Ivey Business School (Canada)
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Bolster Electronics: Dealing with Dealer Demands
Michael Taylor; Mark B. VandenboschCase IVEY-9B12A050-EEntrepreneurship, MarketingThis B2B case describes a common situation that arises when channel partners gain success and the perceived balance of power shifts from the supplier to the channel. The manager for Bolster Electronics, one of the largest suppliers in Canada of state-of-the-art industrial video equipment for harsh environments, must consider a request from Vickers Industrial Supplies, a regional dealer, to be upgraded from a dealership to a distributor. Vickers w...Starting at €8.20
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Brand Israel: Marketing in Crisis
Ilan Alon; Rommey Hassman; Meredith Lohwasser; Jennifer DugoshCase IVEY-9B13A016-EMarketing, StrategyIsrael had experienced great change since its founding in 1948 to become arguably the most prosperous nation in the Middle East. With the exception of the United States and more recently China, Israel had more companies listed on the NASDAQ than any other. It spent a larger percentage of its budget on research and development than any other country in the world. Multinational companies like Intel, Microsoft, Google, Cisco, Motorola, Mitsubishi, H...Starting at €8.20
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Israeli Wines in China: Reaching for New Heights
Ilan Alon; Jennifer Dugosh; Meredith LohwasserCase IVEY-9B14M006-EEntrepreneurship, Marketing, StrategyIn 2012, Golan Heights Wines wanted to take advantage of the Chinese market. In recent years, China had demonstrated incredible growth in the wine market. Consumers’ growing interest in wine products had made wineries and vineyards like Golan Heights hungry for entry. The CEO of Golan Heights Winery had gone to China with her products in 2009. She had chosen distributorships as the mode of entry because of their expertise and experience in the Ch...Starting at €8.20
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Marks and Spencer Enters China
Jane Menzies; Ilan Alon; Jennifer DugoshCase IVEY-9B12A036-EMarketing, StrategyMarks and Spencer (M&S) had first ventured into international markets 70 years ago. By 2012, M&S had 337 stores in 41 countries. Although M&S saw itself as a U.K. retailer that exported its products, the company had been attempting to reduce its dependency on the U.K. economic cycle. Its goal was to increase international sales from £800 million to £1.0 billion by 2013/14. By 2020, M&S wanted to be an international, multi-channel retailer. When t...Starting at €8.20
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Tesco's Virtual Store: From South Korea to the United Kingdom
Mark B. Vandenbosch; Alina NastasoiuCase IVEY-9B14A010-EMarketing, StrategyAfter the successful launch of their virtual grocery stores in South Korean metro stations, Tesco UK is trying to determine whether the virtual grocery store concept should be launched in their home market. In order to make this decision, Tesco needs to determine the role of the virtual store(s), the location(s) of the store(s) and the product range. At the same time, Tesco needs to compare the Korean and U.K. markets in order to determine whethe...Starting at €8.20
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Alliance Grain Traders Inc.: Moving Up the Value Chain (B)
Mark B. Vandenbosch; Ken MarkCase IVEY-9B14A043-EEntrepreneurship, Marketing, StrategySupplement to 9B14A042.Starting at €5.74
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Paradise Vacations
Mark B. Vandenbosch; Jonathan MichelCase IVEY-9B08A009-EMarketingIn February 2008, the president of Vacances Paradis Inc. (Paradise) was assessing his options for the company's competitive strategy for the future. Paradise was Quebec's market leader in the tour operating industry but was facing a significant challenge: FunTours Holidays (FunTours) had stolen a sizeable portion of Ontario's market share in only two years and was planning on conquering the Quebec market for the 2008/09 winter season. FunTours' a...Starting at €8.20
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Christie Digital: Maximizing the Digital Cinema Opportunity (A)
Mark B. Vandenbosch; Ken MarkCase IVEY-9B12A044-EMarketingThe co-president and co-CEO of Christie Digital, a digital projector firm based in Cypress, California, and Kitchener, Waterloo, is speaking with his counterpart and trying to decide how Christie should tackle the rest of the 65,000-screen theatre market that has not yet converted to digital. The co-president has to consider that Christie is one of three viable competitors in the market and that there is a real risk of rapidly declining margins i...Starting at €8.20
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The Obama Campaign Strategy
Mark B. Vandenbosch; Dan TolhurstCase IVEY-9B09A018-EMarketingIn November 2007, Barack Obama, along with his chief strategist and campaign manager, was faced with a Gallup Poll of Democratic Presidential Candidates that indicated among Democratic voters Hillary Clinton held 48 per cent support of voters, compared with Obama's 21 per cent. Pundits and analysts essentially declared the race over; however, the triumvirate was convinced they had devised a perfect campaign strategy to overcome the long odds and ...Starting at €8.20
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Alliance Grain Traders Inc.: Moving Up the Value Chain (A)
Mark B. Vandenbosch; Ken MarkCase IVEY-9B14A042-EEntrepreneurship, Marketing, StrategyA stock market analyst was reviewing one of his fund’s holdings, Alliance Grain Traders Inc. (AGT). One of the world’s largest traders of pulse crops, AGT was in the midst of entering a new line of business and expanding its non-core operations. On one hand, AGT would have been able to use its dominance in pulse trading as an advantage in expanding up the value chain. On the other hand, it was moving into sectors that were already mature and high...Starting at €8.20