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Ivey Business School (Canada)
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Nestlé's Maggi: Pricing and Repositioning a Recalled Product
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B16A025-EMarketing, StrategyIn June 2015, the Indian food regulatory body, the Food Safety and Standards Authority of India, declared Nestlé’s brand of noodles, Maggi, unsafe for human consumption. Tested samples showed excess levels of lead and added monosodium glutamate. To retain the trust of consumers, Nestlé recalled Maggi from all store shelves in the country. Management was then grappling with an improved re-positioning strategy to help Nestlé retain its considerable...Starting at €8.20
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El Mawardy Jewelry: Expansion During a Recession
Marina Apaydin; Hend Mostafa; Sherif Ashraf Salem; Ali Tawfik; Jylan Sekaly; Lila MehrezCase IVEY-9B11M051-EEntrepreneurship, Marketing, StrategyEl Mawardy Jewelry was an Egyptian jewelry company located in Cairo, Egypt. The company was able to attract many customers due to its variety of designs, high-quality products, and competitive prices. The friendly atmosphere and customized services provided by the salespeople helped the company gain a competitive advantage. The Mawardy family was able to build on its success and open different stores across Egypt. In 2009, the financial crisis hi...Starting at €8.20
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Olympic Group Acquisition of IDEAL
Marina Apaydin; Hend MostafaCase IVEY-9B12M047-ELeadership and People Management, Marketing, StrategyOlympic Group (OG) was an Egyptian white goods giant that made products such as water heaters, fans, and cookers. In 1997, OG decided to buy IDEAL, a large state-owned white goods firm. Being a monopoly in its markets, IDEAL had a strong brand name and market share, which made it very attractive for OG. Also, the products that IDEAL produced — refrigerators and washing machines — complemented OG’s products. A year after the acquisition, OG had to...Starting at €8.20
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Malaysia Airlines: The Marketing Challenge after MH370 and MH17
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B15A028-EMarketing, StrategyThe chief executive officer of Malaysia Airlines (MAS) had the daunting task of sustaining a business that had suffered the tragic loss of two of its airliners in a span of just four months. Prior to this, a US$392 million loss, as well as the inability to compete with lower-cost carriers, had posed a great challenge to MAS. Management was planning to initiate a cost-cutting strategy to manage pricing and the competitive challenges of the aviatio...Starting at €8.20
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Azza Fahmy Jewellery: Expand Locally or Internationally
Marina Apaydin; Hend Mostafa; Mariam Mohamed Sherin; Mariam Ali Mobarak; Amal Mohsen Fahmy; Dina Sameh LabibCase IVEY-9B13M098-EEntrepreneurship, StrategyThis is the second case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M099 and 9B14M023) can be used together or on a standalone basis. This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. In this case, the entrepreneur realizes the importance of having a clear organizational structure with different departments and a clear chain of...Starting at €8.20
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Ekohealth: Developing Price Structures
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B14A057-EEntrepreneurship, Marketing, StrategyFounded in 2011 in Mumbai, India, Ekohealth Management Consultants Private Limited helped its subscribing members by negotiating bulk discounts with hospitals for all planned surgeries and reducing their monthly bills by suggesting low-cost generic drugs rather than expensive brand names. It ensured ethical health care practices by removing the referral fees doctors routinely demanded from hospitals, pathology clinics, pharmaceutical companies an...Starting at €8.20
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Azza Fahmy Jewellery: Going Online Post-revolution (A)
Marina Apaydin; Hend Mostafa; Leila KhauliCase IVEY-9B14M023-EEntrepreneurship, StrategyThis is the fourth case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M098 and 9B13M099) can be used together or on a standalone basis.Azza Fahmy Jewellery: Going Online Post-revolution (B) (9B14M024) is a supplement to this case.This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. This case describes the changes that have occurred ...Starting at €8.20
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Comedy Nights with Kapil: Maintaining Value Creation
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B14A056-EMarketing, StrategyBy the end of its first season in spring 2014, “Comedy Nights with Kapil” had become India’s top rated comedy television serial in the nonfiction category. Each episode invited celebrities from Bollywood or sports teams as guests to promote their upcoming movies or ventures. The show had developed its target market and had entered the maturity stage of its business life cycle. What might be future value creation business strategies for the show t...Starting at €8.20
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Marketing at Nyassa - Teaching Note
Neeraj Pandey; Gaganpreet Singh; Sandeep PuriTeaching Note IVEY-8B16A004-EMarketingTeaching note for product 9B16A004.Starting at €0.00
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Azza Fahmy Jewellery: Restructuring a Successful Startup
Marina Apaydin; Hend Mostafa; Mariam Mohamed Sherin; Mariam Ali Mobarak; Amal Mohsen Fahmy; Dina Sameh LabibCase IVEY-9B13M097-EEntrepreneurship, StrategyThis case and the three others in this series (9B13M098, 9B13M099 and 9B14M023) can be used together or on a standalone basis.This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. The issues are strategic in nature and typical of a growing business. Following the successful establishment of her company, she faces issues related to rapid growth; she is a “one-woman show” who...Starting at €8.20