Ivey Business School (Canada)
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Sun Life Financial: A Potential Indian Life Insurance Joint Venture
Stephen R. Foerster; Tony S. Frost; Eric Morse; Ken MarkCase IVEY-9B07M046-EEntrepreneurship, StrategyThis supplement to Sun Life Financial: Planning for the Future, product 9B07M045, hones in on Sun Life's decision to re-enter the Indian insurance market.Starting at €8.20
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Pennycook Power Boats: Considering an Offer to Sell the Firm (B)
Eric Morse; Ken Mark; David KennedyCase IVEY-9B16M164-EEntrepreneurship, StrategySupplement for product 9B16M163.Starting at €5.74
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StarTech.com: Globalizing Hard-to-Find Made Easy
Eric Morse; Ken MarkCase IVEY-9B13M053-EEntrepreneurship, StrategyThe co-founder and CEO of StarTech.com is reviewing his firm’s strategic plan, including an aggressive target of $150 million in sales in three years. To achieve this goal, the company needs to leverage its knowledge to develop a meaningful presence in Europe. The challenge is to identify the best way to go to market, given country and regional differences in how people buy computer parts. The company can capitalize on several favourable trends: ...Starting at €8.20
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Clarke: Transformation for Environmental Sustainability
Chris Laszlo; Katey McCabe; Eric Ahearn; Indrajeet GhatgeCase IVEY-9B12C012-EEntrepreneurship, Leadership and People Management, StrategyClarke, a mosquito abatement company seen as having a core business that is environmentally harmful by its very nature — selling pesticides — faces unique challenges in its transformation into a sustainable enterprise. Should it shift its focus entirely towards offering “green” pesticides and risk losing some of its customers, or should it keep offering its less expensive, more toxic products? This case shows how even when innovation leads to new...Starting at €8.20
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Ford Motor Company: New Shades of Green Through Soy Foam
Garima Sharma; Chris Laszlo; Indrajeet GhatgeCase IVEY-9B13M109-ELeadership and People Management, StrategyFord Motor Co. develops and commercializes a green technology that replaces a traditional and scarce resource with an abundant bio-material. The pilot project becomes hugely successful, and, within the company, the idea of expanding the use of bio-material gains considerable momentum, but implementation and customer acceptance prove to be a challenge. Two members from the company’s research and engineering division work together to overcome these...Starting at €8.20
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EvelineCharles: Sizing Up Opportunities
Eric Morse; Ken MarkCase IVEY-9B10M045-EStrategyEveline Charles, the founder and chief executive officer (CEO) of EvelineCharles (a chain of upscale salon and spas focused in western Canada) was planning the next growth phase of her company. It was currently well positioned for growth: it had nine locations, a 26,000-square foot training facility, a warehouse and its own line of over 1,800 different spa and salon products. Despite these advantages, EvelineCharles was a small company and the CE...Starting at €8.20
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Viridity Energy: The Challenge and Opportunity of Promoting Clean Energy Solutions
Chris Laszlo; Anshuman Chandrachud; Indrajeet GhatgeCase IVEY-9B12M035-EEntrepreneurship, Leadership and People Management, Marketing, StrategySmart grid companies such as Viridity Energy are finding profitable opportunities to help their customers cut energy bills and simultaneously get credit for greater environmental responsibility. But will consuming fewer dirty watts from fuel sources such as coal and natural gas be a sufficient objective for customers in the future? What will rising societal expectations, tougher environment regulations, and new distributed clean energy technologi...Starting at €8.20
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Sun Life Financial: Planning for the Future
Stephen R. Foerster; Tony S. Frost; Eric Morse; Ken MarkCase IVEY-9B07M045-EEntrepreneurship, StrategyThe Sun Life Financial cases allow students to take a cross-enterprise leadership approach in examining Sun Life's effort to re-enter the Indian insurance market. Set in March 1999, a vice-president in Sun Life's international team is looking at international expansion options. In its domestic market, Sun Life, relative to its peers, has had below average financial performance. With the domestic insurers demutualizing (i.e. converting from a poli...Starting at €8.20
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Mobilia Interiors Inc.: The Operations Decision
Eric Morse; Ken Mark; Matthew WongCase IVEY-9B10M047-EEntrepreneurship, StrategyIn May 2008, the president of Montreal-based retailer of designer furniture store, Mobilia, was reviewing her workload. Mobilia's growth had required she to spend increasing amounts of her time in operations, finance and human resources and significantly less time on sourcing and purchasing. With a doubling of her direct reports in recent years, and recognizing that external hires would soon be necessary to support Mobilia's growth, she wondered ...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