Ivey Business School (Canada)
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Making Waves in Rural Kenya
Sebastian Herrmann; Glenn Brophey; Denyse Lafrance-HorningCase IVEY-9B09A015-EEntrepreneurship, Marketing, StrategyThe developers of a simple, inexpensive, locally produced rain water harvesting system tackle the social marketing issues in the undeveloped market of rural Kenya. The benefits of the product are obvious but the poverty levels and entrenched traditions create significant and unique marketing challenges.Starting at €8.20
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Yogurt Mamas: Probiotics in Tanzania
Oana Branzei; David J. Sharp; Jessica Kelly; Osama SiddiquiCase IVEY-9B09M051-EEntrepreneurship, Marketing, StrategyThis case illustrates a grassroots enterprise's path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong social mandates (pro-health, pro-women) and asks which growth options best marry profitability and positive social change. The Mwanza, Tanzania-based Yogurt Mamas emerge as entrepreneurial role models in their communities, with funds from Western donors and an exciting new tech...Starting at €8.20
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Otago Museum
Ralph W. Adler; Jing SongCase IVEY-9B10B007-EAccounting and Control, Leadership and People Management, Marketing, StrategyIn existence since 1868, the non-profit Otago Museum in New Zealand had undergone several changes and expansions during its history and was regarded as curator of a broad-based collection of Maori and South Pacific artifacts. In January 2010, the Otago Museum's chief financial officer (CFO) was instructed by the museum's chief executive officer (CEO) to create a balanced scorecard (BSC) for the museum. The current CEO had brought a sense of custo...Starting at €8.20
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Enhancing Competitive Strategy at Darling Kenya
Pamela Odhiambo; Nicole R.D. Haggerty; Ali Kanji; Brandon SwartzCase IVEY-9B15A012-EEntrepreneurship, Marketing, StrategyIn September 2013, the managing director of Darling Kenya, a hair care product company headquartered in Nairobi, was pondering his next move. As a leader in the beauty hair care industry in Africa, the company needed to stay a step ahead of increasing competition from both local and multinational firms. With limited room to grow in the industry, he was looking at a set of alternatives to protect Darling’s brand from losing market share. Which opt...Starting at €8.20
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lebua: A Thai Luxury Hotel’s Post-Pandemic Dilemmas - Teaching Note
Jones Mathew; Sujata Khandai; Sandeep PuriTeaching Note IVEY-W25820-ELeadership and People Management, MarketingTeaching note for product W25819.Starting at €0.00
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QualityKiosk: Sales Force Design for Anabot - Teaching Note
Sreeram Sivaramakrishnan; Anuroop KrishnaTeaching Note IVEY-W28436-EMarketing, StrategyTeaching note for product W28435.Starting at €0.00
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Hindú: Revitalizing a Colombian Tea Brand (Spanish version)
Juanita Cajiao; Diana LealCase IVEY-W34900Marketing, StrategyIn late 2019, the Colombian company Agrícola Himalaya SA was undertaking a strategy to double its sales by 2030. The company’s popular Hindú brand of teas, developed over six decades, had expanded to include not only black and green teas but also herbal teas, fruit teas, ready-to-drink products, and an iced tea line. Over the past 10 years, the company had enjoyed steady growth, distributed its products throughout the Americas, and developed a Kn...Starting at €8.20
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Delirio: Branding and Dancing during the Pandemic
Juanita Cajiao; Enrique RamirezCase IVEY-W29892-EMarketing, StrategyEarly in 2020, la Fundación Delirio (Delirio), a salsa dance, music, and circus arts show from Cali, Colombia, faced the abrupt and indefinite suspension of its presentations because of lockdowns associated with COVID-19. The general director and the staff who remained had to find new ways to connect with their audiences, relying on the strength of the brand, which help them stay afloat despite restrictions on live performances. However, when con...Starting at €8.20
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Bitaco Tea: A Taste of a Better World
Juanita CajiaoCase IVEY-W27301-EMarketing, StrategyAgricola Himalaya was a family-owned Colombian company, the national leader in the tea industry, and the owner of the only tea plantation in the country, located in the middle of a mist forest. In Colombia, owing to the labour costs involved in tea production, importing tea was less expensive than producing it locally, but if Agricola Himalaya decided to import the tea, what would be the environmental and social impact of closing the plant and pl...Starting at €8.20
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Colombina S.A.: Entering the Ice Cream Market
Enrique Ramirez; Juanita Cajiao SaenzCase IVEY-9B18A008-EMarketing, StrategyIn March 2017, the vice-president of the ice cream division at Colombina S.A. (Colombina), was in her office at the company’s headquarters in Cali, Colombia. She was reviewing the growth figures for the company’s ice cream business, for which she was accountable. The sales target set for the company in 2010 was US$1 billion by 2020, and the ice cream segment would play a fundamental role in reaching that target. The vice-president remembered what...Starting at €8.20