networking equipment. In recent month, BriLux customers have hinted that combining ARTRAN, the company’s flagship optical data service platform, with a new fiber optic transportation product (tentativelyreferred to as FOT-320) would increase the market appeal of the company’s portfolio. The research and development director must decide whether to support the development of this new product.Excel files are available upon request, product 7B04E018. Ivey Number: 9B04E018 Publication Date: 5/14/2004 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 2002 Subjects: Decision Analysis; Simulation; Risk Analysis; Probability Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems
Add View	10 pp.	• Teaching Note
		Ivey Number: 8B04E18 For use with 9B04E018.
BRISTOL COMPRESSORS, ASIA-PACIFIC
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		Morrison A; Black JS The president of Bristol Compressors, Asia-Pacific, chaired a meeting of his top management team to discuss the company’s ongoing management challenges in the region. The Hong Kong-based team, known as the management committee, was made up of thepresident and seven other senior functional managers. Despite attractive markets in the region, Bristol Compressors’ growth in Asia-Pacific had not met expectations. Some individuals attributed this to a slow entry strategy, weaker markets thananticipated in the region, unexpectedly fierce competition and ineffective strategy and execution. However, over the last two years a consensus was emerging among committee members that there was a lack of management depth that was contributing topoor performance. Although everyone was convinced that something had to be done, a specific plan of action had not yet been developed. The president charged the committee members to come up with a set of recommendations to increase significantlymanagement bench strength in the region. This case focuses on the challenges of building a high performance organization in a short period of time in Asia. Industry: Machinery except Electrical Issues: Management Development, Globalization, Management in a Global Environment, Strategic Change Location: Asia/Hong Kong Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: 25/01/1999 Ivey #: 9A98M001
BRITISH AIRWAYS: LATIN AMERICA
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		Lane HW; Wesley DTA Although British Airways had been lagging behind other carriers in the region, in the opinion of the new general manager for Latin America, the company had the potential to be the leading European airline in Latin America. He believed the market hadall the characteristics in which British Airways had traditionally been most strong. However, after six months of visiting all the offices in the region, he began to feel that some key country managers were not supporting the changes necessary tomove the company ahead. Head Office in London was also skeptical. ‘‘Latin American is breaking even, so there is no real need to solve the problem,’’ was one typical response. This case deals with efforts to implement major organizational change in ashort period of time. Ivey Number: 9A99C015 Publication Date: 9/7/1999 Geographic Setting: South America/UK Industry Setting: Air Transportation Company Size: Large organization Event Year Start: 1998 Subjects: Organizational Change, Management Style, Developing Countries, International Business Functional Area: General Management
BRITISH AIRWAYS: LATIN AMERICA (B)
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		Lane HW; Wesley DTA Seeing an opportunity, the general manager for Latin America promised London an unprecedented one-year revenue increase of 44 per cent, provided that sufficient resources were allocated to the region. The early results of his efforts to transform thecompany’s Latin American operations are discussed. This case is a supplement to the British Airways: Latin America (A) case, 9A99C015. Ivey Number: 9A99C018 Publication Date: 9/7/1999 Geographic Setting: South America/UK Industry Setting: Air Transportation Company Size: Large organization Event Year Start: 1999 Subjects: Organizational Change, Management Style, Developing Countries, International Business Functional Area: General Management
BRITISH COLUMBIA BOX LIMITED (REVISED)
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		Hardy KG; Smith B The Vancouver plant manager of British Columbia Box Limited was about to make a half-million dollar decision. The plant required a new $500,000 machine, and the manager must decide which manufacturer will get the order. The case illustrates manyconcepts in industrial buying. Ivey Number: 9A99A021 Publication Date: 8/10/1999 Revision Date: 13/10/1999 Geographic Setting: Canada Industry Setting: Paper and Allied Products Company Size: Large organization Event Year Start: 1998 Subjects: Industrial Marketing, Sales Strategy, Consumer Behaviour, Capital Investment Functional Area: Marketing
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BRITISH COLUMBIA’S PHARMANET PROJECT
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		Schneberger SL; Chee E A proposal to give all pharmacists computer database access to the prescription histories of all British Columbians was meeting stiff media criticism over privacy issues. While the Ministry of Health foresaw many benefits of the proposed Pharmanetto consumers, pharmacists, and government regulators, many others felt access to so much information would lead to misuse or abuse. With provincewide implementation only two months away, the Pharmanet project director had to decide what, if any,additional changes to the database system had to be made to ensure public support. Industry: Health Services Issues: Computer Applications, Computer System Implementation, Ethical Issues, Health Administration Location: Canada Size: Year of event: 1995 Level: Undergraduate/MBA Revised: Ivey #: 9A98E017
BROAD AIR CONDITIONING AND ENVIRONMENTAL PROTECTION
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		Author(s): He Z; Sun M; Beamish PW Description: Broad Air Conditioning is a Chinese company with a proactive environmental attitude, but suffering from deteriorating financial results. The company founder and chief executive officer must decide whether to start producing electricity powered airconditioners to improve its financial results easily or stick to its ideal and only manufacture machines powered by heat. The major theme of this case is to understand corporate social responsibility, by discussing how an enterprise can find a wayto harmonize the relationship between benefitting the company and protecting the environment, especially in developing countries. Ivey Number: 9B04M034 Publication Date: 6/24/2004 Geographic Setting: China Industry Setting: Electric & Electronic Equipment Supplies Company Size: Medium organization Event Year Start: 2002 Subjects: Corporate Responsibility; Environment; Energy; Sustainable Development Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Add View	8 pp.	• Teaching Note
		Ivey Number: 8B04M34 For use with 9B04M034.
