Ivey Business School (Canada)
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Tata Motors: Can the Turnaround Plan improve Performance - Teaching Note
Shernaz Bodhanwala; Ruzbeh BodhanwalaTeaching Note IVEY-8B20N001-EFinanceTeaching note for product 9B20N001.Starting at €0.00
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Hummus Bar: Dipping into International Markets
Ilan Alon; Jennifer Dugosh; Yusaf AkbarCase IVEY-9B13M060-EEntrepreneurship, StrategyThe founder of Hummus Bar, a successful restaurant in Hungary, is considering expansion. He is struggling to identify and select the most promising market. Should he pursue domestic expansion or consider internationalizing his concept? The founder wants to recruit and involve additional investors to spread risk, enhance the brand through diversified skill sets and ensure he selects the most appropriate entry strategy.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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The RealReal Inc.: Fashion Fad or Long-Term Investment
Shernaz Bodhanwala; Ruzbeh BodhanwalaCase IVEY-9B20N035-EEntrepreneurship, Finance, StrategyThe RealReal Inc. (Real), a San Francisco, California-based start-up engaged in the trade of used luxury goods, experienced significant growth in its revenue and customer base in fiscal year (FY) 2018, but it was yet to turn profitable after nine years inStarting at €8.20
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Kfar Giladi Quarries: Crisis During an Economic Recession
Sara Edom; Ilan Alon; Jennifer DugoshCase IVEY-9B12M114-EStrategyKfar Giladi Quarries (KGQ), situated in northern Israel, faces a crisis: the national economy is in recession; the government budget for infrastructure development and construction, on which the company depends, has been reduced; transportation and distribution problems limit its ability to export (or import) cheap raw materials; and there is increasing competition in the industry. The company had recently dissolved its partnership with Malibu Is...Starting at €8.20
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Tata Motors: The Dividend Dilemma
Shernaz Bodhanwala; Ruzbeh BodhanwalaCase IVEY-W30443-EFinance, StrategyTata Motors Limited (Tata Motors), an Indian automobile major with a consolidated annual turnover of more than ₹2,497 billion in fiscal year (FY) 2021, was struggling to turn profitable and reinstate dividend payments to its investors. The case discusses the dividend policy of Tata Motors, comparing it with the dividend policies of the company’s peers and examining its relevance to the investor community at large. With Tata Motors’ long history a...Starting at €8.20
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HUL’s Acquisition of GSK Consumer Healthcare: A Hefty Rise in Intangible Assets
Shernaz Bodhanwala; Ruzbeh BodhanwalaCase IVEY-W33460-EAccounting and Control, StrategyIn January 2019, the Competition Commission of India approved a significant merger in India’s fast-moving consumer goods industry. The merger between Hindustan Unilever Limited (HUL) and GlaxoSmithKline Consumer Healthcare Limited (GSKCONS) took place in April 2020. The deal helped HUL strengthen its food and refreshments business and diversify into the health food drinks market. The hefty purchase price paid for the merger led HUL to record mass...Starting at €8.20
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HUL’s Acquisition of GSK Consumer Healthcare: A Hefty Rise in Intangible Assets - Teaching Note
Shernaz Bodhanwala; Ruzbeh BodhanwalaTeaching Note IVEY-W33461-EAccounting and Control, StrategyTeaching note for product W33460.Starting at €0.00