Ivey Business School (Canada)
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Future Retail: Acquisition Spree and Beyond
Rakhi ThakurCase IVEY-9B19A001-EMarketing, StrategyFuture Retail Limited (Future Retail) had a unique business model and an aggressive growth strategy that helped to make it India's largest retailing organization. In 2017, Future Retail was expanding its network of stores, but a new retail landscape was emerging, as customers were shifting to e-commerce for large purchases, due to changing lifestyles and customer preferences, while continuing to shop at small mom-and-pop stores for smaller, quick...Starting at €8.20
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South East Grey Community Health Centre: Journey to Rural Expansion
David Barrett; Vania SakelarisCase IVEY-9B20D008-EEntrepreneurship, Service and Operations ManagementIn 2019, the clinical director of the South East Grey Community Health Centre was conflicted about whether to proceed with presenting the chief executive officer with a proposal to expand the health centre's primary services to a satellite location in theStarting at €8.20
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Metro Cash & Carry: Profitability in the Indian Market
Rakhi ThakurCase IVEY-9B20A048-EMarketing, StrategyMetro Cash and Carry India Private Limited (Metro C&C) was a chain of wholesale stores owned by the German retailer Metro Group, which opened its first store in India in the southern city of Bangalore in 2003. By 2018, the company led the cash-and-carry segment of the Indian wholesale market, but was still not profitable. It faced challenges related to high real estate costs, competition from domestic and international wholesale firms, and compet...Starting at €8.20
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McMaster Family Health Team: Culture Evolution
David Barrett; Vania SakelarisCase IVEY-9B20D009-EService and Operations ManagementIn 2016, the chair of McMaster Family Health Team faced challenges related to differences in operational culture that had emerged at its two clinic sites—Stonechurch Family Health Centre and McMaster Family Practice. The two sites, which had operated indeStarting at €8.20
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DMart: Disrupting Food Retailing
Rakhi ThakurCase IVEY-9B18A001-EEntrepreneurship, Marketing, StrategyIn early 2017, 15 years after being launched, DMart was India’s second-largest and most profitable food and grocery retailer. To achieve its stellar growth, the company had followed a no-frills, limited assortment model and had restricted itself to limited geographies within the country. The company was listed in the capital market and attracted very favourable views from investors. As a listed company, DMart might be expected by shareholders to ...Starting at €8.20
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Hindustan Unilever Limited: Missed Call Mobile Marketing in Rural India (A)
Rakhi ThakurCase IVEY-9B15A037-EMarketing, StrategyHindustan Unilever Limited (HUL) had always focused on new and innovative ways to connect with rural customers in India. However, like many players in the market, the company found it challenging to reach certain areas. Popular media channels like television and radio were limited in rural India, and power cuts further reduced the reach of electronic media. Yet mobile penetration was relatively high and growing. Inspired by the success of its mob...Starting at €8.20
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Hindustan Unilever Limited: Mobile Marketing in Rural India - Kan Khajura Tesan (B)
Rakhi ThakurCase IVEY-9B15A038-EMarketing, StrategyThis is the second case in a two-case series. See also href=https://www.iveycases.com/ProductView.aspx?id=72903>9B15A037.Starting at €5.74
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Saint Elizabeth: Innovation in Health Care
David Barrett; Ramasastry ChandrasekharCase IVEY-9B16D025-EService and Operations ManagementSaint Elizabeth, a leading Canadian health-care enterprise, had been managing innovation through what it called the Innovation Tripod. This had three components—Ideas (which involved generating innovative ideas from among employees), Solutions (involving outside ventures in innovation), and Impact (consisting of ways in which results were measured). The chief executive officer (CEO) was facing a dilemma with each element of the tripod. How could ...Starting at €8.20
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InteraXon Inc.'s Muse: Aligning the Supply Chain
David Barrett; Ramasastry ChandrasekharCase IVEY-9B17D011-EEntrepreneurship, Service and Operations Management, StrategyIn 2016, the chief operating officer (COO) of InteraXon Inc., a Toronto-based technology start-up in the health and wellness sector, needed to put together a revised supply chain that was consistent with the company’s new strategic plan. InteraXon’s flagship product was a lightweight headband called Muse, aimed at measuring the wearer’s brain activity. The COO needed to keep in mind two major requirements of the new plan: a) the company would be ...Starting at €8.20
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Kindred Home Care: Choosing Growth Options
David Barrett; Ramasastry ChandrasekharCase IVEY-9B19D024-EEntrepreneurship, Service and Operations Management, StrategyIn June 2017, the chief executive officer (CEO) of Kindred Home Care, a home care company in the Canadian province of New Brunswick, bordering the United States, was grappling with three options for scaling up operations—take the familiar acquisition routStarting at €8.20