Ivey Business School (Canada)
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Dr. Reddy's Laboratories (B)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B08M065-EStrategyThis supplement to Dr. Reddy's Laboratories (A), product # 9B08M064, looks at the two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question.Starting at €5.74
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Private Media Group (B)
Jean-Philippe Vergne; Mary M. Crossan; Ken Mark; Jordan MitchellCase IVEY-9B15M026-EEntrepreneurship, StrategySupplement to 9B15M025.Starting at €5.74
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Agoda: People Analytics and Business Culture (B)
Kenneth Goh; Ken MarkCase IVEY-9B17C025-EEntrepreneurship, Leadership and People Management, StrategySupplement for product 9B17C024.Starting at €5.74
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7-Eleven in Thailand
Sundaravaradhan Venkatesh; Sandhya BhatiaCase IVEY-9B13B021-EAccounting and Control, StrategyCP 7-Eleven is a prominent retail chain in Thailand. The analysis of the financial statements for the year 2011 revealed that while the earnings per share increased, the return on equity (ROE) declined. The company had negative working capital. It exerted strong bargaining power over its suppliers and customers and had efficient inventory management. It had been accumulating cash and other liquid assets over the last few years and it expanded in ...Starting at €8.20
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Dr. Reddy's Laboratories (A)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B08M064-EStrategyDr. Reddy's Laboratories (Dr. Reddy's), a large pharmaceutical company in India, is trying to acquire the fourth largest generics manufacturer in Germany. Dr. Reddy's quoted $570 million in a competitive bidding situation. The company's chief negotiator is getting ready to close the deal if selected. Students will examine the issues for the chief negotiator, such as: is the price right, is the fit strategic, will the acquisition add value, how ca...Starting at €8.20
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Boehringer Ingelheim: Leading Innovation
J. Robert Mitchell; Ramasastry ChandrasekharCase IVEY-9B14M168-EEntrepreneurship, StrategyThe newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm’s new, first-of-its-kind role, which is central to the company’s growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transfor...Starting at €8.20
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Rosch Innovations: Preparing the Biggest IPO Ever
Matthias A. TietzCase IVEY-9B16M131-EEntrepreneurship, StrategyThe chief executive officer (CEO) of Rosch Innovations and his team had developed a kinetic power plant that used the buoyancy force of air in water to generate electricity. This breakthrough innovation defied old principles of physics and was therefore difficult to comprehend and communicate. The CEO and his team had grown their network behind the scenes, careful not to raise too much attention from the powerful German energy lobby in the beginn...Starting at €8.20
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mymuesli: New Markets for Customized Breakfast Cereal
Marc Fetscherin; Elena KasperCase IVEY-9B17A055-EEntrepreneurship, Marketing, StrategyIn 2017, the German company mymuesli GmbH (mymuesli) was operating in six European countries. Having begun to successfully distribute its customizable organic breakfast cereals online, mymuesli built on its growing popularity by opening stores in various cities across Germany, Austria, Switzerland, the Netherlands, and Sweden, where the most popular versions of the product were sold. The relatively young company differentiated itself with its cus...Starting at €8.20
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SÄBU Holzbau GmbH: From a Leadership Crisis to Qualitative Growth (A)
Dietmar SternadCase IVEY-9B19C011-EEntrepreneurship, Leadership and People Management, StrategyCase A describes a leadership crisis affecting the managing director of the German construction company SÄBU Holzbau GmbH. In 2013, severe organizational problems, such as deficiencies in internal communication, indecisiveness, and a lack of clarity in the distribution of tasks and responsibilities, led to frustrations for both customers and employees. The crisis culminated with three key employees leaving the company because they were no longer ...Starting at €8.20
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Donatus Pharmacy: Personnel Scheduling with Employee Preferences
Christoph Haehling von Lanzenauer; Olaf PohlCase IVEY-9B18D022-EService and Operations Management, StrategyIn March 2017, a pharmacy in Berlin encountered a personnel scheduling problem. The pharmacy’s key activity was serving customers in-store with ready-made medication. These services had to be offered during regular opening hours, on occasional Sundays, anStarting at €8.20