Ivey Business School (Canada)
-
Eli Lilly in India: Rethinking the Joint Venture Strategy (Spanish version)
Charles Dhanaraj; Paul W. Beamish; Nikhil CellyCase IVEY-9B04MS16StrategyEli Lilly and Company es una compañía líder en farmacéutica de Los Estados Unidos. El nuevo Presidente de operaciones intercontinentales es reevaluando todas las divisiones de la empresa, incluyendo la empresa conjunta con Ranbaxy Laboratories Limited, una de las empresas farmacéuticas más grandes de la India. Esta estrategia conjunta ha funcionado sin problemas durante varios años a pesar de sus diferencias de enfoque, pero recientemente Ranbaxy...Starting at €8.20
-
The Christchurch Earthquake and Crusaders Rugby (A)
Murray J. Bryant; Brad EvansCase IVEY-9B12C041-ELeadership and People Management, StrategyOn February 2011, a large earthquake hit Christchurch, New Zealand, causing loss of life. The Crusaders, a major sports franchise headquartered in Christchurch, must plan for the season, given that its facility has been extensively damaged and the season has already commenced. The franchisee board, managers, coaches and players have to deal with this catastrophe and build morale in the community by deciding what to do. The case examines the proce...Starting at €8.20
-
Schuhren Consumer Packaging: Managing Risk
Murray J. Bryant; Ken MarkCase IVEY-9B14M056-EEntrepreneurship, StrategyThe founder and chief executive officer (CEO) of Schuhren Consumer Packaging (Schuhren), a manufacturer of plastic food packaging based in Windsor, Ontario, is getting ready to meet a group of buyers from one of the top six fruit packaging firms in the world. An hour before their arrival, the CEO uncovers a whole series of issues concerning quality assurance, waste production and machine operations that could have an impact on the company’s opera...Starting at €8.20
-
Barrick Gold: Eliminating the Gold Hedging Strategy
Murray J. Bryant; Ken MarkCase IVEY-9B11B002-EAccounting and Control, StrategyBarrick Gold, the largest gold producer in the world, has taken steps to eliminate its longstanding gold hedging program. In its early years, Barrick’s hedging program was a key factor allowing the firm to grow amid falling gold prices. But Barrick’s management team faced questions about its hedging program when gold prices started to rise in the 2000s. The case allows students to review Barrick’s hedging program and consider the impact of its de...Starting at €8.20
-
Compagnie Financiere Richemont S.A.
Murray J. Bryant; Ken MarkCase IVEY-9B11B003-EAccounting and Control, StrategyA consumer goods analyst has been asked to understand the governance structure and various risks facing Compagnie Financiere Richemont SA, a Swiss-based luxury goods conglomerate. Richemont has emerged as one of the premier luxury brand houses in the world and is controlled by a single person, Johann Rupert. The case describes the development of Richemont and provides information on various aspects of the firm, including its many luxury brand hou...Starting at €8.20
-
Macquarie Bank Limited: Executive Compensation
Murray J. BryantCase IVEY-9B07M072-EEntrepreneurship, StrategyA managing director of international equities for a large public sector pension fund has to decide how the pension fund would vote on say for pay. Say for pay represents a vote held at the annual general meeting whereby shareholders have an annual and non-binding (thus it has no legal effect on the board or the corporation) opportunity to vote on executive compensation. Such a vote is obligatory in Australia and the United Kingdom and is starting...Starting at €8.20
-
Oral Insulin: Breakthrough Innovation at Biocon
Nita Sachan; Prasad Kaipa; Anand Nandkumar; Charles DhanarajCase IVEY-9B11M065-EEntrepreneurship, Service and Operations Management, StrategyThis case deals with the innovation challenges of a medium-sized firm (under $1 billion) in an emerging economy (India), particularly the challenges of product development and commercialization. The management has to decide how to proceed with a promising novel formula for oral insulin — promising both in terms of financial returns as well as social impact. The company has spent several years of research and development in getting the drug throug...Starting at €8.20
-
Cumi India's Global Strategy: The China Puzzle
S. Ramnarayan; Charles Dhanaraj; Krithiga SankaranCase IVEY-9B13M023-ELeadership and People Management, StrategyCarborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leade...Starting at €8.20
-
Voestalpine AG (A)
Murray J. Bryant; Werner Auer-Rizzi; Iris Fischlmayr; Caecilia Innreiter; Brett Matthews; Michael EyettCase IVEY-9B07M032-EStrategyVoestalpine AG, a public company located in Linz, Austria, was examining opportunities for growth. The company considers that to meet the needs of its customers, notably automobile, rail and construction, it has to grow. Further, the steel industry in Europe is in a process of consolidation. The company has a very strong balance sheet but due to its ownership structure (35 per cent is owned by the Austrian government), its market value is conside...Starting at €8.20
-
Nokia India: Battery Recall Logistics
Charles Dhanaraj; Narendar Sumukadas; P. Fraser Johnson; Monali MalvankarCase IVEY-9B11D003-EEntrepreneurship, Service and Operations Management, StrategyThis case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in Indian mobile devices. India, incidentally, was also Nokia’s second-largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery resulted in panic in customers after the Indian media widely publicized the potential dange...Starting at €8.20