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Pop Shoppe (A)
Matthew Thomson; Kendra HartCase IVEY-9B11A024-EMarketingThe Pop Shoppe was once a leading player in the Canadian soft drinks market, but changing market conditions and corporate mismanagement drove the company into bankruptcy in the early 1980s. In 2003, an entrepreneur purchased the rights to the brand, and was considering reintroducing it in the market. The entrepreneur suspected that many Canadians would be as fond of the Pop Shoppe as he was. However, he had little experience in the beverage indus...Starting at €8.20
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Pop Shoppe (B)
Matthew Thomson; Kendra HartCase IVEY-9B11A025-EMarketingThis case, a supplement to Pop Shoppe (A), deals with the entrepreneur’s decision point in 2010 on whether to enter the U.S. carbonated soft drinks market.Starting at €5.74
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Nuway Software: Making the New Way Sustainable
Susan J. Van Weelden; Laurie George BusuttilCase IVEY-9B20M104-EStrategyNuway Software (Nuway) specialized in custom mobile software. While it had procured many contracts over its 15 year history, mostly for the less than truckload and courier sectors of the transportation industry, by the beginning of 2020, it had not foundStarting at €8.20
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Scenic Floral: Go North Young Man?
Laurie George Busuttil; Susan Van Weelden; Emma VanderPloegCase IVEY-W25532-EAccounting and Control, StrategyBen Van Weelden, Manager of Scenic Floral, was considering providing direct-to-door delivery to Northern Ontario stores for its main customer, Metro Inc. Scenic was looking for ways to increase sales and profit, but also had its eye on providing coast-to-Starting at €8.20