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Ivey Business School (Canada)
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LHSC Multi-Organ Transplant Program: Pooling Ontario's Kidney Transplant Wait-Lists
Fredrik Odegaard; Felipe RodriguesCase IVEY-9B18E020-EDecision AnalysisIn 2017, wait times for kidney transplants in Ontario were getting out of hand. While patients from London Health Sciences Centre’s kidney transplant program in London, Ontario, had a reasonable wait of approximately one year, patients in Toronto's kidney transplant program waited almost four years. In an attempt to improve the overall wait times for all Ontario patients, the provincial Ministry of Health intended to merge the two currently indep...Starting at €8.20
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LHSC Multi-Organ Transplant Program: Pooling Ontario's Kidney Transplant Wait-Lists - Teaching Note
Fredrik Odegaard; Felipe RodriguesTeaching Note IVEY-8B18E020-EDecision AnalysisTeaching note for product 9B18E020.Starting at €0.00
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Vancouver General Hospital (A): Improving Porter Efficiency
Fredrik Odegaard; Ryan MetcalfCase IVEY-9B09E017-ECorporate GovernanceThe head of Patient Escort Services for Vancouver General Hospital (VGH) had to determine the best approach to improve efficiency of the hospital's porter system. Porters represented a vital part of various hospital processes, facilitating timely flow of patients, equipment and materials throughout the hospital. Recently, VGH had experienced incidents in which the capacity of the porters was insufficient to meet the demands of the hospital and, d...Starting at €8.20
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Mahindra Rise: A Brand Architecture Decision
Ashita Aggarwal; Sulakshana "Lulu" RaghavanCase IVEY-9B14A077-EMarketing, StrategyIn 2009, the Mahindra Group, a US$16.3 billion multinational corporation based in Mumbai, India, had introduced a new positioning called “Rise” to provide meaning to its brand and help unite its various businesses under a common umbrella. Successful integration and implementation of the new positioning required the company to re-examine its brand architecture, which was currently a complex, inside?out arrangement that resulted in a diffused image...Starting at €8.20
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Toronto Rehab
Peter C. Bell; Fredrik OdegaardCase IVEY-9B09E016-ECorporate GovernanceDue to continued budget shortfalls the project manager for the Spinal Cord Rehabilitation Program at the Toronto Rehabilitation Institute needed to provide proposals for immediate cost-saving measures. One of these measures included how to schedule the nursing staff. The problem involved meeting certain occupancy target levels while ensuring a minimum number and correct mix of available nurses.Starting at €8.20
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Student Plays Fantasy Hockey (A)
Fredrik Odegaard; Chris Engelking; Linden Head; Matthew Rabson; Mike SharpCase IVEY-9B10E017-ECorporate GovernanceA student is trying to incorporate various analytical tools to assist in selecting National Hockey League (NHL) players for a fantasy hockey pool, using individual player data from the 2006-2009 NHL seasons. The student must come up with a strategy in which 16 players are selected for the 2010 season.Starting at €8.20
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Pricing at Vocram Airways (A)
Fredrik Odegaard; John G. WilsonCase IVEY-9B13E013-ECorporate Governance, EntrepreneurshipIn 2010, the owner of a small air-passenger firm transports individuals and small groups to remote waterfront regions. The business serves two types of customers: private and public. The private customers can afford to pay more, while the public customers’ budget constraints limit what they can pay. The owner wants to set a single price that will maximize his expected revenue across both customer groups. A constraining factor is the plane’s limit...Starting at €8.20
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Seijing Motor Corporation: Reposition or Extend the Pickup Brand
Ashita Aggarwal; Shriram Iyer; Projesh KarCase IVEY-9B18A012-EMarketingIn early 2016, the country head for Seijing Motor Corporation (SMC) in India was worried about stagnant sales of the company’s Supreme pickup brand. The Supreme brand had gained only a single-digit market share over the past year, and SMC’s share of the growing large pickup market had steadily fallen, from 40 per cent in 2005 to 10 per cent in 2015. SMC’s Supreme brand was competing with the market leader in the pickup segment. The pickup needed ...Starting at €8.20
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Evoe Spring Spa: A Positioning Dilemma
Ashita Aggarwal; Renuka Kamath; Sunil RaoCase IVEY-9B13A051-EEntrepreneurship, Marketing, StrategyThe co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-fou...Starting at €8.20
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Pricing at Vocram Airways (B)
Fredrik Odegaard; John G. WilsonCase IVEY-9B13E014-ECorporate Governance, EntrepreneurshipThis is a supplement to 9B13E013.Starting at €5.74