Ivey Business School (Canada)
-
Mazatlán: The Destination That Did Not Like Its Brand
Nicolas Kervyn; Fernando Rey Castillo Villar; Silvestre Flores Gamboa; Manuel Lopezneria; Matthew ThomsonCase IVEY-W28621-EMarketingIn 2022, Mazatlán was enjoying a reputation as a popular seaside town on the Mexican Pacific Coast, in the northwestern state of Sinaloa. Protected by a bay and three islands, it offered sandy beaches and favourable weather year-round, making it an attractive destination for Mexican, American, and Canadian vacationers. It was a popular stop for Pacific Ocean cruises, where tourists could enjoy beaches, sunshine, Mexican cuisine and culture, and v...Starting at €8.20
-
Mazatlán: The Destination That Did Not Like Its Brand (Spanish version)
Nicolas Kervyn; Fernando Rey Castillo Villar; Silvestre Flores Gamboa; Manuel Lopezneria; Matthew ThomsonCase IVEY-W32003MarketingIn 2022, Mazatlán was enjoying a reputation as a popular seaside town on the Mexican Pacific Coast, in the northwestern state of Sinaloa. Protected by a bay and three islands, it offered sandy beaches and favourable weather year-round, making it an attractive destination for Mexican, American, and Canadian vacationers. It was a popular stop for Pacific Ocean cruises, where tourists could enjoy beaches, sunshine, Mexican cuisine and culture, and v...Starting at €8.20
-
Metaza: Implementación De La Gobernanza Corporativa en Una Empresa Familiar (Spanish version)
Gonzalo Gomez Betancourt; José Luis Rivas; Pedro VazquezCase IVEY-W36193StrategyMetaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However,...Starting at €8.20
-
Jamaica Macaroni Factory: Capital Budgeting for Renewable Energy
Ryan Hudgins; Zach ChenCase IVEY-W34511-EAccounting and Control, StrategyIn January 2022, Nicholas Chen had to decide whether to invest in one of two solar power systems to reduce the energy cost of the manufacturing company, Jamaica Macaroni Factory Ltd.’s (JMF). He could purchase a 100kW solar power system and generate some of the energy JMF used while also selling back electricity to the grid when the factory was not operating, or he could purchase a 230kW system, which would produce more energy but, due to regulat...Starting at €8.20
-
Hindú: Revitalizing a Colombian Tea Brand (Spanish version)
Juanita Cajiao; Diana LealCase IVEY-W34900Marketing, StrategyIn late 2019, the Colombian company Agrícola Himalaya SA was undertaking a strategy to double its sales by 2030. The company’s popular Hindú brand of teas, developed over six decades, had expanded to include not only black and green teas but also herbal teas, fruit teas, ready-to-drink products, and an iced tea line. Over the past 10 years, the company had enjoyed steady growth, distributed its products throughout the Americas, and developed a Kn...Starting at €8.20
-
GetYourGuide: Managing a Sudden Shock to Business Growth
Sabrina Goestl; Vanessa C. HasseCase IVEY-W32660-EEntrepreneurship, Leadership and People ManagementIn March 2020, the German online travel experience platform GetYourGuide faced an abrupt drop in revenues in the wake of the COVID-19 pandemic. Prior to the drop, the company had been thriving, grown from a simple idea thought up by a group of friends in a student dormitory into a market-leading company in the travel experience industry with a valuation of over US$1 billion (a “unicorn” start-up) and more than 600 employees across fifteen global ...Starting at €8.20
-
Metaza: Implementing Corporate Governance in a Family Business
Gonzalo Gomez Betancourt; José Luis Rivas; Pedro VazquezCase IVEY-W34069-EDecision Analysis, StrategyMetaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However,...Starting at €8.20
-
Delirio: Branding and Dancing during the Pandemic
Juanita Cajiao; Enrique RamirezCase IVEY-W29892-EMarketing, StrategyEarly in 2020, la Fundación Delirio (Delirio), a salsa dance, music, and circus arts show from Cali, Colombia, faced the abrupt and indefinite suspension of its presentations because of lockdowns associated with COVID-19. The general director and the staff who remained had to find new ways to connect with their audiences, relying on the strength of the brand, which help them stay afloat despite restrictions on live performances. However, when con...Starting at €8.20
-
Spotify: Facing the Protestors’ Music
Yan Castaldo; Michael Sawers; Jacob Tawil; Osmaan Dawood; Kyle Punnett; Wren MontgomeryCase IVEY-W26296-EStrategySpotify Technology S.A. (Spotify) was facing significant problems with public relations due to artists’ claims of poor treatment. They had accused Spotify of underpaying artists, obscuring its business practices, and being overly litigious. The objections reached a critical point with a union of creatives, the Union of Musicians and Allied Workers (UMAW), submitting a petition to Spotify and on March 15, 2021, protesting at its global offices. Sp...Starting at €8.20
-
Bitaco Tea: A Taste of a Better World
Juanita CajiaoCase IVEY-W27301-EMarketing, StrategyAgricola Himalaya was a family-owned Colombian company, the national leader in the tea industry, and the owner of the only tea plantation in the country, located in the middle of a mist forest. In Colombia, owing to the labour costs involved in tea production, importing tea was less expensive than producing it locally, but if Agricola Himalaya decided to import the tea, what would be the environmental and social impact of closing the plant and pl...Starting at €8.20