Ivey Business School (Canada)
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Infusion's Greenfield Subsidiary in Poland
Christopher Williams; Wendelien van Eerde; Danielle TheCase IVEY-9B12M076-EEntrepreneurship, StrategyThe president of Infusion Development Corporation was reviewing the progress of the new subsidiary the company had set up 15 months earlier in Krakow, Poland. The purpose of the subsidiary was to work with other Infusion offices around the world to provide innovative software development services to global clients. The investment, a big success, had grown in size from eight to forty staff in one year, and there were plans to double that by the en...Starting at €8.20
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The Ministry of Defence of Ukraine: The Role of Character in Reform
Gerard Seijts; Yaryna Boychuk; Liudmyla Kryzhanovska; Sophia Opatska; Andrew RozhdestvenskyCase IVEY-9B17C042-ELeadership and People Management, StrategyIn late 2014, the deputy minister of Ukraine’s Ministry of Defence joined the public service, six months after Ukraine’s revolution and change of government. He joined the ministry as part of the new government’s attempt to reform a bureaucracy crippled by corruption, inefficiencies, and dysfunction. In six months, he had already made notable changes. However, by March 2015, the changes were not resulting in better outcomes where they were urgent...Starting at €8.20
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African Tiger (A)
Rajinder RainaCase IVEY-9B10M009-EEntrepreneurship, StrategyAWARD WINNING CASE - This case series won top prize in the 2010 Association of African Business Schools (AABS)/EMERALD case competition. In early 2005, South African company Tiger Wheels Limited (Tiger) had established a global footprint in the manufacture of aluminum alloy wheels with customers comprising several high-end automotive producers. It was the 10th largest alloy wheel company in the world with a solid balance sheet and net current ass...Starting at €8.20
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Transparency International Ukraine
Lucas Monzani; Andrew Rozhdestvensky; Lindsay BirbragerCase IVEY-9B19C026-ELeadership and People Management, StrategyThe overarching vision of the global nongovernmental organization Transparency International was to free the world from corruption. Transparency International Ukraine (TIU) was founded in 2014, after three failed attempts, to tackle the high level of corrStarting at €8.20
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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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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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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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Managing a Severe Crisis: PharmaCorp in Ukraine
Phillip C. Nell; Renate Kratochvil; Patricia KlopfCase IVEY-9B17M085-EStrategyIn early 2015, the newly appointed country head of PharmaCorp’s operating unit in Ukraine faced internal and external challenges in managing the global pharmaceutical company’s operations in the crisis-ridden country. Since November 2013, Ukraine had undergone massive disruptions, including riots in Kiev, the annexation of Crimea by Russia, and a war in its easternmost region. Amid these economic and political turbulences, PharmaCorp Ukraine expe...Starting at €8.20
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African Tiger (B)
Rajinder RainaCase IVEY-9B10M010-EEntrepreneurship, StrategyAWARD WINNING CASE - This case series won top prize in the 2010 Association of African Business Schools (AABS)/EMERALD case competition. In January 2007, Tiger Wheels (Tiger) and ATS informed its lead banker in Germany that it was forecasting a breach of its covenants, just 18 months after acquiring the Kentucky wheel plant. This was a critical matter and, as a result, the top management at Tiger was intimately involved in the deliberations. ATS ...Starting at €5.74
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Phenicoptere: Channel Strategy for International Expansion
Aleksandra WasowskaCase IVEY-9B18M172-EEntrepreneurship, 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