Publication Date: 9/20/2004
Industry: Food and Kindred Products
Abstract: Kalista’s Fine Chocolate is a home-base business that produces high-quality chocolate products. The company has been very successful and had purchased a kiosk at local mall to accommodate the increase in business, but the demand for Kalista’sproducts is still growing and the owners must decide whether to move into a larger space or continue working out of their home.
Ivey Number: 9B04M002
Geographic Location: Canada Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Opportunity Recognition; Growth; Business Development
Ivey Number: 8B04M02
Kameron Mills is building a plant and must decide which activities to crash and how to schedule its workers. This exercise provides a demonstration of critical path methodology.
Ivey Number: 9A84D033
Publication Date: 1/1/1984 Revision Date: 9/11/1998 Industry Setting: Agricultural Services
Subjects: Critical Path
Functional Area: Production/Operations Management
A production-driven company that produces televisions under contract has constant problems meeting production schedules. Because of personal ties to the owner, the finance manager from a holding company has been promoted to general manager of Kamito "straighten out the mess". He faces major challenges because of his lack of production and general management experience and of credibility due to his age and lower seniority. A major challenge will be how to handle the hostility of theproduction manager who expected to be promoted himself. Industry: Electric & Electronic Equipment Supplies Issues: Management Style, Managing Implementation, General Management Location: Philippines/Japan Size: Medium organization Year of event: 1995 Level: Undergraduate/MBA Revised: 14/02/2000 Ivey #: 9A97G008
The director of Kanzen Berhad (KB), Malaysia, must decide whether to recommend the company’s owner and CEO accept the offer of Pacific Dunlop Limited to form a joint venture in which Pacific Dunlop, an Australian company, would buy 30 per cent ofKB’s holdings in six subsidiaries in the mattress and bedding industry for RM$28 million. Since its founding as Dreamland, KB had been growing rapidly and had been quite profitable. The owner, however, had plans for expansion into other businessesin Malaysia and, especially, in China. As well, Pacific Dunlop had product and process technology, additional brand names and management expertise that had the potential to increase the success of KB’s subsidiaries.
Ivey Number: 9A97G004
Publication Date: 24/06/1997 Revision Date: 9/2/2000
Geographic Setting: Malaysia/Australia Industry Setting: Furniture and Fixtures
Company Size: Large organization
Event Year Start: 1992
Subjects: Joint Ventures, Negotiation, International Business
Functional Area: General Management
The managing director of a new Malaysian producer of stainless steel tubing received a letter from the company’s attorney in Washington, DC, informing him that the U.S. Specialty Tube Group had written to the U.S. President concerning stainless steeltubing imported into the U.S. from Korea, Taiwan, Thailand and Malaysia at dumped prices that was causing injury to the U.S. industry. For the next year, the managing director considered how he should respond to this threat, while at the same timeincreasing the company’s exports to the U.S. so that it could meet its sales and profits goals. One year later, he was informed that a formal antidumping action had been taken against imports of stainless steel tubing from Malaysia (and othercountries). He is considering what he should do now, both to preserve the company’s U.S. market and maintain alternative markets in other countries.
Ivey Number: 9A97G002
Publication Date: 10/9/1997 Revision Date: 7/5/2001
Geographic Setting: Malaysia/USA Industry Setting: Fabricated Metal Products
Company Size: Medium organization
Event Year Start: 1992
Subjects: International Trade, Political Environment, Anti-Dumping Action, International Law
Functional Area: General Management
Matt Gruber is an effective and highly motivated executive, yet his inability to deal with superiors is shown by numerous instances of abrasive behaviour. Matt’s rise and fall at Kapco is described in this case, which is one of a four-part series(see 9A93D016, 9A93D017, 9A93D018). The series’ teaching objectives are to learn to manage and to maintain successful relationships with supervisors and to effectively manage an employee who has difficulty relating upward.
Ivey Number: 9A93D015
Publication Date: 7/9/1993 Revision Date: 9/2/1999
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Large organization
Event Year Start: 1983
Subjects: Human Resources Management, Interpersonal Skills, Wrongful Dismissal
Functional Area: Production/Operations Management
This (B) case in the Kapco series presents the situation described in Kapco Limited (A), case 9A93D015, but from the perspective of one of Matt Gruber’s superiors.
