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Ivey Business School (Canada)
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Louis Vuitton in Japan
Justin Paul; Charlotte FeroulCase IVEY-9B10M067-EEntrepreneurship, Marketing, StrategyThis case deals with the opportunities and challenges of Louis Vuitton, the leading European luxury-sector multinational firm, in Japan, taking into account the unique features of brand management and integrating culture and consumer behaviour in Japan. In the last decade, Japan has been Louis Vuitton’s most profitable market, but the global economic crisis has presented challenges.Facing a weak economy and a shift in consumer preferences, Louis ...Starting at €8.20
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Sony Corporation’s Aibo: An Intelligent Decision
Tulsi JayakumarCase IVEY-9B18M036-EStrategyIn November 2017, the chief executive officer of Sony Corporation was preparing to announce the company’s release of its rebooted robo-pup, the Aibo—a robot equipped with sensors and actuator technologies, and powered by artificial intelligence that allowed this virtual pet to behave like a real dog. Sony Corporation, the 70-year-old iconic Japanese manufacturing company, had diverse businesses. After significant restructuring since 1999 to addre...Starting at €8.20
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Toshiba: Accounting Fraud
Anupam MehtaCase IVEY-9B16B011-EAccounting and Control, StrategyIn July 2015, the chief executive officer of Toshiba Corporation (Toshiba) resigned over the revelation of a JP¥151.8 billion accounting scandal that shocked the world. Toshiba, a Japanese multinational conglomerate with net sales of JP¥6.5 trillion and total assets of ¥6.2 trillion, had been widely criticized in the news for the multi-billion-dollar accounting fraud. The company’s stock prices declined by 38 per cent after the accounting probe w...Starting at €8.20
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Nintendo: Game On!
Parul Purwar; Andrew Karl DeliosCase IVEY-9B16M158-EStrategyIn 2015, Nintendo—the iconic Japanese video game company—was faced with the decade-long challenge of responding to an industry that had changed in ways it had not anticipated. Under its new president, Nintendo had to contend with large-scale changes in the global gaming market. By not adapting to changing customer needs, Nintendo had lost the customer loyalty it had once enjoyed, as was evident from the decline in the number of units sold. It fac...Starting at €8.20
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Nissan: Recovering Supply Chain Operations
Shikha Aggarwal; Manoj Kumar SrivastavaCase IVEY-9B16D013-EService and Operations Management, StrategyNissan's resilience strategy had been considered an exemplary response to the triple disaster in Japan in March 2011. The Japanese automobile industry made their respective recovery efforts to resume production and delivery of vehicles after suffering damage from an earthquake, tsunami, and a nuclear crisis, but it took months before they could reach pre-disaster levels of operations. Nissan's resilience practices and supply chain disruption mana...Starting at €8.20
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The Awethu Project: Values-Driven Decisions for Profit and Social Impact
Charlene C. LewCase IVEY-9B17C018-EEntrepreneurship, Leadership and People Management, StrategyThe Awethu Project (Awethu) was a South African-based social enterprise that operated as a venture capital and investment firm for small, medium, and micro-sized enterprises. The company was widely acknowledged for its social mission of creating jobs and benefiting society while maximizing profit. In March 2016, Awethu’s leaders signed an agreement with a prominent South African corporation, which could allow Awethu to operate within a higher seg...Starting at €8.20
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Adcock Ingram: Decisions and Motives That Steer Acquisitions
Charlene C. LewCase IVEY-9B10C008-ELeadership and People Management, StrategyThe case sketches the story of a charismatic and ambitious young business leader who, through value-adding commercial transactions, has helped set a South African pharmaceutical company, Adcock Ingram, on a trajectory of growth. In May 2009, he faces lack of closure and an ambiguous outcome to an offer to acquire a smaller pharmaceutical company. The case demonstrates the power of relationships, where the ambitions of different parties around the...Starting at €8.20
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Sibanye: Changing Mindsets in Mining through Contextual Leadership
Caren Scheepers; Ken MathuCase IVEY-9B16C026-ELeadership and People Management, StrategyIn 2016, the executive vice-president of commercial services for Sibanye Gold, Westonaria (Sibanye), the largest gold producer in South Africa, faced a challenge. The company’s latest acquisition had been particularly difficult, with much resistance from the acquired management team. Although the executive vice-president tried to empathize with the management team who had done things a certain way for decades, he was frustrated with their lack of...Starting at €8.20
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Buses for Democracy: Improving Public Transport in South Africa
Anthony Wilson-Prangley; Gretchen Wilson-PrangleyCase IVEY-9B14C028-EEntrepreneurship, Leadership and People Management, StrategyWith the 2010 FIFA World Cup fast approaching, Johannesburg, South Africa, needs a much-improved public transport system. A bus rapid transit (BRT) system is proposed and the key challenge involves getting buy-in from the minibus-taxi industry, which serves current commuters with 22,000 minibus-taxis, but which sometimes threatens violence to ensure there is little change in its way of operating. The leader of the main Johannesburg taxi associati...Starting at €8.20
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JKUAT-Nakuru CBD Campus: Managing Growth in the Kenyan Public Sector
Nicole R.D. Haggerty; Juma Wagoki; Pamela Odhiambo; Eric Richmond; Marc Soberano; Adam LevineCase IVEY-9B13M021-EStrategyIn 2012, the director of a subsidiary campus of a national university was faced with many problems: he was personally overworked as both manager of the new campus and as a lecturer; there were too many part-time lecturers on staff, leading to a loss of commitment and morale; a decision had to be made about buying or leasing the newly renovated campus building; and, most importantly, all of his decisions were subject to approval by the main admini...Starting at €8.20