Ivey Business School (Canada)
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Cargill: Keeping the Family Business Private
Ruth S.K. Tan; Yupana WiwattanakantangCase IVEY-9B15N022-EFinanceWhen Margaret A. Cargill passed away in 2006, her 17.5 per cent stake in Cargill went to Margaret A. Cargill Philanthropies (MAC). MAC lobbied for her stake to be liquidated. Cargill proceeded to shed its 64 per cent stake in Mosaic, North America’s second-largest fertilizer company, in exchange for Margaret Cargill’s stake in the company, in order to maintain control over the company. Like many second- and third-generation family businesses, Car...Starting at €8.20
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Neptune Orient Lines: Valuation and Capital Structure
Ruth S.K. Tan; Zsuzsa R. Huszar; Weina ZhangCase IVEY-9B17N007-EFinance, StrategyNeptune Orient Lines Limited (NOL) was started as Singapore’s national shipping line to facilitate industrial development and support the economy. The CMA CGM Group (CMA CGM) had acquired 67 per cent of NOL from Temasek Holdings Private Limited for SG$2.3 billion or $1.30 per share—a 6 per cent premium over the last closing price. In 2016, CMA CGM sought to acquire the remaining shares at the same price so that it could delist NOL and take it pri...Starting at €8.20
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Standard Chartered PLC: Riding the Market During Corporate Restructuring
Weina Zhang; Ruth S.K. Tan; Zsuzsa R. HuszarCase IVEY-9B18N004-EFinance, StrategyIn early 2014, Standard Chartered PLC, a British multinational banking and financial services company headquartered in London, England, announced its restructuring plan. The announcement triggered positive reactions in both stock and bond markets. Nevertheless, the eventual profitability was not what was expected. Moving forward into 2015, how would a rational investor have taken advantage of such a corporate restructuring event?Starting at €8.20
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Deregulating the Sale of Alcohol in Ontario
Neil Bendle; Ken MarkCase IVEY-9B17A018-EMarketingFollowing a report by the Premier’s Advisory Council on Government Assets in 2015, the sale of beverage alcohol products in Ontario was deregulated: in 2016, 60 grocery stores were licensed to sell beer and cider to consumers. The intention was for up to 450 grocery stores to eventually sell beer and cider products, and for 300 of these stores to also sell wine. The move to deregulate the industry was contentious; the province generated substanti...Starting at €8.20
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Bajaj RE60: The Branding Challenge of Disruptive Innovation
Srividya Raghavan; Sourabh BhattacharyaCase IVEY-9B16A014-EMarketingBajaj Auto Limited (BAL), the world’s largest manufacturer of three-wheel vehicles, was about to launch India’s first quadricycle, built indigenously for applications that were uniquely useful for urban transportation in developing markets such as India. The four-wheel vehicle was being launched as a completely new category in the Indian market by BAL’s Commercial Vehicle division. The dilemma facing the BAL team was whether to brand the new prod...Starting at €8.20
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BEworks: Experimentation in Business
Neil Bendle; Katie ChenCase IVEY-9B17A053-EMarketingIn 2016, a luxury cosmetic company approached BEworks Inc. (BEworks), a management consulting firm based in Toronto, Ontario, to gain a better understanding of its customers in an effort to develop better-tailored communications. BEworks was the world’s first management consulting firm to specialize in solutions for real-world challenges by applying behavioural economics—an emerging field that sought to understand human behaviour in the context o...Starting at €8.20
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Unhaggle: Putting Customers in the Driver's Seat
Neil Bendle; Sarah Chiu; Justin LeungCase IVEY-9B12A014-EEntrepreneurship, MarketingUnhaggle is a business model that uses a website to link up consumers with automobile dealers. The consumer describes the sort of vehicle they are looking for and the dealers compete to serve the consumer at the lowest possible price. The case illustrates how power in a negotiation comes from supply and demand. By bringing dealers to the consumer, Unhaggle helps drive down the cost of the vehicle to the consumer while reducing the dealer’s market...Starting at €8.20
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Nouveau Event Planning: The Wedding Extravaganza
Neil Bendle; Rocky CampanaCase IVEY-9B11A042-EMarketing, StrategySince 1988, Nouveau Event Planning has been operating the largest wedding expo in Windsor, Canada, an event called the Wedding Extravaganza. In 2001, the Wedding Odyssey became the second wedding expo in Windsor, and started to pose a significant threat to the Wedding Extravaganza. Now in 2011, the owner of Nouveau Event Planning must make strategic decisions involving pricing, customer retention, and selection of an appropriate target market. Sh...Starting at €8.20
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Wind Mobile: Competing in the Canadian Telecom Industry
Neil Bendle; Janice WongCase IVEY-9B12A061-EMarketingThis case looks at how a new entrant into a market dominated by three established incumbents can win consumer support. Wind Mobile, a new entrant in the Canadian telecommunications industry, not only has to compete with rivals Bell Canada Enterprises Inc., Rogers Communications and Telus Corporation but also confronts Canadian regulations concerning foreign ownership. Although the regulatory body, the Canadian Radio-television and Telecommunicati...Starting at €8.20
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The 2012 Republican Presidential Primaries
Neil BendleCase IVEY-9B13A003-EMarketingThe U.S. presidential primary elections represent an especially challenging decision context. The four candidates in the 2012 Florida Republican primary, Rick Santorum, Newt Gingrich, Ron Paul and Mitt Romney, all have strengths and weakness in the eyes of a Republican primary voter. In this case, these qualities are illustrated by the candidates’ statements and their reported actions during the campaign. The Republican primary voter must use the...Starting at €8.20