Ivey Number: 9A93D016
Publication Date: 7/9/1993 Revision Date: 5/11/1999
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Large organization
Event Year Start: 1983
Subjects: Human Resources Management, Interpersonal Skills, Wrongful Dismissal
Functional Area: Production/Operations Management
Further information is provided to the situation described in Kapco Limited (A), case 9A93D015, which leads to a request for Matt Gruber’s resignation.
Ivey Number: 9A93D017
Publication Date: 7/9/1993 Revision Date: 5/11/1999
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Large organization
Event Year Start: 1983
Subjects: Human Resources Management, Interpersonal Skills, Wrongful Dismissal
Functional Area: Production/Operations Management
In the final case of the Kapco series, Matt’s firing, and how he handled it, are presented. See Kapco Limited (A), case 9A93D015, for the origins of the story.
Ivey Number: 9A93D018
Publication Date: 7/9/1993 Revision Date: 5/11/1999
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Large organization
Event Year Start: 1983
Subjects: Human Resources Management, Interpersonal Skills, Wrongful Dismissal
Functional Area: Production/Operations Management
Helped the Aged Canada, a non-profit organization, has hired Kate Archer to manage their prosthetic clinic in Haiti. After her arrival in Haiti she learns that its key employee does not meet her performance expectations. Communicating with theemployee, a deaf-mute, however, was very difficult and required the use of another employee as translator. She must communicate her performance expectations to the employee. The supplement to this case, Kate Archer In Haiti (B), product number9B01C036 describes how Kate develops a contract and finalizes the agreement with the employee.
Ivey Number: 9B01C035
Publication Date: 25/04/2002
Geographic Setting: Haiti Industry Setting: Health Services
Company Size: Small organization
Event Year Start: 2000
Subjects: Cross Cultural Management, Non-Profit Organization, International Management, Communications
Functional Area: Human Resource Management
Kate Archer is managing a small clinic for a non-profit agency. One of her employees is not meeting her performance expectations, and she decides to ask the employee to sign a contract outlining her performance expectations. However, she is notcertain the employee understands the contract. This case supplements Kate Archer in Haiti (A), product 9B01C035.
Ivey Number: 9B01C036
Publication Date: 25/04/2002
Geographic Setting: Haiti Industry Setting: Health Services
Company Size: Small organization
Event Year Start: 2000
Subjects: Cross Cultural Management, Non-Profit Organization, International Management, Communications
Functional Area: Human Resource Management
Description: Kaupthing Bank hf is a large financial institution that began as an investment bank and after five years, expanded operations into other Nordic countries. Kaupthing acquired JP Nordiska, a Swedish securities trader that is four times larger thanKaupthing Bank hf and is currently unprofitable. The immediate issue is to determine the processes to return JP Nordiska AB to profitability, however, the substantive issue concerns the degree of decentralization and the planning processes employedin a rapidly growing enterprise. The supplement Kaupthing Bank hf and JP Nordiska AB (B), product 9B04B002 outlines what happened.
Ivey Number: 9B04B001
Publication Date: 4/3/2004
Geographic Setting: Iceland/Sweden
Industry Setting: Banking
Company Size: Medium organization
Event Year Start: 2002
Subjects: Management Control; Acquisitions; Planning; Decentralization
Level of Difficulty: Undergraduate/MBA
Functional Area: Accounting
Description: This supplement to Kaupthing Bank hf and JP Nordiska AB (A), product 9B04B001 discusses the events that happened after the acquisition of JP Nordiska AB.
Ivey Number: 9B04B002
Publication Date: 4/3/2004
Geographic Setting: Iceland/Sweden
Industry Setting: Banking
Company Size: Medium organization
Event Year Start: 2003
Subjects: Management Control; Acquisitions; Planning; Decentralization
Level of Difficulty: Undergraduate/MBA
Functional Area: Accounting
This is the first case of six cases which will assess the feasibility of starting a brew pub while reviewing various managerial accounting and business decision-making tools. It focuses on generating realistic objectives, assessing informationneeds, and identifying potential sources of this information. In addition, the use of consumer surveys as market research tools will be evaluated.
Ivey Number: 9A90K001
Publication Date: 1/1/1990 Revision Date: 28/02/2002
Geographic Setting: Canada Industry Setting: Eating and Drinking Places
Company Size: Small organization
Event Year Start: 1989
Subjects: Feasibility Analysis, Entrepreneurship, Marketing Research
Functional Area: Marketing
This follow-up case of the Kellers’ Freehouse series provides a comprehensive review of cost behaviour. Specifically, the topics of cost classification, contribution analysis, and break-even analysis are addressed in the context of examining thecost structure of a restaurant.
