Default Category
-
Valley Carriers (B): Working on Versus Working in the Business
Vanessa M. StrikeCase IVEY-9B16M096-EEntrepreneurship, StrategyThis is the second case in the Valley Carriers series, which also includes Valley Carriers (A): Establishing Status in a Family Business 9B16M095 and Valley Carriers (C): Restructuring the Governance of the Family Firm 9B16M097.Starting at €5.74
-
Advising the Family Firm: Opening Pandora's Box (A)
Vanessa M. Strike; Dennis MaCase IVEY-9B18M047-EEntrepreneurship, StrategyIn January 2018, a family business advising team entered a seemingly straightforward contract with members of the Graham family, who were planning to transition their business to the next generation. The first and second generations, who founded and grew their business into a portfolio of 50 grocery store franchises across the eastern United States, were concerned about the capacity and interest of the next generation in continuing the success of...Starting at €8.20
-
Santé Au Naturel: Healthy to the Core
Robert Mackalski; Marc DucusinCase IVEY-9B17A069-EEntrepreneurship, MarketingSanté Au Naturel was a natural health boutique in Montreal’s downtown core. The company was off to a strong start in a growing market, but as its best-selling products became more mainstream, large retailers were entering the market, stealing customers, and driving down margins. In early 2017, Santé Au Naturel's owner reflected on further differentiation of her offering and targeted marketing; she wanted to improve her marketing mix to grow sales...Starting at €8.20
-
To Mumbai with Love: Exiting the Family Firm
Vanessa M. Strike; Alykhan AlidinaCase IVEY-9B16M159-EEntrepreneurship, StrategyIt was the summer of 2015 when the son of a family-owned real estate business in Vancouver was struck by love and decided to follow his heart to India. However, leaving his family’s business was easier said than done. The family had no formal documents that provided members with an exit strategy or remuneration. There were no wills or financial plans, and whatever money was available to finance a move abroad was tied up in the family business, wh...Starting at €8.20
-
Club Sportif MAA: Staying Ahead of the Game
Robert Mackalski; Delaney Brown; Marc DucusinCase IVEY-9B17A046-EMarketingClub Sportif MAA (the MAA) was an iconic fitness club and athletic institution in Montreal and the oldest fitness facility in Canada. In early 2017, the club’s president and general manager faced a changing market and pressure to ensure that the club evolved and remained competitive. Consumer and fitness trends had increasingly fragmented the market in this area, and the MAA membership declined since 2016. The MAA, which traditionally served a fa...Starting at €8.20
-
Simpson Seeds: Growing the Next Generation
Vanessa M. Strike; David Bentall; Christine LoweCase IVEY-9B16C051-EEntrepreneurship, Leadership and People ManagementGreg Simpson was the chief executive officer of Simpson Seeds Inc. (SSI). He and his two brothers, second-generation owners of a family farm, had started the seed company. From humble beginnings in Moose Jaw, SSI had grown to be the largest privately owned lentil exporter and seed retailer in Saskatchewan, Canada, distributing pulses to nearly 80 countries worldwide. Simpson and his brothers had recently added a new red lentil–splitting plant to ...Starting at €8.20
-
Health Nut
Colleen Sharen; Vanessa M. StrikeCase IVEY-9B08M053-EEntrepreneurship, StrategyLate in the afternoon on January 20, 2006, one of the owners of The Health Nut hung up the phone. Her account manager had just called to tell her that the bank was not going to extend any further credit to her small retail natural health products (NHP) store located in Grand Bend, Ontario. She and her life and business partner had owned The Health Nut since May 2003. While they had successfully grown sales, the business was not generating enough ...Starting at €8.20
-
Valley Carriers (A): Establishing Status in a Family Business
Vanessa M. StrikeCase IVEY-9B16M095-EEntrepreneurship, StrategyFor over five years, the third generation (G3) of Valley Pulp & Sawdust Carriers, Ltd.had been laying the foundation for the professionalization of the family firm. However, it was met with resistance from the second generation (G2). G3 had no ownership in the family business, and no true leadership role. At the management meetings, only four votes counted—the four votes of G2 members who were shareholders of the business. G3 members needed a com...Starting at €8.20
-
Birks: The Sparkle of a Cherished Brand
Robert Mackalski; Alfred Jaeger; Marc Ducusin; Phoebe BalshinCase IVEY-9B18A014-EMarketing, StrategyBy 2016, Birks Group Inc. (Birks) had largely recovered from the 2008 financial crisis and was posting profits again. Birks was a high-end designer and manufacturer of Birks-branded jewellery and a mono-brand and multi-brand retailer of luxury jewellery and watches. It operated 29 retail outlets across Canada under its Maison Birks and Brinkhaus banners and 17 stores in two U.S. states (Florida and Georgia) under the Mayors banner. After restruct...Starting at €8.20
-
Valley Carriers (C): Restructuring the Governance of the Family Firm
Vanessa M. StrikeCase IVEY-9B16M097-EEntrepreneurship, StrategyThis is the third case in the Valley Carriers series, which also includes Valley Carriers (A): Establishing Status in a Family Business 9B16M095 and Valley Carriers (B): Working on Versus Working in the Business 9B16M096.Starting at €5.74