Ivey Business School (Canada)
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A Terroir Olive Oil Mill Against Agri-Food Multinationals
Franck Brulhart; Philippe Chereau; Pierre-Xavier MeschiCase IVEY-9B16M030-EEntrepreneurship, StrategyAWARD WINNING CASE – This case won the Euro-Mediterranean Managerial Practices and Issues category at the 2015 EFMD Case Writing Competition. The chief executive officer of Les Moulins de la Brague (LMB), a seven-generation French olive oil miller, was worried about the future of the business. LMB was trying to find a profitable niche in a market that was filled with multinational companies, whose products came in a variety of quality and price r...Starting at €8.20
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Louis Vuitton in Japan
Justin Paul; Charlotte FeroulCase IVEY-9B10M067-EEntrepreneurship, Marketing, StrategyThis case deals with the opportunities and challenges of Louis Vuitton, the leading European luxury-sector multinational firm, in Japan, taking into account the unique features of brand management and integrating culture and consumer behaviour in Japan. In the last decade, Japan has been Louis Vuitton’s most profitable market, but the global economic crisis has presented challenges.Facing a weak economy and a shift in consumer preferences, Louis ...Starting at €8.20
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Yves Saint Laurent: Strategic Leadership of Creative Directors
Wiboon Kittilaksanawong; Léo Guilbert; Andrew Jiro PoplawskiCase IVEY-9B17M137-EEntrepreneurship, StrategyOn April 1, 2016, fashion house Yves Saint Laurent (YSL) announced the departure of its creative director who had been responsible for successfully reviving the struggling YSL brand since 2012. Three days after this surprising departure, the company announced that its next creative director would be a relatively inexperienced, 36-year-old designer. After decades of leadership turmoil and financial instability at YSL, the incoming creative directo...Starting at €8.20
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Long-Term Orientation in the Benedictine Monastery of Admont
Dietmar SternadCase IVEY-9B16M045-EStrategyAt the Benedictine monastery of Admont in Austria, which had been economically active for over 940 years, the monks tended to think in centuries rather than quarters. However, the monastery’s business director needed to make a decision in a much shorter timeframe. The monastery employed approximately 600 people in its forestry, wine-growing, energy, real estate, services, and industrial businesses. Its largest subsidiary, an industrial manufactur...Starting at €8.20
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Long-Term Orientation in the Benedictine Monastery of Admont (Spanish version)
Dietmar SternadCase IVEY-9B16MS045StrategyAt the Benedictine monastery of Admont in Austria, which had been economically active for over 940 years, the monks tended to think in centuries rather than quarters. However, the monastery’s business director needed to make a decision in a much shorter timeframe. The monastery employed approximately 600 people in its forestry, wine-growing, energy, real estate, services, and industrial businesses. Its largest subsidiary, an industrial manufactur...Starting at €8.20
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Voestalpine AG (A)
Murray J. Bryant; Werner Auer-Rizzi; Iris Fischlmayr; Caecilia Innreiter; Brett Matthews; Michael EyettCase IVEY-9B07M032-EStrategyVoestalpine AG, a public company located in Linz, Austria, was examining opportunities for growth. The company considers that to meet the needs of its customers, notably automobile, rail and construction, it has to grow. Further, the steel industry in Europe is in a process of consolidation. The company has a very strong balance sheet but due to its ownership structure (35 per cent is owned by the Austrian government), its market value is conside...Starting at €8.20
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F.P. Journe: Continuing the Tradition of Haute Horology Excellence
Ken Kwong-Kay WongCase IVEY-9B14A073-EEntrepreneurship, Marketing, StrategyIn the summer of 2014, the founder and sole owner of F.P. Journe, a maker of luxury watches, sat in his Geneva headquarters and wondered about the future. Founded in 1999, the private company had 125 employees and a strictly limited production of 850 to 900 watches per year. It was a well-respected brand that was distributed globally through a network of company-owned boutiques and third-party jewellery stores. Its exclusively designed and indivi...Starting at €8.20
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Pequignet: The Face of the Renaissance of French Haute Horlogerie
Ken Kwong-Kay WongCase IVEY-9B15A022-EEntrepreneurship, Marketing, StrategyFor French watchmaker Pequignet, its return to the annual luxury watch and jewelry show, Baselworld, signaled a new page in the company’s 40-year history. As the only “haute horlogerie” manufacturer in France since the quartz crisis in the 1970s, Pequignet had caught the attention of both the media and the watch collector community, despite going through receivership and a change of ownership. In addition to showcasing its Calibre Royal collectio...Starting at €8.20
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Voestalpine AG (B)
Murray J. Bryant; Werner Auer-Rizzi; Sabine Reisinger; Harald Stummer; Robert Bauer; Michael Eyett; Brett MatthewsCase IVEY-9B07M033-EStrategyThis supplement to Voestalpine AG (A), product 9b07M032, examines the decision to expand vertically instead of horizontally, but looking at a stamping plant and plastics firm (to get closer to its automotive customers) and a design firm. More importantly, the case examines the tools and methodologies employed by the company to assess fit in terms of costs and competencies and customers and competition.Starting at €5.74
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Total’s Carbon Capture and Storage Project at LACQ (B): Gaining Public Acceptance of New Technology
Devin McDaniels; Frances BowenCase IVEY-9B10M106-ELeadership and People Management, Service and Operations Management, StrategyThis case is a supplement to Total’s Carbon Capture and Storage Project at LACQ (A).Starting at €5.74