Ivey Number: 9A90K002
Publication Date: 1/1/1990 Revision Date: 20/03/2002
Geographic Setting: Canada Industry Setting: Eating and Drinking Places
Company Size: Small organization
Event Year Start: 1989
Subjects: Contribution Analysis, Break-Even Analysis
Functional Area: Marketing
The third case of the Kellers’ Freehouse series focuses on the development of a marketing plan. A marketing analysis framework will be used to make decisions regarding the pricing policies, product offering, place, and promotion of the brew pub.
Ivey Number: 9A90K003
Publication Date: 1/1/1990 Revision Date: 28/02/2002
Geographic Setting: Canada Industry Setting: Eating and Drinking Places
Company Size: Small organization
Event Year Start: 1989
Subjects: Marketing Management, Consumer Analysis, Competition
Functional Area: Marketing
The fourth case of the Kellers’ Freehouse series provides a review of cash flow analysis. This session addresses the importance of cash management and the mechanics of developing a cash budget. In addition, a plan will be developed to finance thenew business.
Ivey Number: 9A90K004
Publication Date: 1/1/1990 Revision Date: 28/02/2002
Geographic Setting: Canada Industry Setting: Eating and Drinking Places
Company Size: Small organization
Event Year Start: 1989
Subjects: Cash Flow, Cash Budgeting, Financing
Functional Area: Marketing
This is the fifth case in the Kellers’ Freehouse series. The primary purpose of this session is to generate and interpret projected statements. This analysis will include a review of return on investment calculations and sensitivity analysis. Inaddition, the methods of structuring a new business will be examined.
Ivey Number: 9A90K005
Publication Date: 1/1/1990 Revision Date: 1/3/2002
Geographic Setting: Canada Industry Setting: Eating and Drinking Places
Company Size: Small organization
Event Year Start: 1989
Subjects: Income Determination, Return on Investment, Sensitivity Analysis, Organizational Structure
Functional Area: Marketing
This is the sixth and final case in the Kellers’ Freehouse series. The purpose of this case is to review the concept of relevant costs and the use of cost/benefit analysis. In addition, contribution and return on investment analysis are employed.
Ivey Number: 9A90K006
Publication Date: 1/1/1990 Revision Date: 7/3/2002
Geographic Setting: Canada Industry Setting: Eating and Drinking Places
Company Size: Small organization
Event Year Start: 1989
Subjects: Relevant Costs, Cost/Benefit Analysis, Contribution Analysis, Return on Investment
Functional Area: Marketing
Description: A recently appointed supervisor believes that a job enrichment program might help operations in his company. The following issues are raised: (1) Types of jobs which can be enriched; (2) The role of the union in job enrichment programs; (3)Working without supervision; (4) Group cohesion; (5) Financial demands accompanying job enrichment; (6) Management of change.
Ivey Number: 9A83C024
Publication Date: 1/1/83 Revision Date: 5/6/2003
Geographic Setting: Canada
Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 1975
Subjects: Job Enrichment; Motivation; Group Behaviour; Management of Change
Level of Difficulty: Undergraduate/MBA
The new vice-president for Kentucky Fried Chicken in southeast Asia, must weigh the growth benefits of investing in China with alternative opportunities in the region. He is at the exploratory stage of market research and is focusing his attentionon four possible locations in China. He must also balance his own personal ambitions with the possibilities for failure, not only in China, but the rest of southeast Asia.(A 31-minute video is available with this case, video 7A90G001.) A follow-up case (9A90G002) is also available. Industry: Eating and Drinking Places Issues: International Business, Political Environment, Strategic Planning Location: Asia/China Size: Large organization Year of event: 1986 Level: Undergraduate/MBA Revised: 9/2/00 Ivey #: 9A90G001
The new vice-president for Kentucky Fried Chicken in southeast Asia, must weigh the growth benefits of investing in China with alternative opportunities in the region. He is at the exploratory stage of market research and is focusing his attentionon four possible locations in China. He must also balance his own personal ambitions with the possibilities for failure, not only in China, but the rest of southeast Asia.(A 31-minute video is available with this case, video 7A90G001.) A follow-up case (9A90G002) is also available.
