Ivey Business School (Canada)
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Raven Indigenous Capital Partners: Designing An Impact Investing Measurement Framework
Michael R. King; Basma Majerbi; Crystal TremblayCase IVEY-W25239-EAccounting and ControlIn February 2020, a social geographer at the University of Victoria was approached by one of the co-founders and managing partners of Raven Indigenous Capital Partners to develop an Indigenous impact measurement framework for the company. Raven Indigenous Capital Partners was founded in 2017 in Vancouver, British Columbia. The founders launched the Raven Indigenous Impact Fund to invest in early-stage growth businesses started by Indigenous entre...Starting at €8.20
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SWISSBO: Strategic Risk or Opportunity?
Mary M. Crossan; R. ChandrasekharCase IVEY-W34743-EEntrepreneurship, StrategyIn March 2021, the wholesale distributor of home décor products SBO Distributors Ltd. (or SWISSBO), based in Vancouver, Canada, was considering an opportunity for strategic analysis. The firm was at a crossroads in light of the COVID-19 pandemic. The pandemic had led to a setback in the company’s revenues and margins—seemingly, a temporary setback. The wholesaler was now facing a make-or-break dilemma that involved a new growth opportunity to mov...Starting at €8.20
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Was Insider Trading Ahead of Takeovers a Problem
Stephen R. Foerster; Michael R. King; Fatma SonmezCase IVEY-9B12N021-EFinanceOn January 6, 2010, Stanko Grmovsek was sentenced to three years and three months in prison for making profits of an estimated US$9 million over 14 years based on insider tips from his best friend from law school, Gil Cornblum. Grmovsek and Cornblum had operated an illegal insider trading scheme from 1994 until 2008. Using his role as a corporate lawyer at various law firms, Cornblum had passed material non-public information related to 46 takeov...Starting at €8.20
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The Maple Acquisition of the TMX Group Inc.
Michael R. King; Amir Barnea; Feroz QayyumCase IVEY-9B13N023-EFinanceIn mid-March 2011, the vice-chairman of National Bank Financial had to decide what price to recommend to his Maple consortium partners for the TMX Group Inc. (TMX). The TMX was the owner and operator of Canada’s leading cash and derivatives exchanges. The vice-chairman was leading a consortium of Canadian banks that was planning an unsolicited bid in response to merger talks between the TMX and the London Stock Exchange Group. The case allows for...Starting at €8.20
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Spin Master Toys: Going Public-the IPO Process
Eric Morse; Michael R. King; Ryan Quirt; Ramasastry ChandrasekharCase IVEY-9B16N052-EEntrepreneurship, FinanceSpin Master, a children’s toy and entertainment company, was getting ready for an initial public offering (IPO). Its founders were weighing their options with regard to some core issues: What was the right positioning for Spin Master with potential investors? What was the right approach to valuing the business? How did that approach translate into enterprise value, equity value, and share price for the IPO?Starting at €8.20
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BYKlyn: Pivoting during the COVID-19 Pandemic
Andreas Schotter; R. ChandrasekharCase IVEY-W26071-ELeadership and People Management, StrategyIn early June 2020, the owner of BYKlyn, an exercise bike fitness studio in New York, was considering her response to the business disruption that the outbreak of the COVID-19 pandemic had caused the health and fitness industry. BYKlyn had recorded consisStarting at €8.20
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Canadian Pacific Ltd: Unlocking Shareholder Value in a Conglomerate
Michael R. King; Michael ZawalskyCase IVEY-9B14N017-EFinanceIn January 2001, the chief executive officer (CEO) of Canadian Pacific Limited (CPL) was contemplating the future of his firm. CPL was one of Canada’s oldest conglomerates with operations in railways, shipping, natural resources and hotels. Its stock market capitalization of CDN$13.5 billion reflected a conglomerate discount, estimated at 12 to 35 per cent of the value. In order to eliminate this conglomerate discount and maximize shareholder val...Starting at €8.20
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The Merger of the TSX Group and the Montreal Exchange
Michael R. KingCase IVEY-9B14N037-EFinanceIn mid-October 2007, the chief executive officer (CEO) of the TSX Group was contemplating his strategic options. In March 2009, a decade-long non-compete agreement between the TSX Group and the Montréal Exchange would expire. Under this agreement, the former had been the sole exchange for trading senior equities in Canada while the latter had the monopoly on exchange-traded derivative contracts. Afterwards, both exchanges would be able to compete...Starting at €8.20
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DuroVac (A): Responsible Leadership and Governance for Human Flourishing
Elena Antonacopoulou; R. ChandrasekharCase IVEY-W33855-ELeadership and People Management, StrategyA business world characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) presents many leadership and governance challenges to businesses large and small. Smaller family firms, in particular, need to demonstrate resilience both in navigating changes that arise from VUCA conditions and in staying firm on the core purpose with which their enterprises were founded.
Cases A and B present the approach of a family firm based i...Starting at €8.20
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Mircom Technologies Ltd.: Responding To A Ransomware Attack (A)
Robert D. Austin; Laurel C. Austin; R. ChandrasekharCase IVEY-W28547-EInformation Technologies, Knowledge and CommunicationIn September 2019, Mircom Technologies Limited faced a serious crisis after sustaining a ransomware attack. The medium-sized manufacturer based in Toronto, Canada had been offering smart building solutions for almost two decades. The attackers encrypted all of the company’s data, halting all business systems and processes that relied on information technology, including email, voice-over-Internet phones, manufacturing, billing, shipping, and rece...Starting at €8.20