BRUCE COONES
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		Author(s): Knight RM Description: Bruce Coones has developed a new game called "Shake, Rattle and Roll". As an entrepreneur, Coones must develop a business plan in order to bring it to market. Ivey Number: 9A94F011 Publication Date: 9/26/1994 Revision Date: 2/20/2004 Geographic Setting: Canada Industry Setting: Miscellaneous Retail Company Size: Small organization Event Year Start: 1993 Subjects: Marketing Management; Entrepreneurship; Planning; Feasibility Analysis Level of Difficulty: Undergraduate/MBA Functional Area: General Management
BRUCE CRUICKSHANK
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		Dietz J; Malhotra A As a family man and the president of a small consulting company, Bruce Cruickshank has a lot of hats to wear. Bruce is passionate about his business and enjoys his work, but the pressures of balancing professional life and family life are beginningto take a physical and mental toll.Bruce has a plan in mind for streamlining and expanding his business, but, as it is, he already feels pressed for time to get things accomplished at the office. His assistant is just as busy with her own duties, and it’s difficult to make the timeto find, hire and train a new employee. At home, Bruce’s wife wishes they could spend more time together. As well, Bruce is a devoted father, and being with his children is important to him. The challenges involved in successfully combining hisprofessional life with his family life and leisure time are uppermost in Bruce’s thoughts, and he wants to find a healthier balance for the future. Ivey Number: 9B01C031 Publication Date: 6/12/2001 Geographic Setting: Canada Industry Setting: Business Services Company Size: Small organization Event Year Start: 2001 Subjects: Personal Values, Family-Work Interaction, Organizational Behaviour, Entrepreneurship Functional Area: Human Resource Management
BRUCE FLEMING, PRESIDENT
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		Erskine JA; Macintosh D The president of a tour operation considers the decisions he needs to make when the vice-president of operations publicly acknowledged his fight with AIDS. Ivey Number: 9A99C024 Publication Date: 16/09/1999 Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Company Size: Small organization Event Year Start: 1998 Subjects: Health, Absenteeism, Performance Measurement Functional Area: Human Resource Management
BUILDING FAST NEW PRODUCT ADOPTION IN COMPLEX MARKET CHAINS
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		More RA For technology-intensive companies the successful development of new technologies and their translation into new products represents the greatest strategic opportunity to generate differentiation and profit in competitive global markets. However,many companies have difficulty in successfully getting fast and profitable adoption of new products through complex market chains. The number and complexity of new technologies and market chains coupled with high investments and shortened lifecycles forces managers to use new and better concepts and processes to select the key technologies to which scarce company resources will be committed. Strategic leverage analysis represents a new concept for managers to improve adoption rates.Conceptually, strategic leverage represents the impact of the adoption of a new product on the major strategic factors that drive the cash flows for all of the companies in market chains.This case can be used in conjunction with Creating Profit from Profit/Service Integrated Strategies, product 9B00A029. Ivey Number: 9B00A028 Publication Date: 7/3/2001 Event Year Start: 2000 Subjects: Product Strategy, Generating Profit from New Technology, Leverage Functional Area: Marketing
BUILDING PRODUCTS INTERNATIONAL - A CRISIS MANAGEMENT STRATEGY (A)
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		DiStefano JJ; Everatt D The regional HR manager of a multinational conglomerate that operates in over 100 countries had to make decisions regarding the evacuation of its senior management from a politically unstable country. In particular, the firm’s expatriate and ethnicChinese managers and their families faced considerable risk. The HR manager is charged with executing corporate policies and plans. Some of the challenges to consider relate to the development and initial execution of the evacuation plan. Thesechallenges are heightened by a decentralized decision-making process entrenched in the firm’s structure and culture, as well inconsistent information from numerous sources in the field operations. Moreover, the issue of which employees to evacuateposes a moral dilemma for the decision-maker. Specifically, he must decide what criteria - rank, ethnicity, tenure - should dictate whether an employee and/or his or her family is offered assistance, and of what sort. Ivey Number: 9A99C001 Publication Date: 31/03/1999 Revision Date: 28/04/2000 Geographic Setting: Indonesia Industry Setting: Miscellaneous Manufacturing Industries Company Size: Large organization Event Year Start: 1998 Subjects: Crisis Management, Corporate Responsibility, Organizational Structure, Corporate Culture Functional Area: Human Resource Management
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BUILDING PRODUCTS INTERNATIONAL - A CRISIS MANAGEMENT STRATEGY (B)
