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Double E Grain Corporation: Where To From Here
Donald W. Barclay; Jessica KellyCase IVEY-9B11M122-EStrategyIt was mid-January 2011 and Elmer Enns, sole owner of Double E Grain Corporation, a 6600-acre farm in Saskatchewan, Canada, was reflecting on the past year, during which he had completed the canola harvest ahead of schedule. Helped by strong commodity prices, Double E had experienced successive years of prosperity (as shown by the financial statements in the case). Elmer, in his mid-50s, was optimistic about the industry and content with the curr...Starting at €8.20
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TwinHills Centro: Social Return on Investment
Mahrukh Tahir; Elizabeth Henderson; Irene HerremansCase IVEY-9B16M087-EEntrepreneurship, StrategyIn 2012, TwinHills was a proposed community development project by a private land developer in Calgary, Canada. The developer's utopian vision was to create a community that met a “five bottom line” model of economic, social, environmental, technological, and spiritual components. This vision was not necessarily shared by the agencies involved in the development approval process, including those in city council. The landowner identified social re...Starting at €8.20
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Spectrum Brands, Inc. - The Sales Force Dilemma
Donald W. Barclay; Joe FalconiCase IVEY-9B06A035-EMarketingIn 2005, the vice-president of sales and marketing for the Canadian division of Spectrum Brands Inc. must determine his next steps regarding the structure of his sales force. Spectrum Brands (Spectrum), a global consumer products company formerly known as Rayovac Corporation, had made a number of acquisitions to diversify and expand its product and brand portfolio. With these changes, Spectrum had become a leading supplier of consumer batteries, ...Starting at €8.20
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Rayovac Corporation - The Rechargeable Battery Opportunity
Donald W. Barclay; Joe FalconiCase IVEY-9B06A036-EMarketingThe vice-president of sales and marketing was contemplating how to grow the Rayovac Battery Division of Spectrum Brands Canada Inc. (Spectrum). Spectrum, a global consumer products company, owned a variety of brand name products. The vice-president of sales and marketing knew that, with effective marketing, the rechargeable battery market was one that would likely grow within North America as it had in Europe. Major competitors were not focusing ...Starting at €8.20
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Business of Golf: Islington Golf Club
Donald W. BarclayCase IVEY-9B09A032-EMarketing, StrategyThe general manager at the Islington Golf Club (Islington) was facing a challenging context. This private equity club in the west end of Toronto, Ontario, had been in existence since 1923. Membership waiting lists had been the norm and the finances had been in good shape. However, the context was changing. The economy was working against the relatively high-cost and time-consuming game of golf. Green fee revenue was down and club food and beverag...Starting at €8.20
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Enbridge: Looking Toward the Future
Fernanda Lorenzetti Alves; HangXing Ma; Irene Herremans; Cameron WelshCase IVEY-9B16M025-EStrategyIn 2009, Enbridge announced the Neutral Footprint program to enhance its social licence to operate, increase its corporate responsibility, and in turn improve its corporate reputation through good performance. The program also gave Enbridge an opportunity to provide information about its financial and non-financial performance. By the end of 2012, Enbridge had suffered from unfavourable publicity due to oil spills. It also encountered a great dea...Starting at €8.20
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Lamont Golf Club: What Next
Donald W. BarclayCase IVEY-9B10M114-EStrategyLamont, a private golf club, had survived another year, but things weren't like the good old days, when waiting lists to join were long, environmental issues were not front and centre, and outside tournaments as a source of revenue were plentiful. The general manager has to work through a changing environment and the current situation at Lamont to set a new direction for the club. How is the club to grow, given old and new clubs drawing existing ...Starting at €8.20