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Tokyo Smoke: Building a Retail Cannabis Brand (A)
Eric Janssen; Ramasastry ChandrasekharCase IVEY-9B19A049-EEntrepreneurship, Marketing, StrategyIn 2016 (A case), the founder of Tokyo Smoke, a cannabis retailing enterprise based in Toronto, needed to attract investors. The former Google Inc. employee had taken advantage of public policy changes in Canada and was modelling his retail business on StStarting at €8.20
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Innovative Automation: Coping with COVID-19
Mary Weil; Ramasastry ChandrasekharCase IVEY-9B21C004-ELeadership and People ManagementIn early April 2020, COVID-19 began impacting trade, commerce, and industry globally. The founder and president of Innovative Automation Inc., a custom machine builder in the small and medium enterprise sector in Ontario, Canada, was facing two main dilemmas. First, how should he ensure that the internal channels of communication at the company remain open as its employees-like everyone in the rest of the province and indeed the rest of the world...Starting at €8.20
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Medicom: Building A Resilient Supply Chain
P. Fraser Johnson; Ramasastry ChandrasekharCase IVEY-9B21D011-EService and Operations Management, StrategyGuillaume Laverdure, chief operating officer at Medicom Group (Medicom), was evaluating a potential investment in a new facility that would manufacture melt-blown polypropylene (melt-blown PP), a key raw material for surgical and respirator masks. It wasStarting at €8.20
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Lightenco: Reaching the Limits of Bootstrapping
Simon Parker; Ramasastry ChandrasekharCase IVEY-9B19M061-EEntrepreneurship, StrategyIn January 2018, the three founders of Lighting Enhancement Corporation (Lightenco), a Canadian turnkey lighting solutions enterprise, were at a crossroads. After building a successful business enterprise over seven years by relying entirely on internal fStarting at €8.20
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Indochino: Achieving Growth with Bricks and Clicks
Kersi Antia; Ramasastry ChandrasekharCase IVEY-9B20A018-EEntrepreneurship, MarketingIn June 2019, the chief executive officer of a Canadian menswear enterprise was examining his options mid-way through a five-year growth plan. The strategy involved a three-fold mandate: reinforce the company’s value proposition, rapidly scale up marketing, and transition to omnichannel retailing. What has worked well for the company and how does the strategy need to be refined so the company meets its goals?Starting at €8.20
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Siemens Canada: Digital Transformation
Ning Su; Ramasastry ChandrasekharCase IVEY-9B20M067-EEntrepreneurship, StrategyIn mid-2018, the president and chief executive officer of Siemens Canada was examining his options in executing Vision 2020+, a growth plan developed by the company's headquarters in Germany. One of the cornerstones of the plan was digitalization, both internally, among the company's sprawling manufacturing operations, and externally, among the company's industrial customers. How could Siemens Canada, as a North American subsidiary of a large mul...Starting at €8.20
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CoolIT Systems: Developing an Operations Strategy
P. Fraser Johnson; Ramasastry ChandrasekharCase IVEY-9B20D019-EService and Operations ManagementIn February 2020, the executive vice-president of Manufacturing and Supply Chain at CoolIT Systems (CoolIT), met with the company's chief executive officer (CEO) in their Calgary office. The company had recently developed a new range of products that provStarting at €8.20
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Allentown Materials Corporation: División de productos electrónicos (A)
Beer, MichaelCase HBS-403S14Leadership and People ManagementUna división de Allentown Materials Corp. tiene problemas financieros y de organización. Conflicto y falta de coordinación existen entre los grupos funcionales. Los empleados no tienen un sentido de dirección, y la moral es baja. La causa de estos problemas se encuentra en un cambio en el entorno empresarial, seguido de cambios en la organización y gestión. Un reescrito versión de un caso anterior.Starting at €8.20
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Cross-Functional Challenges in the Mobile Division (Spanish version)
Beer, Michael; Shelton, RachelCase HBS-415S03Leadership and People ManagementRoger Cahill has spent less than a year as head of the Mobile Division of BoldFlash, a flash memory component maker. On the corporate level, BoldFlash has adapted to an evolving and difficult marketplace, but the Mobile Division is struggling. The four groups within the unit refuse to work together, and the unit recently failed to capitalize on an important new product opportunity. To address the problems, Cahill has made a number of organization...Starting at €8.20
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Colonial Food Services Co. (Spanish Version)
Beer, Michael; Clawson, James G.Case HBS-402S07Leadership and People ManagementEl primer caso en una serie de casos de cuatro partes que describe los acontecimientos que condujeron a una entrevista de evaluación del desempeño. Describe los antecedentes de la empresa.Starting at €8.20