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Ivey Business School (Canada)
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Taiwan Taxi's iCall System: Realizing the Value of GPS-Dispatch Systems
Deborah Compeau; Rueylin Hsiao; Sheng-Tsung HouCase IVEY-9B09E021-EInformation TechnologiesThe chief executive officer (CEO) of Taiwan Taxi must assess the adoption of iCall by the firm's taxi drivers. When originally conceived, iCall was supposed to be the basis for substantial growth in the number of taxi drivers signing up with Taiwan Taxi. But even after many years, adoption still lags behind the plan. The CEO must assess the reasons for the slower adoption of iCall and make recommendations on whether to revise the goal or improve ...Starting at €8.20
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Richter: Information Technology at Hungary’s Largest Pharma
Deborah Compeau; Jordan Mitchell; Gyorgy Drotos; Emma Incze; Gyorgy VasCase IVEY-9B07E021-EInformation Technologies, StrategyThe director of information technology (IT) at Ritcher, a major Hungarian pharmaceutical company with operations throughout Eastern Europe, is planning for the IT department for the near future. The three main considerations for the coming year are: Is the current IT structure appropriate to meet the growing demands of the organization? To what extent should IT affiliates be centrally controlled? How can IT best serve the rest of the company?Starting at €8.20
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Unimicron Technology Corporation
Deborah Compeau; Eugenia HuangCase IVEY-9B10E003-EInformation Technologies, StrategyThe president of Unimicron must evaluate the degree to which the company's information systems support its business strategy. The case provides an extensive review of the company's history, its strategy and its key competitive and organizational moves. The case reviews the way in which information systems are used in the company, and challenges students to assess the degree of fit between strategy, organization and technology.Starting at €8.20
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Privacy Issues and Monetizing Twitter
Deborah Compeau; Nicole R.D. Haggerty; Shady FraihaCase IVEY-9B11E002-EEntrepreneurship, Information Technologies, StrategyIt was early 2010, and the Twitter Trio, the founders of Twitter, were faced with a changing market situation and pressures to make money. Twitter was a free service that had been operating without a viable business plan since 2006. In early 2010, Twitter was still not making enough money and it was time that Twitter showed a real return on investment. The Trio had to decide on a business model that was competitive. There was a data-mining projec...Starting at €8.20
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Facebook, Inc.: The Initial Public Offering (A)
Deborah Compeau; Craig Dunbar; Michael R. King; Ken MarkCase IVEY-9B12N031-EFinanceIt was May 16, 2012, and the highly anticipated pricing of Facebook Inc.’s initial public offering (IPO) was underway. An analyst at CXTechnology Fund was preparing to speak to the lead underwriter about his final interest in the deal. The analyst had reviewed Facebook’s phenomenal growth, its profitable business model and the competitive landscape for the social networking industry. The IPO appeared to be oversubscribed with heavy interest from ...Starting at €8.20
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Molson Canada: Social Media Marketing
Deborah Compeau; Israr QureshiCase IVEY-9B08A014-EMarketingThis case describes Molson’s experiment with social media for creating brand awareness. In November 2007, Molson, part of the Molson Coors Brewing Company, ended a social media promotion after facing criticism that it promoted binge drinking. Molson was faced with the difficulty of how quickly the contents of social media could spread to various audiences. The case encourages readers to ponder whether Molson’s action was the only option available...Starting at €8.20
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Richter: Information Technology at Hungary’s Largest Pharma (Spanish version)
Deborah Compeau; Jordan Mitchell; Gyorgy Drotos; Emma Incze; Gyorgy VasCase IVEY-9B07ES21Information Technologies, StrategyEl director de la tecnología de la información (ÉL) en Ritcher, una compañía farmacéutica húngara importante con operaciones en Europa Oriental, está en el medio de planearlo para departamento por los años que vienen. Las tres consideraciones principales por el año que viene son: ¿Es la corriente ÉL estructura apropiada cubrir las demandas crecientes de la organización total? ¿En qué medida debe los afiliados ser centralmente controlada? ¿Cómo pu...Starting at €8.20
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IBM Canada Ltd.: Implementing Global Strategy
Deborah Compeau; Ken MarkCase IVEY-9B10E008-EInformation TechnologiesA senior manager at IBM Canada Ltd. is trying to determine how best to implement strategy developed at the global level. The Business Transformation Executive, Sales & Distribution, IBM Canada Ltd., is responsible for introducing, maintaining and retiring software programs to support IBM Canada's business needs. In October 2009, the senior manager is trying to assess if the customer relationship management (CRM) developed locally should continue ...Starting at €8.20
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Google in China (B)
Deborah Compeau; Yulin Fang; Majela YinCase IVEY-9B10E011-EInformation Technologies, StrategyThis case, a supplement to Google in China (A), details the search engine’s cyber attack from within China, as well as Google’s response.Starting at €5.74
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NASDAQ OMX: The Facebook Debacle
Deborah Compeau; Craig Dunbar; Michael R. King; Ken MarkCase IVEY-9B13E006-EInformation TechnologiesSenior management of a large stock exchange is reviewing a recent software problem that resulted in a botched opening for the initial public offering of a popular social media company. They are drawing up a list of recommendations on how to prevent this type of failure in the future, taking into account the needs of their various stakeholders, including customers, market makers, listed firms, regulators and shareholders. Overviews of the stock ma...Starting at €8.20