This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Ivey Business School (Canada)
-
Raven Indigenous Capital Partners: Designing An Impact Investing Measurement Framework
Michael R. King; Basma Majerbi; Crystal TremblayCase IVEY-W25239-EAccounting and ControlIn February 2020, a social geographer at the University of Victoria was approached by one of the co-founders and managing partners of Raven Indigenous Capital Partners to develop an Indigenous impact measurement framework for the company. Raven Indigenous Capital Partners was founded in 2017 in Vancouver, British Columbia. The founders launched the Raven Indigenous Impact Fund to invest in early-stage growth businesses started by Indigenous entre...Starting at €8.20
-
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
-
Jaypee Cement: Amalgamation of Two Brands
Sanjeev Prashar; Soumil VinayakCase IVEY-9B12A006-EMarketing, StrategyIn 2009, when the Indian cement market was strong, major Indian players were preparing to move from a regional emphasis to pan-India penetration. To become a national player, Jaiprakash Associates Limited grew through acquisitions and setting up new plants. To strengthen its position, the company decided to move from a multiple-brand cement portfolio to a single-brand entity. It merged its two existing brands of cement, Buniyad Jaypee Cement and ...Starting at €8.20
-
Maruti Suzuki India Limited: Marketing
Sanjeev Prashar; Harvinder Singh; Anshu KatiyarCase IVEY-9B13A001-EMarketing, StrategyMaruti Suzuki India Limited, India’s largest car manufacturer and the only company in that country to have crossed the 10 million sales mark, was struggling with labour problems in one of its manufacturing units. As a result, it was rapidly losing its market share to competitors and its position as market leader was at stake. The strike not only damaged property at the plant and caused one death and hundreds of injuries, it also heavily impacted ...Starting at €8.20
-
Stock Manipulation by China's Pangang Group
Xin Chen; Michael R. KingCase IVEY-9B16N007-EFinance, StrategyIn April 2011, a university professor of accounting and finance was examining the financial statements of Pangang Group Steel Vanadium & Titanium Company (Pangang), a leading Chinese steel manufacturer listed on the Shenzhen Stock Exchange. Pangang had a dramatic turnaround in its reported net income in 2010 with its share price rising over 60 per cent in a six-month period. The professor suspected that the controlling shareholder of Pangang — An...Starting at €8.20
-
Somany Ceramics: Recruitment Challenges
Amitabh Deo Kodwani; Mukesh Kumar; Sanjeev PrasharCase IVEY-9B18C025-ELeadership and People Management, StrategyIn 2016, Somany Ceramics Limited (SCL), a ceramic tile manufacturing company in India, needed industry-ready workers to meet the company’s expansion plan; however, the whole ceramics industry was affected by a shortage of labour. Most of the technically competent ceramics and construction personnel in India preferred to work in the construction industry or join other sectors such as information technology. The company’s human resources team neede...Starting at €8.20
-
Somany Ceramics: Recruitment Challenges - Teaching Note
Amitabh Deo Kodwani; Mukesh Kumar; Sanjeev PrasharTeaching Note IVEY-8B18C025-ELeadership and People ManagementTeaching note for product 9B18C025.Starting at €0.00
-
Kaps Ice Cream: Should It Enter the Premium Segment - Teaching Note
T. Sai Vijay; Sanjeev Prashar; Vinita SahayTeaching Note IVEY-8B16A041-EMarketingTeaching note for product 9B16A041.Starting at €0.00
-
Kaps Ice Cream: Should It Enter the Premium Segment
T. Sai Vijay; Sanjeev Prashar; Vinita SahayCase IVEY-9B16A041-EEntrepreneurship, Marketing, StrategyOn November 1, 2015, the four founders of Kaps Foods India Private Limited (Kaps) invited external business consultants to a business strategy meeting. The ice cream industry was moving toward the premium segment of the market, and Kaps was eager to move out of its stagnant phase. However, two of the four founders were skeptical about the acceptance of the Kaps brand in the higher-end market. They believed that the market would always consider Ka...Starting at €8.20
-
Iceland's Landsbanki Islands hf: Where to From Here
Murray J. Bryant; Gerard Seijts; Michael R. KingCase IVEY-9B14C015-ELeadership and People Management, StrategyThe CEO of a failed bank in Iceland must address what went wrong and how he should go about restoring trust in the bank by customers, debt holders, fellow Icelanders, politicians and regulators. Crippled by the global financial crisis, not only did Iceland’s banks default but the country itself was in danger of dissolution. This case examines the myriad reasons for the bank failure and subsequent nationalization, and provides an understanding of ...Starting at €8.20