Ivey Business School (Canada)
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B9 Beverages: From Start-Up to Scale-Up
Sandeep Puri; Shalki Goel; Sanchita Krishna; Babak Hayati; Rakesh SinghCase IVEY-9B19A008-EEntrepreneurship, Marketing, StrategyIn May 2018, B9 Beverages Private Limited (B9 Beverages), the owner of craft beer Bira 91, reached a total of over US$100 million in funding after receiving $50 million from Sofina SA, a Belgian investment firm. This third round of funding would allow the company to meet the various objectives that the founder and chief executive officer had planned for the company’s new Bira 91. He wanted his India business to break even by 2019 and expand fivef...Starting at €8.20
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The Tim Hortons Brier
Matthew Thomson; Jason MelhuishCase IVEY-9B11A041-EMarketingThe Tim Hortons Brier is the annual Canadian men’s national curling championship. In the case, students will assume the role of Peter Inch, chair of the 2011 Brier Host Committee, to create and finalize the promotional plan for the 2011 Brier, to be held in London, Ontario. Inch’s objectives are two-fold: i) create interest for the event and the sport of curling and ii) execute a safe and profitable event.Starting at €8.20
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Dove Real Beauty Sketches Campaign
Matthew Thomson; Emily Goldberg; Ben Gottlieb; Samantha Landy; Samuel Solomon; Lindsay SittlerCase IVEY-9B14A012-EMarketingThis case discusses the future of the Dove brand and what type of advertising it should use moving forward. The brand has previously launched the Dove Real Beauty Campaign, which focuses on widening the definition of beauty. Students are given the history of the campaign and are asked to assess various options for the Dove brand.Starting at €8.20
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organicKidz: Marketing Strategy
Matthew Thomson; Ken MarkCase IVEY-9B10A023-EEntrepreneurship, MarketingThe founder of organicKidz is trying to create a plan to grow her start-up manufacturing firm. Calgary-based organicKidz is a manufacturer of stainless steel baby bottles and is sold in more than five countries. The founder's challenge is how to convey the superior benefits of her product and manage her retail channels given her limited resources. The setting of the case is at the September 2009 juvenile products tradeshow in the United States wh...Starting at €8.20
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Kalahut: Where is Art and Culture Needed Most
Alexandre Salmon; Nikhil Sant; Talissa Watson; Natalie Shields; Deeksha Neekhra; Aderimike Lala; Matthew ThomsonCase IVEY-9B21A013-EMarketingKalahut: The House of Arts (Kalahut) was an Indian e-commerce site that connected instructors specialized in traditional Indian arts and cultural forms with customers interested in these services. Since its launch in July 2020, it had mainly served customers in India; however, it had also seen modest engagement on social media platforms and its website from individuals outside of the current customer pool. As the COVID-19 pandemic had resulted in...Starting at €8.20
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Unilever: Using Horlicks’s Brand Equity to Lead
Sanchita Krishna; Sandeep Puri; Rakesh SinghCase IVEY-9B20A021-EMarketing, StrategyIn December 2018, Hindustan Unilever Limited announced that it would buy out GlaxoSmithKline Plc’s Consumer Healthcare Ltd. India business, which included popular brands such as Horlicks, Boost, and Viva. With Horlicks in its portfolio, Hindustan Unilever Limited expected to gain market share, draw synergies from individual strengths, and gain access to a larger consumer base. However, India’s health food drink category had registered only single...Starting at €8.20
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Should Mahindra Reva Strengthen Its Market Position in India
Jayanthi Ranjan; Sanchita Krishna; Shankar GopinathCase IVEY-9B16M126-EStrategyThe electric-vehicle market in India had never grown to its expected potential. Environmental uncertainties, structural challenges, lack of consumer awareness, and high costs all served as major deterrents to customer acceptance of electric cars. In 2014, Mahindra Reva launched the e2o, a completely revamped version of its previous electric vehicle, the Reva. Although the car was highly advanced and loaded with innovative features, sales remained...Starting at €8.20
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Babeeze in Arms Doula Centre
Matthew Thomson; Aimee DinninCase IVEY-9B09A024-EEntrepreneurship, Knowledge and Communication, MarketingBabeeze in Arms Doula Centre, a small London, Ontario-based business, offers services to women during pregnancy, labour and after childbirth. As a certified doula, the sole proprietor provides emotional and physical support to mother and complements the medical care provided by doctors and midwives. Along with two other doulas and an instructor, the proprietor offers labour services, postpartum services and childbirth education classes. She has a...Starting at €8.20
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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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Mountain Equipment Co-op: The Private Label Strategy
Matthew Thomson; Ken MarkCase IVEY-9B12A028-EMarketing, StrategyMountain Equipment Co-op (MEC) is a well-known Canadian retailer of outdoor clothing and equipment. While it stocks a range of branded products in its stores, a key source of profits is its private-label line. The challenge MEC faces is how to continue to develop and launch innovative private-labeled products while recognizing that they may be direct competitors of MEC’s assortment of global brands. MEC needs to develop its line-up without being ...Starting at €8.20