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		DiStefano JJ; Everatt D The regional HR manager of a multinational conglomerate faces increasing pressure to evacuate management as the crisis intensifies in the politically unstable country. Concurrently, it becomes increasingly clear that individual managers are makingevacuation plans independent of central control, making implementation of a prearranged plan very difficult. The decision to evacuate ethnic Chinese managers and family members is made, and the offer of assistance is extended to all employees.Further logistical challenges in the evacuation plan become more problematic by increased pressure felt by the decision-maker due to the deteriorating situation in the country, as well as an increased sense of desperation among managers both in thecountry and those abroad with families present. Making matters even more difficult for the decision-maker is the loss of communication with his evacuation team, insufficient cash available to the evacuees, mounting costs to the firm, and aninability to clarify exit documentation requirements of evacuation employees and their families. This is a supplement to the A case, 9A99C001. Ivey Number: 9A99C002 Publication Date: 31/03/1999 Geographic Setting: Indonesia Industry Setting: Miscellaneous Manufacturing Industries Company Size: Large organization Event Year Start: 1998 Subjects: Crisis Management, Corporate Responsibility, Organizational Structure, Corporate Culture Functional Area: Human Resource Management
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BUILDING PRODUCTS INTERNATIONAL - A CRISIS MANAGEMENT STRATEGY (C)
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		DiStefano JJ; Everatt D The decision-maker responsible for evacuating company managers and their families from a crisis situation now faces a political hot-potato due to second-guessing from superiors, peers and subordinates as a result of decisions he made during theevacuation. The employees who were scheduled for evacuation had dispersed and had unilaterally planned their exit itineraries, resulting in the company incurring a $75,000 bill to facilitate the evacuation of a group of employees from anothercompany. Despite the organizational and logistical challenges, all expatriates and their families were safely evacuated. The teaching objectives of this supplement to the A (9A99C001) and B (9A99C002) cases are to expose students to the politicsduring the post-crisis review of decisions made during those stressful and ambiguous times. Ivey Number: 9A99C003 Publication Date: 31/03/1999 Revision Date: 5/7/2000 Geographic Setting: Indonesia Industry Setting: Miscellaneous Manufacturing Industries Company Size: Large organization Event Year Start: 1998 Subjects: Crisis Management, Corporate Responsibility, Organizational Structure, Corporate Culture Functional Area: Human Resource Management
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BUNDY ASIA PACIFIC - CHINA STRATEGY
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		Beamish PW; Li J; Wang N; Zuo S Phil Stephenson, the director of China for Bundy Asia Pacific (BAP), was preoccupied with Bundy’s business in China. BAP’s CEO, Tony Martin, had shown Phil the fax from Robin Thompson, the new marketing and product development director of BundyInternational, BAP’s UK-based parent company. Thompson had asked BAP about its strategy for the refrigeration business in China. Despite 10 years of experience in China, Bundy had not met its market goals. Whatever strategy was developed, it wouldbe an important part of Bundy’s proposed global refrigeration strategy.This rich case allows detailed discussion around issues including (a) business (re)development strategy, (b) joint ventures versus wholly owned subsidiaries, (c) organizational structure, and (D) expatriate and local staffing. Industry: Machinery except Electrical Issues: Strategic Planning, Organizational Structure, Staffing, Joint Ventures Location: China/Australia Size: Large organization Year of event: 1996 Level: Undergraduate/MBA Revised: 10/21/02 Ivey #: 9A98M003
BURGER KING CANADA
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		Author(s): Pearce MR; Patterson JW Description: Burger King Canada management plans to expand its penetration of the Montreal market. For cash flow and staffing reasons it must prioritize six potential sites for new outlets. What should be the criteria to be used? Ivey Number: 9A82A033 Publication Date: 1/1/82 Revision Date: 6/2/2003 Geographic Setting: Canada Industry Setting: Eating and Drinking Places Company Size: Large organization Event Year Start: 1981 Subjects: Retailing; Location Strategy; Site Selection; Fast Food Level of Difficulty: Undergraduate/MBA
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BURGUNDY ASSET MANAGEMENT: THE WESCAST INVESTMENT DECISION
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		Author(s): Foerster SR; Hueni B Description: The investment manager at Burgundy Asset Management had been given the responsibility to assess the investment opportunity presented by Wescast Industries Inc., a large automotive parts supplier that specializes in the design and manufacture of theexhaust manifold for all types of vehicles. The investment manager knew that his investment team would expect a detailed analysis of Wescast and a recommendation on the investment opportunity. He realized that he must move quickly in order tocomplete the analysis and prepare a preliminary recommendation for his team at the meeting the next week. Ivey Number: 9B03N016 Publication Date: 9/25/2003 Geographic Setting: Canada Industry Setting: Security and Commodity Brokers, Dealers Company Size: Medium organization Event Year Start: 2002 Subjects: Investment Analysis; Investments; Investment Funds; Portfolio Management Level of Difficulty: Undergraduate/MBA
