Ivey Business School (Canada)
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Bei Capelli (A)
David Wood; V. Joseph CompeauCase IVEY-9B11M087-EAccounting and Control, StrategyIt was early December 2010 and a newly formed team of analysts and consultants at Kristoffer Consulting was preparing to complete its report for Bei Capelli, an Indianapolis-based hair salon catering to middle-class women. The co-owners felt that Bei Capelli had reached capacity at its current location, and wanted to develop a strategy to pursue future growth. Kristoffer Consulting was looking at growth strategies including franchising, new locat...Starting at €8.20
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Lesley Stowe Fine Foods: The ERP Decision
V. Joseph Compeau; Douglas ScottCase IVEY-9B13E026-EEntrepreneurship, Information TechnologiesIn April 2012, the founder and owner of Lesley Stowe Fine Foods was in the final stages of selecting an enterprise resource planning (ERP) system from a shortlist of proposed solutions. Founded in 1990 as a provider of premium catering services, cooking classes and specialty grocery products, the company had experienced such rapid growth after introducing a line of specialty crackers, called Raincoast Crisps, in the early 2000s that it decided to...Starting at €8.20
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Digital Extremes Ltd.
David Wood; V. Joseph CompeauCase IVEY-9B11D002-EEntrepreneurship, Service and Operations ManagementIn March 2005, the president of Digital Extremes in London, Ontario, had just received the latest industry data. The new Xbox 360 was a success and the president knew that Digital Extremes would have to add significant resources and fundamentally change its operations in order to focus on the growing console market rather than on PC gaming. However, given only three months before game development would begin for the next new console, the Playstat...Starting at €8.20
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Bei Capelli (B)
David Wood; V. Joseph CompeauCase IVEY-9B11M088-EAccounting and Control, StrategyThis case is a supplement to Bei Capelli (A).Starting at €5.74
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Mabe: Learning to be a Multinational (Spanish version)
José Luis Rivas; Luis ArciniegaCase IVEY-9B13MS042StrategyA Mexican appliance manufacturer, MABE, has evolved quickly after selling nearly half its stake to a large multinational company in the early 1990s. The manufacturer was then able to dominate the Mexican appliances market and venture into other Latin American countries. Just before the 2008 financial crisis, the manufacturer formed a joint venture with a Español company and entered the Russian market, but it was not successful. The manufacturer f...Starting at €8.20
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Metaza: Implementación De La Gobernanza Corporativa en Una Empresa Familiar (Spanish version)
Gonzalo Gomez Betancourt; José Luis Rivas; Pedro VazquezCase IVEY-W36193StrategyMetaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However,...Starting at €8.20
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Metaza: Implementing Corporate Governance in a Family Business
Gonzalo Gomez Betancourt; José Luis Rivas; Pedro VazquezCase IVEY-W34069-EDecision Analysis, StrategyMetaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However,...Starting at €8.20
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Mabe: Learning to Be a Multinational (B)
José Luis Rivas; Cristina Odalis Ventura González; Daniel Alejandro Hernández AldacoCase IVEY-9B15M121-EStrategyMexican electric appliances company Mabe had grown from being a leading national firm in its field to an international company with presence in most of the Americas and Russia. It had ventured into emerging markets and intended to continue its expansion to other countries. The company gathered together five directors to form an Action Learning team that would evaluate its entry into India together with directors from its potential partner, Italia...Starting at €5.74
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Mabe: Learning to Be a Multinational (B) (Spanish version)
José Luis Rivas; Cristina Odalis Ventura González; Daniel Alejandro Hernández AldacoCase IVEY-9B15MS121StrategyMexican electric appliances company Mabe had grown from being a leading national firm in its field to an international company with presence in most of the Americas and Russia. It had ventured into emerging markets and intended to continue its expansion to other countries. The company gathered together five directors to form an Action Learning team that would evaluate its entry into India together with directors from its potential partner, Italia...Starting at €5.74
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IBM: The Iterative Software Development Method
V. Joseph Compeau; Rakan KhalidCase IVEY-9B13E019-EInformation TechnologiesThis case follows IBM’s use of iterative software development to manage projects. The head of IBM’s Rational Product Development is asked by the head of IBM’s WebSphere Product Development to deliver an additional feature in the Rational product that would enable WebSphere to accomplish some new tasks. The feature requested is a critical requirement that has been requested very late in the product development cycle. Can the Rational Product Devel...Starting at €8.20