Ivey Business School (Canada)
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The Café Meteor Bistro: Manage or Sell - Teaching Note
Ron MulhollandTeaching Note IVEY-8B20A045-EMarketingTeaching note for product 9B20A045.Starting at €0.00
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Sagamok First Nation: A Mining Company Context - Teaching Note
Ron MulhollandTeaching Note IVEY-8B18M035-EStrategyTeaching note for product 9B18M035.Starting at €0.00
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Atikameksheng First Nation: Maps, Maple Syrup, and Mining - Teaching Note
Ron MulhollandTeaching Note IVEY-8B19M024-EStrategyTeaching note for product 9B19M024.Starting at €0.00
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Canadian Arrow Mines: The Nickel Price
Ron MulhollandCase IVEY-9B17M037-EEntrepreneurship, StrategyIn 2016, Canadian Arrow Mines Limited (CRO) had a promising nickel property, the Kenbridge deposit, located 70 kilometres southeast of Kenora, Ontario. The spot had been the site of significant exploration in the past. Further exploration by CRO had indicated that it could be profitable. CRO had spent close to CA$10 million on redevelopment, and needed a further $3 million for the final feasibility study before going into full operation. In 2007,...Starting at €8.20
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De Beers Canada: The Attawapiskat Context
Ron MulhollandCase IVEY-9B16M171-EStrategyDe Beers, a sophisticated, international mining company, operated the Victor Mine, an open pit diamond mine in Canada, located within traditional territory claimed by the Attawapiskat First Nation. To develop the mine, De Beers had to follow provincial and federal legislation, meet environmental standards, and most importantly, negotiate use of the land with the First Nation. Although the mine was successful, the First Nation community was suffer...Starting at €8.20
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Passing the Baton: Role Transition of B.K. Jhawar
Kavil Ramachandran; Alexander MathewCase IVEY-9B11C037-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not last long. Only one-third are able to survive the transition from the first to second generation. A critical issue in the survival of family businesses is the management of succession. Most successions fail because first-generation founders find it difficult to disengage from their business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership r...Starting at €8.20
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Professionalization of Sudarshan Chemical Industries
Kavil Ramachandran; Alexander Mathew; Navneet BhatnagarCase IVEY-9B14M145-EEntrepreneurship, StrategyIn 2011, Sudarshan Chemical Industries Limited, a global pigment company with sales in over 40 countries, was poised to become one of the top four pigment producers in the world. The vice-chairman was about to meet with an external consultant whom he had hired when he assumed leadership of the family business in 2003 following the demise of both the founders — his father and eldest uncle. The agenda of the meeting was to discuss the various initi...Starting at €8.20
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Ensuring Family and Business Continuity at India’s GMR Group
Kavil Ramachandran; John Ward; Sachin Waikar; Rachna JhaCase IVEY-9B11M075-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not survive beyond two or three generations. One of the main reasons for this short lifespan is the lack of governance mechanisms in family businesses. With better family governance, business development becomes a richer experience and continuity is ensured across generations. This case is about an Indian family business, GMR Group, which was established a quarter-century ago, and by 2010 had become one of the major dive...Starting at €8.20
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Mistura Beauty Solutions
Ron Mulholland; Anthony Davis; Amanda Goupil; Christine Harvey; Kyle MarcusCase IVEY-9B12A034-EEntrepreneurship, MarketingA four-year-old cosmetics company is experiencing the typical difficulties of a company evolving from a mom-and-pop operation to a scalable, systems-driven organization. The CEO and founder recognized a problem and opportunity with foundation makeup. She developed a self-adjusting, hard-powder makeup for use on any skin tone. Following an appearance on a reality TV show for entrepreneurs and numerous other promotional measures, the company’s sale...Starting at €8.20
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Royal Bhutan Airlines — Drukair
Ron MulhollandCase IVEY-9B12A030-EMarketing, StrategyThe chief executive officer of Royal Bhutan Airlines (Drukair) is concerned about growth and the seasonality of demand for Bhutan’s national airline. The Kingdom of Bhutan, with a population of approximately 700,000, is located east of Nepal between India and China (Tibet). It has recently embarked on a program of modernization, including a move to democracy and promotion of tourism. The tourism initiative is described as “high value, low volume,...Starting at €8.20