Ivey Business School (Canada)
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PacificLink iMedia: To List or to Sell
Andrew Karl Delios; Alvin LamCase IVEY-9B16M202-EEntrepreneurship, StrategyThe founder of a digital media firm had to decide whether to list or to sell his company, PacificLink iMedia (PacificLink) in 2015. The founder had fielded more than 20 offers from various companies to acquire PacificLink since 2007–2008. He rejected all these past offers, because he was working to position the company to list on the main board of the Hong Kong Stock Exchange. However, in 2015, the founder received an offer from Accenture that ap...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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Reinventing the San Miguel Corporation (A)
Roberto Galang; Andrew Karl DeliosCase IVEY-9B09M074-EStrategySan Miguel Corporation is one of the oldest and largest companies in the Philippines. In its 100 year history, it has established a clear leadership position in the Philippine beer industry, as well as having made successful forays into other related and unrelated product areas. In the late 2000s, Eduardo Cojuangco, the CEO of San Miguel Corporation, which was South Asia's largest food and beverage company, found himself in a quandary. Cojuanco w...Starting at €8.20
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Nintendo: Game On!
Parul Purwar; Andrew Karl DeliosCase IVEY-9B16M158-EStrategyIn 2015, Nintendo—the iconic Japanese video game company—was faced with the decade-long challenge of responding to an industry that had changed in ways it had not anticipated. Under its new president, Nintendo had to contend with large-scale changes in the global gaming market. By not adapting to changing customer needs, Nintendo had lost the customer loyalty it had once enjoyed, as was evident from the decline in the number of units sold. It fac...Starting at €8.20
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Reinventing the San Miguel Corporation (B)
Roberto Galang; Andrew Karl DeliosCase IVEY-9B12M079-EStrategyThis supplement to Reinventing the San Miguel Corporation (A) provides a brief update on the diversification strategy pursued by the company.Starting at €5.74
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Tata Chemicals Ltd.: Global Acquisitions
Vasant Sivaraman; Varun MadanCase IVEY-9B14M078-EStrategyThis case deals with the revitalization of Tata Chemicals Ltd. (TCL) by way of significant international acquisitions in the first decade of the new millennium. Set in 2011, TCL has a decision to make on the potential acquisition of a stake in a North American early stage potash development company. This acquisition could allow TCL to set up a fertilizer plant, which might give the company a jumpstart just as earlier acquisitions had helped the c...Starting at €8.20
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The Beer Cases (B): Groupo Modelo
Andrew Karl Delios; Donna JimenezCase IVEY-9B11M125-EMarketing, StrategyThe beer industry comprises elements of sub-national, national and global competition. To expand, the industry players use various strategic approaches as illustrated by five major beer companies: Anheuser-Busch InBev (9B11M124), Groupo Modelo, Tsingtao Brewery (9B11M126), San Miguel (9B09M074) and Thai Bev (9B13M065). Observations about the beer industry — a fairly easy product and industry to understand — can be extrapolated to other industries...Starting at €5.74
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The Beer Cases (C): Tsingtao Brewery
Andrew Karl Delios; Jia Wei Teo; Donna JimenezCase IVEY-9B11M126-EMarketing, StrategyThe beer industry comprises elements of sub-national, national and global competition. To expand, the industry players use various strategic approaches as illustrated by five major beer companies: Anheuser-Busch InBev (9B11M124), Groupo Modelo (9B11M125), Tsingtao Brewery, San Miguel (9B09M074) and Thai Bev (9B13M065). Observations about the beer industry — a fairly easy product and industry to understand — can be extrapolated to other industries...Starting at €5.74
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Indian Premier League: Re-energizing Cricket
Vasant Sivaraman; K.S. UthamCase IVEY-9B12M056-EMarketing, StrategyThis case deals with cricket in India following the 2007 World Cup and leading to the early manifestations of the Indian Premier League’s Twenty20 cricket championship (IPLT20). Following the elimination of India from the knock-out phase of the World Cup 2007 (One Day Cricket) championship, the Board of Control for Cricket in India (BCCI) and team sponsors found themselves at a crossroads. Other sports and entities were competing with cricket for...Starting at €8.20