Ivey Business School (Canada)
-
Raven Indigenous Capital Partners: Designing An Impact Investing Measurement Framework
Michael R. King; Basma Majerbi; Crystal TremblayCase IVEY-W25239-EAccounting and ControlIn February 2020, a social geographer at the University of Victoria was approached by one of the co-founders and managing partners of Raven Indigenous Capital Partners to develop an Indigenous impact measurement framework for the company. Raven Indigenous Capital Partners was founded in 2017 in Vancouver, British Columbia. The founders launched the Raven Indigenous Impact Fund to invest in early-stage growth businesses started by Indigenous entre...Starting at €8.20
-
Facebook, Inc.: The Initial Public Offering (A)
Deborah Compeau; Craig Dunbar; Michael R. King; Ken MarkCase IVEY-9B12N031-EFinanceIt was May 16, 2012, and the highly anticipated pricing of Facebook Inc.’s initial public offering (IPO) was underway. An analyst at CXTechnology Fund was preparing to speak to the lead underwriter about his final interest in the deal. The analyst had reviewed Facebook’s phenomenal growth, its profitable business model and the competitive landscape for the social networking industry. The IPO appeared to be oversubscribed with heavy interest from ...Starting at €8.20
-
Stock Manipulation by China's Pangang Group
Xin Chen; Michael R. KingCase IVEY-9B16N007-EFinance, StrategyIn April 2011, a university professor of accounting and finance was examining the financial statements of Pangang Group Steel Vanadium & Titanium Company (Pangang), a leading Chinese steel manufacturer listed on the Shenzhen Stock Exchange. Pangang had a dramatic turnaround in its reported net income in 2010 with its share price rising over 60 per cent in a six-month period. The professor suspected that the controlling shareholder of Pangang — An...Starting at €8.20
-
Jugnoo's Journey: Disrupting Traditional Markets Through Technology - Teaching Note
Khushbu Mahajan; Neera JainTeaching Note IVEY-8B18M157-EStrategyTeaching note for product 9B18M157.Starting at €0.00
-
Jugnoo's Journey: Disrupting Traditional Markets Through Technology
Khushbu Mahajan; Neera JainCase IVEY-9B18M157-EEntrepreneurship, StrategyJugnoo started its journey in 2014 as an autorickshaw aggregator providing ride-hailing services in India. Since then, the brand had grown and expanded to include hyperlocal services and business solutions. By May 2018, Jugnoo had five services under its umbrella that were offered primarily through applications and covered both business-to-consumer and business-to-business markets. Jugnoo found itself in a very different market space from where i...Starting at €8.20
-
BlewMinds: Leveraging Influencer Communication Strategies
Puja Agarwal; Neera JainCase IVEY-W25336-EKnowledge and CommunicationIn 2016, BlewMinds Consulting LLP was launched as a storytelling consulting start-up with the vision of touching and transforming five billion lives by 2030. One of the two co-founders was already well-known on the LinkedIn social network platform, with more than 600,000 followers. He was also recognized as one of the 25 Top Voices in India by LinkedIn for 2019. The company transformed 725,000 lives directly and 200 million readers indirectly thr...Starting at €8.20
-
Gemini Edibles and Fats India: In Pursuit of Growth
Ira Acharya; Neera JainCase IVEY-9B18M006-EEntrepreneurship, Leadership and People Management, Marketing, StrategyIn 2017, Gemini Edibles and Fats India Private Limited (GEF India), a Hyderabad-based company, was in the business of trading, manufacturing, and marketing edible oils and fats. In the eight years since it was founded, GEF India had become the top-selling edible oil company across South India with a 40 per cent market share. The company wanted to double its current revenues by 2021, which would place it in competition with national producers. Con...Starting at €8.20
-
Iceland's Landsbanki Islands hf: Where to From Here
Murray J. Bryant; Gerard Seijts; Michael R. KingCase IVEY-9B14C015-ELeadership and People Management, StrategyThe CEO of a failed bank in Iceland must address what went wrong and how he should go about restoring trust in the bank by customers, debt holders, fellow Icelanders, politicians and regulators. Crippled by the global financial crisis, not only did Iceland’s banks default but the country itself was in danger of dissolution. This case examines the myriad reasons for the bank failure and subsequent nationalization, and provides an understanding of ...Starting at €8.20
-
NASDAQ OMX: The Facebook Debacle
Deborah Compeau; Craig Dunbar; Michael R. King; Ken MarkCase IVEY-9B13E006-EInformation TechnologiesSenior management of a large stock exchange is reviewing a recent software problem that resulted in a botched opening for the initial public offering of a popular social media company. They are drawing up a list of recommendations on how to prevent this type of failure in the future, taking into account the needs of their various stakeholders, including customers, market makers, listed firms, regulators and shareholders. Overviews of the stock ma...Starting at €8.20
-
Was Insider Trading Ahead of Takeovers a Problem
Stephen R. Foerster; Michael R. King; Fatma SonmezCase IVEY-9B12N021-EFinanceOn January 6, 2010, Stanko Grmovsek was sentenced to three years and three months in prison for making profits of an estimated US$9 million over 14 years based on insider tips from his best friend from law school, Gil Cornblum. Grmovsek and Cornblum had operated an illegal insider trading scheme from 1994 until 2008. Using his role as a corporate lawyer at various law firms, Cornblum had passed material non-public information related to 46 takeov...Starting at €8.20