Ivey Business School (Canada)
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Aspire Food Group: Marketing a Cricket Protein Brand - Teaching Note
Miranda R. Goode; Emily MoscatoTeaching Note IVEY-8B20A071-EMarketingTeaching note for product 9B20A071.Starting at €0.00
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DOUGH T.O: A Sweet Expansion Opportunity - Teaching Note
Miranda R. Goode; Shivani PradhanTeaching Note IVEY-8B20A082-EMarketingTeaching note for product 9B20A082.Starting at €0.00
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Cenabal (C)
Stewart Thornhill; Jane GravillCase IVEY-9B08M022-EEntrepreneurship, StrategyThe owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and...Starting at €5.74
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Thunderball (B)
Stewart Thornhill; Colin McDougallCase IVEY-9B11M020-EEntrepreneurship, StrategyThis supplement to Thunderball (A) deals with the entrepreneur’s mission to find a successful business model.Starting at €5.74
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Canadian National Railway Company: Culture Change (B)
Stewart Thornhill; Ken MarkCase IVEY-9B13M091-EStrategyThis is a supplement to 9B13M090.Starting at €5.74
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SawStop (B)
Stewart Thornhill; Sylvia SquairCase IVEY-9B12M065-EEntrepreneurship, StrategyThis supplemental case to SawStop (A) advances the narrative to 2012.Starting at €5.74
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Ten Dirty Little Secrets of Successful Entrepreneurs
Stewart ThornhillArticle IVEY-9B12TF03-EEntrepreneurshipAlthough entrepreneurs commonly give advice, many of their most valuable lessons are left unsaid. This article lists and explains ten entrepreneurial “secrets.” 1. People are lazy and most innovations involve efficiency or reduced effort. 2. People are impatient and want instant gratification. 3. Starting a new business is a slow and deliberate process, but time is limited. 4. There is value in getting started and learning as you go. 5. Everythin...Starting at €8.20
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Zero, Brammo and the Electric Motorcycle Industry
Stewart Thornhill; Sophie Fei ZhuCase IVEY-9B11M092-EEntrepreneurship, StrategyElectric motorcycles’ features of zero emissions, light weight, high efficiency, low energy costs, and almost no pollution contribute to the increasing popularity of and substantial growth potential for the worldwide electric motorcycle industry. However, Zero was facing competition from Brammo, which, though positioning its products differently from Zero, adopted a similar international growth strategy. How could the chief executive officer of Z...Starting at €8.20
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SawStop (A)
Stewart Thornhill; Sylvia SquairCase IVEY-9B12M064-EEntrepreneurship, StrategyA patent lawyer and amateur woodworker with a doctorate in physics has invented a new technology to prevent table saw injuries - specifically, amputations. He has no desire to manufacture table saws, and instead protects his technology with patents and then seeks licensing arrangements with incumbent saw producers. In 2002, after two years of attempting to engage manufacturers, he accepts that they are unwilling to license his invention and he mu...Starting at €8.20
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Aligning Culture and Strategy at A. P. Nichols
Jeffrey Gandz; Stewart Thornhill; Ken MarkCase IVEY-9B11C039-ELeadership and People Management, StrategyA.P. Nichols, a distributor of parts in the maintenance, overhaul, and repair industry, is facing the need to realign its strategy to cope with a competitive environment. A key component of this realignment involves changes to the culture and compensation of its sales force while simultaneously building sufficient sales capacity to take advantage of opportunities in key markets. The case focuses on the newly hired vice president (VP) of sales, wh...Starting at €8.20