Ivey Number: 9A90G001
Publication Date: 1/1/1990 Revision Date: 9/2/2000
Geographic Setting: Asia/China Industry Setting: Eating and Drinking Places
Company Size: Large organization
Event Year Start: 1986
Subjects: International Business, Political Environment, Strategic Planning
Functional Area: General Management
The VP’s efforts to determine whether and how to proceed with an emerging three-way partnership in China are described. Kentucky Fried Chicken has selected local partners and has been issued a license to operate a restaurant in Beijing. If he is toproceed, the VP must decide how fast he should advance the negotiations and which of three location sites in the city is most desirable. A background case (9A90G001) and a follow-up case (9A90G003) are available.
Ivey Number: 9A90G002
Publication Date: 1/1/1990
Geographic Setting: China Industry Setting: Eating and Drinking Places
Company Size: Large organization
Event Year Start: 1987
Subjects: International Business, Joint Ventures, Site Selection, Risk Analysis
Functional Area: General Management
The VP’s efforts to determine whether and how to proceed with an emerging three-way partnership in China are described. Kentucky Fried Chicken has selected local partners and has been issued a license to operate a restaurant in Beijing. If he is toproceed, the VP must decide how fast he should advance the negotiations and which of three location sites in the city is most desirable. A background case (9A90G001) and a follow-up case (9A90G003) are available. Industry: Eating and Drinking Places Issues: International Business, Joint Ventures, Site Selection, Risk Analysis Location: China Size: Large organization Year of event: 1987 Level: Undergraduate/MBA Revised: Ivey #: 9A90G002
This case presents the start-up of operations in Beijing and discusses the difficulties Kentucky Fried Chicken (KFC) is having with its local partners. By March 1988, KFC has established its largest restaurant in the world in Beijing with sales thatare booming and showing no sign of slowing down. Nevertheless, the extent of operational problems and the shortage of hard currency profits is raising concerns over whether further expansion is warranted. Previous cases (9A90G001, 9A90G002) areavailable. Industry: Eating and Drinking Places Issues: International Business, Joint Ventures, Currency, Risk Analysis Location: China Size: Large organization Year of event: 1988 Level: Undergraduate/MBA Revised: Ivey #: 9A90G003
This case presents the start-up of operations in Beijing and discusses the difficulties Kentucky Fried Chicken (KFC) is having with its local partners. By March 1988, KFC has established its largest restaurant in the world in Beijing with sales thatare booming and showing no sign of slowing down. Nevertheless, the extent of operational problems and the shortage of hard currency profits is raising concerns over whether further expansion is warranted. Previous cases (9A90G001, 9A90G002) areavailable.
Ivey Number: 9A90G003
Publication Date: 1/1/1990
Geographic Setting: China Industry Setting: Eating and Drinking Places
Company Size: Large organization
Event Year Start: 1988
Subjects: International Business, Joint Ventures, Currency, Risk Analysis
Functional Area: General Management
This case examines the consolidation accounting adopted for the merger of Keppel Bank and Tat Lee Bank in Singapore. It is designed to expose students to the fundamental issues and complications of pooling versus purchase accounting.
Ivey Number: 9A98B036
Publication Date: 4/2/1999
Geographic Setting: Singapore Industry Setting: Banking
Company Size: Large organization
Event Year Start: 1998
Subjects: Accounting Methods, Financial Reports/Disclosure, Consolidations and Mergers, Financial Analysis
Functional Area: Accounting
Kettle Creek has opened an attractive fashion market niche by selling its unique garments through a chain of franchised retail outlets. Rapid growth has stretched its financial and management resources, seemingly to the limit. The President, amajority shareholder, is concerned about her next steps. See (B) case 9A87M018.
Ivey Number: 9A87M016
Publication Date: 1/1/1987 Revision Date: 8/8/2001
Geographic Setting: Canada Industry Setting: Apparel and Accessory Stores
Company Size: Small organization
Event Year Start: 1985
Subjects: Strategic Planning
Functional Area: General Management
Description: The president is considering three steps to deal with financial and operating problems at Kettle Creek (see (A) case 9A87M016). They were to sell equity, even the whole business if necessary, to recruit a board of directors, and to hire a generalmanager. She reviews three applicants’ resumes for the job. Do any of them fit the bill?
Ivey Number: 9A87M018
Publication Date: 1/1/87 Revision Date: 3/27/2003
Geographic Setting: Canada
Industry Setting: Apparel and Accessory Stores
Company Size: Small organization
Event Year Start: 1985
Subjects: Staffing
Level of Difficulty: Undergraduate/MBA