Ivey Business School (Canada)
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Phenicoptere: Taking GLOV Global
Aleksandra WasowskaCase IVEY-9B18M168-EEntrepreneurship, StrategyOn September 15, 2014, the chief executive officer and the vice-president of the start-up Phenicoptere Ltd. were heading home to Poland. They were returning from a meeting with Armelle S.A. in Marseille, France about selling their innovative product—a makeup-removal glove called GLOV, in Armelle S.A.’s global retail chain. “Isn’t it exciting?” asked the chief executive officer, how often does such a small firm get a chance to talk to the buyers o...Starting at €8.20
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Ghana Investment Fund Limited: Ethical Issues
Darrold Cordes; Won-Yong OhCase IVEY-9B19M124-EEntrepreneurship, StrategyThe chief executive officer of RenY Corporation (RenY) based in Hong Kong, had just established the Ghana Investment Fund Limited (GIF) as a subsidiary of RenY in Ghana. GIF aimed to invest in the entrepreneurial ideas of university graduates in Ghana undStarting at €8.20
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Phenicoptere: Channel Strategy for International Expansion (Spanish Version)
Aleksandra WasowskaCase IVEY-9B18MS172Entrepreneurship, StrategyPhenicoptere Ltd. (Phenicoptere), founded in 2012 by two female entrepreneurs, was a Polish start-up offering a makeup-removal glove called GLOV. Phenicoptere went global at the very early stage of its development. By 2017, the company was present in 44 cStarting at €8.20
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Miutcánk: A Neighbourhood-Building Network
Anass Karzazi; Yusaf AkbarCase IVEY-9B20M099-EEntrepreneurship, StrategyThe co-founder and chief product officer of Miutcánk, a promising sharing-economy platform dedicated to neighbourhood networking and services, was analyzing the growth of the platform since its creation in 2014. Miutcánk had more than 43,000 registered usStarting at €8.20
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Herend Porcelain Manufactory: Designing Strategy in a COVID-19 World
Elias Goletsas; Anass Karzazi; Pardeep Singh Attri; Yusaf AkbarCase IVEY-W27119-EStrategyHerend Porcelain Manufactory Ltd. (Herend) was an almost 200-year-old porcelain manufactory located in western Hungary. The company had weathered multiple social and political changes, world wars, and hardships and had variably experienced prosperity, international recognition, and, on one occasion, bankruptcy. However, under the current chief executive officer, Herend had become a stable and profitable organization. Then, in March 2020, the COVI...Starting at €8.20
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All in Flour Bakery: Making Bread or Making Money?
Krzysztof Obloj; Tomasz OblojCase IVEY-W27070-EEntrepreneurship, StrategyAfter years of learning from the best bakeries around the world, Polish entrepreneur Monika Walecka returned to her native Poland and, in 2019, opened her artisanal bakery, All in Flour. The bakery was an extension of her values and struck a delicate balance between financial and social objectives. All in Flour was located in one of the most upscale districts of Warsaw and focused on top-quality bread products. It used high-quality, diverse, and ...Starting at €8.20
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Beznoska: Sell Me Your Stocks
Martin Jurek, Mohit Srivastava, Karel Pernica, Jiri HnilicaCase IVEY-W31002-EStrategyIn late January 2020, the chief executive officer and third-generation successor of BEZNOSKA s.r.o., a traditional Czech manufacturer of joint implants, was preparing for an annual shareholders’ meeting with the family business owners. The annual report indicated that the company had experienced its worst financial year in its 30-year history. The company was also facing challenges from new competitors in the market and the need to comply with a ...Starting at €8.20
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GLAMI Global Expansion Dilemma: Where, When, and How
Mohit Srivastava; Ladislav TyllCase IVEY-9B19M134-EEntrepreneurship, StrategyGLAMI was launched in October 2013 in the Czech Republic as a fashion search engine with a focus on providing consumers with an accessible platform. It operated a neatly organized online fashion catalogue that consisted of combined products from fashion eStarting at €8.20
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Ecobank Ghana: Change Management in an Acquisition
Helena M. Addae; Kwesi Amponsah-TawiahCase IVEY-9B21M035-EStrategyEcobank Ghana had branches in every region of Ghana and wanted to expand its client base to include more small and medium enterprises. At the end of 2011, Ecobank Transnational Incorporated, Ecobank Ghana’s parent company, acquired the Trust Bank Ghana Limited, a bank that primarily serviced small businesses, which it planned to merge with Ecobank Ghana through a share swap. Integrating the two banks would involve merging different organizational...Starting at €8.20
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EA Financial Services
Francis Ayensu; Nicole R.D. Haggerty; Logan Burnett; Stephanie Lachance-Coward; Taylor KlimoskoCase IVEY-9B14M042-EEntrepreneurship, StrategyEA Financial Services was a microfinance institution in Koforidua, Ghana. In its seven months of operation, it had done well to establish a client base, before it lacked sufficient capital to meet the growing demand for new loans. Although having a growing client base is a positive sign, the lack of capital was a significant burden—the company had to begin turning down loan requests. The owner knew that potential clients would likely deal with on...Starting at €8.20