Ivey Business School (Canada)
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CS Publishing Inc.: Foreign Exchange Risk Management
Stephen SappCase IVEY-9B19N024-EFinance, StrategyA medium-sized Canadian provider of specialized educational products and services, Canada Specialization Providers, had a subsidiary, CS Publishing Inc. (CSPub), which sold specialty learning materials around the world. Although the company's costs and revenues were almost exclusively in Canadian dollars and its subsidiary, CSPub, had most of its costs in Canadian dollars, this subsidiary also had a large and growing revenue base in other currenc...Starting at €8.20
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Business Succession and the Asher Estate
Stephen Sapp; Alykhan AlidinaCase IVEY-9B20N011-EFinanceIn December 2017, Ali Asher, the second-eldest child of Aziz Asher, was conducting research for his father on the best way to restructure the family business to prepare for succession. Asher’s parents and siblings all lived in Canada, while Ali had been running a start-up in India for nearly two years. The family had a real estate and construction business in Vancouver, British Columbia. Ali’s older sister had special needs and lived with her par...Starting at €8.20
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Prince Edward Island Preserve Company: Turnaround
Paul W. Beamish; Nathaniel LuptonCase IVEY-9B08M049-EEntrepreneurship, StrategyIn April 2008, Bruce MacNaughton, president of Prince Edward Island Preserve Co. Ltd. (P.E.I. Preserves), was focused on turnaround. The company he had founded in 1985 had gone into receivership in May 2007. Although this had resulted in losses for various mortgage holders and unsecured creditors, MacNaughton had been able to buy back his New Glasgow shop/cafe, the adjacent garden property and inventory, and restart the business. He now needed a ...Starting at €8.20
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Northampton Group Inc.: How to Increase Shareholder Value
Stephen Sapp; Kamal PatelCase IVEY-9B11N007-EFinanceThe case examines the issues faced by a hotel management and development company as it tries to increase the return to its shareholders. The firm’s major shareholders have commented that they believe the firm is currently under-valued, so management is considering several means of unlocking extra value. Due to difficult economic conditions resulting from the global economic crisis, there are many opportunities as well as many risks to the alterna...Starting at €8.20
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Victoria Heavy Equipment Limited (Spanish version)
Tom A. Poynter; Paul W. BeamishCase IVEY-9B08MS37Entrepreneurship, StrategyEl equipo pesado Victoria (Victoria) era una firma poseída y manejada de la familia que había sido llevada por un director general ambicioso, emprendedor que ahora quiso tomar un papel menos activo en el negocio. Victoria había estado a través de dos reorganizaciones estos últimos años, que contribuyeron a las ediciones de organización y estratégicas que necesitarían ser abordadas por un nuevo presidente.Starting at €8.20
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Sher-Wood Hockey Sticks: Global Sourcing
Paul W. Beamish; Megan (Min) ZhangCase IVEY-9B12M003-EEntrepreneurship, StrategyIn early 2011, the senior executives of the venerable Canadian hockey stick manufacturer Sher-Wood Hockey were considering whether to move the remainder of the company’s high-end composite hockey and goalie stick production to its suppliers in China. Sher-Wood had been losing market share as retail prices continued to fall. Would outsourcing the production of the iconic, Canadian-made hockey sticks to China help Sher-Wood to boost demand signific...Starting at €8.20
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CIBC Mellon: Managing a Cross-border Joint Venture
Paul W. Beamish; Michael SartorCase IVEY-9B10M091-EStrategyDuring his 10-year tenure, the president and CEO of CIBC Mellon had presided over the dramatic growth of the jointly owned, Toronto-based asset servicing business of CIBC and The Bank of New York Mellon Corporation (BNY Mellon). In mid-September 2008, the CEO was witnessing the onset of the worst financial crisis since the Great Depression. The impending collapse of several major firms threatened to impact all players in the financial services in...Starting at €8.20
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Deep Roots Distillery
Paul W. BeamishCase IVEY-9B16M032-EEntrepreneurship, StrategyBy September 2015, Deep Roots Distillery (DRD) had been operating for 22 months. While starting up had taken a little longer than originally estimated, material progress was now evident. By November 2015, the company expected to have six of its products (either spirits or liqueurs) available in the Prince Edward Island liquor store outlets. However, numerous questions remained for DRD’s owner and his small, family-run business. Given capital and ...Starting at €8.20
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Firstwell Corporation and the Production Mandate Question
Paul W. BeamishCase IVEY-9B12M024-EEntrepreneurship, Service and Operations Management, StrategyTwo facilities owned by a large U.S.-based multinational enterprise (one in Canada, one in the United States) are competing for a regional manufacturing and distribution mandate. The head of Firstwell’s global operating committee must decide whether the proposal from Firstwell Canada is best not only for the Kingston, Ontario, plant but also for Firstwell Corporation worldwide. The decision could signal a major shift in parent–subsidiary relation...Starting at €8.20
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IMAX Expansion in BRIC Economies (Revised)
Dwarkaprasad Chakravarty; Paul W. BeamishCase IVEY-9B15M028-EStrategyIn 2014, IMAX is a Canadian-based company synonymous with large-format, high-quality cinematic experiences. Following four decades of innovation, the bulk of its revenue now comes from providing technology to mainstream movie studios and multiplex exhibitors. IMAX has more than 900 cinema screens in 58 countries, with nearly half of them located in North America. Its chief executive officer believes that the route to becoming a billion-dollar com...Starting at €8.20