BUSINESS COMMUNICATIONS WITH THE MEDIA
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		Chiaramonte P This note on dealing with the media is an introduction to issues such as how the media operate; the making of a news story; understanding the journalist’s job; and how to deal with crisis information. Ivey Number: 9A92L002 Publication Date: 9/7/1992 Revision Date: 21/01/1999 Subjects: Business and Society, Crisis Management, Interviewing Skills, Management Communication Functional Area: Human Resource Management
BUSINESS INTELLIGENCE STRATEGY AT CANADIAN TIRE
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		Author(s): Haggerty NRD; Meister D Publication Date: 11/5/2003 Industry: General Merchandise Stores Abstract: Canadian Tire Corporation consists of five main business groups: a large retail chain providing automotive parts, sports and leisure and home products; a financial division; a petroleum division; a specialty automotive parts division; and a retailer of casual and work wear clothing. The information technology group is faced with developing an implementation plan for the development of a business intelligence infrastructure and business capability at Canadian Tire Retail. Concurrent to thisinitiative is the development and implementation of an information technology strategy for Canadian Tire Corporation, which places a number of programs on the priority list, with business intelligence seen as a high priority item for which theorganization can score some quick win business success. Ivey Number: 9B03E019 Geographic Location: Canada Company Size: Large organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Management Science & Information Systems Subjects: Information Systems; Knowledge Based Systems; Information System Design; Business Intelligence
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		For use with 9B03E019 Ivey Number: 8B03E19
BUTCHER ENGINEERING ENTERPRISES
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		Bowlby KR; Grasby EMA; Claerhout A A packaging engineer is considering upgrading a manual stretch-wrap machine, or replacing it with a semi-automatic or automatic system. A recommendation is needed, and must be based on a detailed analysis of the capital outlays and annual savingsfor each alternative. Qualitative issues must also be addressed. The case presents an opportunity to both conduct differential analysis and to demonstrate the limitations of differential analysis. The instructor may choose to include a discussionof net present value, as well as the difference between allocation methods and rates. Ivey Number: 9A96K004 Publication Date: 6/2/1997 Revision Date: 4/10/2000 Geographic Setting: Canada/USA Industry Setting: Miscellaneous Manufacturing Industries Company Size: Medium organization Event Year Start: 1994 Subjects: Financial Analysis, Net Present Value Method, Packaging, Machinery and Equipment Functional Area: Accounting
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BUTLER METAL PRODUCTS: FOCUSING THE FACTORY
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		Piper CJ; Osborne W The newly-appointed general manager of Butler Metal Products was considering changes to his firm’s shop floor organization. About two years earlier, his predecessor had switched from a traditional functional hierarchy to focused factories. Althoughthe changes were accompanied by 35% reductions in inventories, throughput times and defect rates, there was concern that they would not be enough to assure Butler’s survival in the economically-stressed automotive industry. The focused factorieswere struggling with conflicting demands for shared equipment and human resources. Did the factories need to be refocused, left alone, or reverted back to the old organization? Ivey Number: 9A92D015 Publication Date: 29/09/1993 Revision Date: 22/03/2002 Geographic Setting: Canada Industry Setting: Automotive Repair, Services and Garages Company Size: Medium organization Event Year Start: 1991 Subjects: Manufacturing Strategy, Automotive, Factoring, Organizational Structure Functional Area: Production/Operations Management
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THE BAY KITCHENER
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		Grasby EMA; Wylie K The human resources/operations manager must design an action plan to implement the mission statement he has developed: the store will offer the best in customer satisfaction. The challenge lies in translating this goal into specific actions for thethree groups of employees involved in sales: sales supervisors, department heads, and sales associates. Each of these groups will play a different role in attaining the goal and, therefore, each group will require training and motivation. Ivey Number: 9A96J002 Publication Date: 29/01/1996 Revision Date: 20/12/2000 Geographic Setting: Canada Industry Setting: General Merchandise Stores Company Size: Large organization Event Year Start: 1995 Subjects: Goalsetting, Leadership, Motivation Functional Area: Human Resource Management
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