Default Category
-
JetBlue Technology Ventures: Bringing External Innovation In House
Burgelman, Robert; Golden, Joseph N.; Sridharan, AmitCase SGSB-E660-EEntrepreneurshipSince its founding in the late 1990s, JetBlue Airways has been known as an innovator in the U.S. airline industry. This case explores how in the mid- to late-2010s, JetBlue sought to drive further innovation by setting up a corporate venture capital arm. Led by Bonny Simi, a long-time JetBlue executive, commercial airline pilot, former U.S. Olympian, and Stanford alumna, JetBlue Technology Ventures (JTV) seeks to bring external innovation in ho...Starting at €8.20
-
Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting - Teaching note
Burgelman, Robert; Capur, AneeshaCase SGSB-SM151TN-EStrategyThis case describes Infosys Technologies’ approach to growing the company by expanding its service offerings; moving up the value chain to offer higher end consulting services; improving its brand equity and recognition as a global company; increasing revenue through repeat business from the company’s client base and entering client relationships earlier in the lifecycle by defining problems and identifying solutions before implementing the solut...Starting at €8.20
-
The North West Company: Cross-enterprise Strategy
Stephen R. Foerster; Mary M. Crossan; James E. Hatch; Ken MarkCase IVEY-9B07M047-EEntrepreneurship, StrategyThe North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Wi...Starting at €8.20
-
StarTech.com: Globalizing Hard-to-Find Made Easy
Eric Morse; Ken MarkCase IVEY-9B13M053-EEntrepreneurship, StrategyThe co-founder and CEO of StarTech.com is reviewing his firm’s strategic plan, including an aggressive target of $150 million in sales in three years. To achieve this goal, the company needs to leverage its knowledge to develop a meaningful presence in Europe. The challenge is to identify the best way to go to market, given country and regional differences in how people buy computer parts. The company can capitalize on several favourable trends: ...Starting at €8.20
-
General Mills Canada: Building a Culture of Innovation (A)
J. Robert Mitchell; Ken MarkCase IVEY-9B14M015-EEntrepreneurship, StrategyThe president of General Mills Canada wants to build a culture of innovation in his firm. Prior to a senior management meeting in 2010 to review the company’s plans for 2011 and beyond, he met with the vice-president of Human Resources and asked him to provide feedback and suggestions about what the organization could do to change its corporate culture. A conservative organization with a collegial atmosphere where consensus and support were essen...Starting at €8.20
-
REfficient: Preparing for Growth
David Sparling; Ken MarkCase IVEY-9B14M062-EEntrepreneurship, StrategyIn early 2011, the founder of REfficient, an asset recovery service based in Hamilton, Ontario, was thinking about how she should manage the rapid growth that seemed just around the corner. Founded in 2010 to help cable firms generate value from their stock of surplus equipment, REfficient, with no direct competitors in the Ontario market, had grown rapidly and had a list of corporate customers, two warehouses and five employees. The company was ...Starting at €8.20
-
Canadian Telecommunications: Industry Regulation and Policy
Adam Fremeth; Ken MarkCase IVEY-9B11M005-EStrategyThis case study is based on a high-profile issue facing the Canadian federal government that began in 2008 and was still ongoing as of December 2010. Industry Canada, working from a set of policy objectives crafted over a period of three years, had decided that in the auction sale of wireless spectrum licenses in 2008, it would set aside 40 per cent of the licenses for new entrants. This decision had come about because research indicated that Can...Starting at €8.20
-
Deregulating the Sale of Alcohol in Ontario
Neil Bendle; Ken MarkCase IVEY-9B17A018-EMarketingFollowing a report by the Premier’s Advisory Council on Government Assets in 2015, the sale of beverage alcohol products in Ontario was deregulated: in 2016, 60 grocery stores were licensed to sell beer and cider to consumers. The intention was for up to 450 grocery stores to eventually sell beer and cider products, and for 300 of these stores to also sell wine. The move to deregulate the industry was contentious; the province generated substanti...Starting at €8.20
-
Agoda: People Analytics and Business Culture (A)
Kenneth Goh; Ken MarkCase IVEY-9B17C024-EEntrepreneurship, Leadership and People Management, StrategyIn the spring of 2016, the chief executive officer of Agoda Company Pte. Ltd. (Agoda), a subsidiary of The Priceline Group, Inc., wanted to transform the firm’s human resource practices using data analytics. The idea was not just to get more data, but to use this data to help managers gain insights to make better decisions. The three main focal areas of this exercise were recruitment, performance evaluation, and compensation. As key executives wo...Starting at €8.20
-
Merging Esso Iceland and Bilanaust (A)
Gerard Seijts; Ken MarkCase IVEY-9B10C015-ELeadership and People Management, StrategyIn 2006, Hermann Gudmundsson (the chief executive officer [CEO] of Bilanaust, an Icelandic automotive spare parts retailer) was part of a group of partners that had purchased Esso Iceland. He had subsequently been appointed to the CEO position at Esso Iceland. The two companies were quite different: Bilanaust dealt with real-time customer needs, carried a wide range of products, and enjoyed a rising market share and profits. Esso Iceland was 12 t...Starting at €8.20