Ivey Business School (Canada)
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Tracy Edwards and Maiden (A), (B), (C), (D), (E), & (F) - Teaching Note
Gerard Seijts; Tracy Edwards; Ann C. FrostTeaching Note IVEY-8B21C020-EEntrepreneurship, Leadership and People ManagementTeaching note for product 9B21C020.Starting at €0.00
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Tracy Edwards and Maiden (F): The Finish
Tracy Edwards; Gerard Seijts; Ann C. FrostCase IVEY-9B21C025-EEntrepreneurship, Leadership and People ManagementSupplement for product 9B21C020.Starting at €5.74
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Tracy Edwards and Maiden (B): Crafting the Crew
Tracy Edwards; Gerard Seijts; Ann C. FrostCase IVEY-9B21C021-EEntrepreneurship, Leadership and People ManagementSupplement for product 9B21C020.Starting at €5.74
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Tracy Edwards and Maiden (C): Sponsorship, Anyone
Tracy Edwards; Gerard Seijts; Ann C. FrostCase IVEY-9B21C022-EEntrepreneurship, Leadership and People ManagementSupplement for product 9B21C020.Starting at €5.74
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Tracy Edwards and Maiden (D): Marie-Claude
Tracy Edwards; Gerard Seijts; Ann C. FrostCase IVEY-9B21C023-EEntrepreneurship, Leadership and People ManagementSupplement for product 9B21C020.Starting at €5.74
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Educomp: Shaping Education in the New Millennium
Amita Mital; Sanjay Dhir; Sonjoy MohantyCase IVEY-9B13M073-EStrategyEducomp Solutions Ltd. was established in 1994 with the aim of providing for a customer’s entire education lifecycle, from pre-school to higher education/vocational training, and appropriating value from the same customer multiple times. This strategy, over a period of 17 years, enabled Educomp to become the largest player in the education technology sector in India. Educomp took the organic route to growth, which it achieved largely through acqu...Starting at €8.20
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Distribution Management at World Peace Industrial Group
Chris J. Piper; Shwu-Min HorngCase IVEY-9B16D024-EService and Operations Management, StrategyIn November 2005, World Peace Industrial Group was at an important milestone as it prepared to join two other major electronics components distributors to form the WPG Holdings and become a dominant player in its industry. As its chief executive officer prepared for the merger, it became apparent that the company’s financial position was threatened by inventory management and forecasting problems. Although sales and market share were increasing, ...Starting at €8.20
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Alara Agri: Fresh Cherry Production
Chris J. Piper; Jordan MitchellCase IVEY-9B09D004-EEntrepreneurship, Service and Operations Management, StrategyAlara Agri, based in Bursa, Turkey, is one of the world's foremost cherry and fig producers. The president and chief executive officer (CEO) was concerned about a recurring capacity problem at the end of the process where cherries were packed. On some of the plant's conveyor belts, piles of cherries of one size waited to be packed while other belts had too few cherries to keep workers busy, and thus delayed order fulfillment. Diverting excess che...Starting at €8.20
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Dilli Haat: Reviving Lost Glory
Amita Mital; Shrey VigCase IVEY-9B17M100-EStrategyDilli Haat started in 1994 with the objective of providing infrastructure to craftspeople from across India to sell their traditional crafts in an urban marketplace and prevent their exploitation by intermediaries. The marketplace, set up in the heart of Delhi, the capital of India, was a one-stop shop for visitors seeking authentic India handicrafts and handloomed products. Dilli Haat provided a unique shopping experience in a well-laid-out area...Starting at €8.20
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Charagh Din: Dressing the Elite
Amita Mital; Vijayalakshmi NatarajanCase IVEY-9B18M038-EStrategyCharagh Din sold premium men's shirts in Mumbai, India, to elite customers. It had been in business for three generations, dating back to 1949, and had evolved from a small tailoring shop to a multi-storied showroom. The brand was recognized for its unique designs and outstanding customer service. However, unlike its competitors, Charagh Din did not have in-house manufacturing. The business model worked well when India was a regulated economy, bu...Starting at €8.20