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Infusion's Greenfield Subsidiary in Poland
Christopher Williams; Wendelien van Eerde; Danielle TheCase IVEY-9B12M076-EEntrepreneurship, StrategyThe president of Infusion Development Corporation was reviewing the progress of the new subsidiary the company had set up 15 months earlier in Krakow, Poland. The purpose of the subsidiary was to work with other Infusion offices around the world to provide innovative software development services to global clients. The investment, a big success, had grown in size from eight to forty staff in one year, and there were plans to double that by the en...Starting at €8.20
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Cameron Auto Parts: Joint Ventures, Licensing or Exporting
Paul W. Beamish; Harold CrookellCase IVEY-9B16M044-EEntrepreneurship, StrategyIn 2015, two years after signing a license agreement in the United Kingdom, Cameron Auto Parts (Cameron) now faces an opportunity to establish with another firm a joint venture in France for the European market. However, the prospect upsets the U.K. licensee who is clearly doing very well, and who even wants Cameron to consider joint venturing with him in Australia. The case ends with Cameron, run off its feet in North America, trying to decide w...Starting at €8.20
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St Helena: Landing a Future for a South Atlantic Island
Kirsty Joshua; Christopher WilliamsCase IVEY-9B18M034-EEntrepreneurship, StrategyIn October 2017, the first ever commercial flight landed on St Helena, one of the world's remotest islands. There had been delays building,certifying, and opening the airport due to unforeseen wind conditions. Now that weekly commercial flights had finally begun, how should the island's Economic Development Board approach the next phase of the long-term strategy to boost St Helena's economy through tourism?Starting at €8.20
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Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Lucia F. Miree; John E. GalletlyCase IVEY-9B12M007-EInformation Technologies, Leadership and People Management, StrategyThis case is about a software development company, Telerik, which was based in Bulgaria and had international offices. The company was founded in 2002 and had become a world leader in user interface (UI) components for Microsoft’s .NET framework. It was still managed by its original four founders and had grown to 400 employees. In 2006, in response to fast growth and to retain its rapid development product process, Telerik adopted agile developme...Starting at €8.20
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Jaguar Land Rover plc: Bond Valuation
S. Veena IyerCase IVEY-9B15N012-EFinance, StrategyJaguar Land Rover Automotive plc, a wholly owned subsidiary of the Indian company Tata Motors Limited, announced bond issue worth US$500 million. The proceeds of this issue were to be used to refinance costlier outstanding bonds. The company was able to raise new debt at substantially lower interest rates than its outstanding debt as a result of its sustained good performance, which led to strong company fundamentals and improved credit ratings. ...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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The Ministry of Defence of Ukraine: The Role of Character in Reform
Gerard Seijts; Yaryna Boychuk; Liudmyla Kryzhanovska; Sophia Opatska; Andrew RozhdestvenskyCase IVEY-9B17C042-ELeadership and People Management, StrategyIn late 2014, the deputy minister of Ukraine’s Ministry of Defence joined the public service, six months after Ukraine’s revolution and change of government. He joined the ministry as part of the new government’s attempt to reform a bureaucracy crippled by corruption, inefficiencies, and dysfunction. In six months, he had already made notable changes. However, by March 2015, the changes were not resulting in better outcomes where they were urgent...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