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SalonScale: Start-Up Customer Relationship Strategies for Niche Market Growth
Simon Parker; Peter W. MorozCase IVEY-9B21A023-EEntrepreneurship, MarketingAlicia Soulier, owner of Capelli Salon Studio, a hair salon in Saskatoon, Saskatchewan, has developed an application (app) that can help save hair salons thousands of dollars per month in hair colour costs. However, she is struggling to recruit enough subscribers to her new software as a service (SaaS) company, SalonScale. With the diversion of her attention from her hair salon to the app threatening her core business, Soulier must soon decide on...Starting 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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Sunshine Fresh: Choosing a Business Location
Lawrence A. Plummer; Simon ParkerCase IVEY-9B17M073-EEntrepreneurship, StrategyIn July 2014, the president and co-owner of Sunshine Fresh Inc. (Sunshine), a food service manufacturing company in Totowa, New Jersey, needed to make a decision about the best location for the company’s new West Coast expansion. Sunshine had built a strong reputation on the U.S. East Coast for high-quality refrigerated kosher pickles. Among Sunshine’s most valued clients were several casinos located in Atlantic City, New Jersey, and headquartere...Starting at €8.20
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United Airlines: Frequent Flyer Program
Won-Yong OhCase IVEY-9B16M037-EStrategyFrom 1980 to 2010, frequent flyer programs (FFPs) had evolved from simple customer reward programs to independent profit-generation business models. The airline industry had seen enormous success with FFPs, which had become businesses of their own. In June 2014, however, United Airlines announced that as of March 1, 2015, it would move from awarding miles based on distance flown to awarding miles for dollars spent per ticket, following in the foo...Starting at €8.20
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Nordstrom: Expansion into Canada
Won-Yong Oh; Duane MyerCase IVEY-9B16M185-EStrategyIn August 2016, it had been almost two years since American fashion retailer Nordstrom opened its first Canadian store in Calgary. Nordstrom believed Canada to be an ideal location for its global expansion. Executives identified the country as a potential US$1 billion opportunity with no language barrier and a population with a higher average income than in the United States. Despite this enticing potential market, Nordstrom executives entered Ca...Starting at €8.20
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Amazon.com: Evolving Into Offline Retail
Won-Yong OhCase IVEY-9B18M026-EStrategyIn late 2015, Amazon.com, Inc. (Amazon) opened its first brick-and-mortar Amazon Books store in the United States. Amazon had invested heavily in expanding in the United States through new projects, from establishing Amazon Prime Now to setting up Amazon Books and Amazon Go locations. By 2017, a rumour suggested that Amazon might acquire Whole Foods Market Inc., a natural and organic foods supermarket. Could Amazon be as successful in offline ret...Starting at €8.20
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Porter Airlines: We Want to Fly You Further
Won-Yong Oh; Minsoo Seo; Michelle JinCase IVEY-9B16M194-EEntrepreneurship, StrategyIn 2013, the chief executive officer of Porter Airlines, a Toronto-based regional airline, announced an expansion project to expand the airline’s destinations. The project required that Porter Airlines expand its fleet of jets to accommodate longer distances, and that its transport hub, the Billy Bishop Toronto City Airport, be renovated. The airport was governed by a tripartite agreement between the federal government, the City of Toronto, and P...Starting at €8.20
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CMNGD (Commongood) Linens: Scaling a Work-Integration Social Enterprise
Simon Parker; Houston PeschlCase IVEY-9B18M129-EEntrepreneurship, StrategyIn June 2018, the co-founder of a work-integration social enterprise in Calgary, Alberta, called CMNGD (Commongood) Linens, took stock of the impact her venture had on helping homeless people get back on their feet and into meaningful employment. Her ambiStarting at €8.20
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Entrepreneurial Leadership at Maritime Bus
Edward Gamble; Simon Parker; Peter W. Moroz; Parker Baglole; Ryan CassidyCase IVEY-9B14C037-EEntrepreneurship, Finance, Leadership and People ManagementAn entrepreneur in Atlantic Canada believes he has a five to six year window to capitalize on the growth of his newest venture, Maritime Bus, a passenger transportation and parcel delivery service, before his retirement. Having turned around a business that lost $12 million over the previous eight years in less than six months, he believes he has the opportunity to continue this success. However, he is unsure what strategies to follow to achieve ...Starting at €8.20
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Sprint: Turnaround in the U.S. Telecom Industry
Won-Yong Oh; Duane MyerCase IVEY-9B16M092-EStrategySprint Corporation, a major U.S. wireless carrier, had been losing customers and suffering financially since its merger with Nextel in 2005. Sprint was also ranked the lowest among major U.S. carriers in terms of network speed and data performance. But a new opportunity emerged when the SoftBank Group acquired Sprint in 2013. The new chief executive officer (CEO), appointed in August 2014, publicly gave himself three to five years to turn around ...Starting at €8.20