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Marten Arts Gallery
Elizabeth M.A. Grasby; Andrew HinesCase IVEY-9B10B005-EAccounting and ControlRecent changes to the fine art industry and the economy had impaired Marten Arts Gallery's financial performance. The owner of Marten Arts Gallery was concerned that there was no longer a future for him in the fine art industry. Although the business had regained profitability in the first half of 2009, the owner decided it was time to look at all options, ranging from adding a second store to selling the business.Starting at €8.20
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Arts & Crafts
Mark B. Vandenbosch; Nick KuzykCase IVEY-9B08A011-EEntrepreneurship, MarketingThe vice-president of marketing at Arts & Crafts was reflecting on the company's extremely successful year in the music business. New artists had been added to the company's roster, experiments with digital releases and marketing campaigns had been successful, and plenty of international licensing opportunities were emerging. In addition, one of the company's artists, Leslie Feist, had received multiple music awards. On the other hand, the music ...Starting at €8.20
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Art Feeds: Scaling a Non-profit Organization
Colleen Sharen; Tess WiddifieldCase IVEY-9B14M159-EEntrepreneurship, StrategyIn early June 2013, the executive director of Art Feeds, which provided therapeutic art and creative education to school children to help them achieve mental and emotional well-being, needed to make a recommendation to her board about whether to expand the current operations in Joplin, Missouri, to Moore, Oklahoma, after a devastating tornado in Moore. She needed to determine whether the organization had the resources required to expand successfu...Starting at €8.20
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The Toliza Museum of Art
Bilmes, LindaCase HBS-KS1124-EAccounting and ControlJuan Antonio Jimenez is the new Executive Director of the Toliza Museum of Art located in Spain. Jimenez is concerned that the museum lost money in 2008 and wants to understand what the financial results for the current year (2009) are likely to be. The museum has an extensive collection of contemporary and classical art which are shown as Regular Exhibits. The museum also hosts travelling Special Exhibits made up of items loaned by other galleri...Starting at €8.20
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L'Atelier Art Lounge: Times of Uncertainty
Randa Salamoun; Bettina BastianCase IVEY-9B14M139-EEntrepreneurship, StrategyOn January 31, 2014, the founder and chief executive officer of L’Atelier Art Lounge, an art workshop with branches in Bahrain and Lebanon, faces numerous challenges: not only whether to grow the business but how to achieve a reasonable work-life balance. Political instability associated with the Arab Spring led her to close one of her shops in Bahrain, but she went ahead with opening a second in Beirut where there are few leisure activities avai...Starting at €8.20
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Robert's Center of Performing Arts
James A. Erskine; Felix GernburdCase IVEY-9B08M023-EStrategyRobert's Center of Performing Arts (RCPA), founded and owned by Robert Gernburd, was a music school. In addition to individual instrument lessons and group lessons in music theory and music history, the RCPA sold second-hand pianos. It was difficult to find a supplier of used pianos but after a great deal of research, Gernburd found a supplier in Japan. Recently, an invoice containing supplier information had been temporarily misplaced. Since the...Starting at €8.20
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Margaret Jefferson: Performance Issue at a Performing Arts Company (B)
Lyn Purdy; James O'BrienCase IVEY-9B12C025-ELeadership and People Management, StrategyThis case is a supplement to Margaret Jefferson: Performance Issue at a Performing Arts Company (A).Starting at €5.74
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Margaret Jefferson: Performance Issue at a Performing Arts Company (A)
Lyn Purdy; James O'BrienCase IVEY-9B12C024-ELeadership and People Management, StrategyThis case series describes a general manager’s decision of whether to fire an employee at a performing arts company. The scope of the case includes the organization of the company, the decision to hire the employee, his performance, and the decision to end the employment relationship. The general manager’s selection practices are described, and two role-playing exercises are included.Starting at €8.20
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Edmonton Opera's Balanced Scorecard: The Art of Performance
Natasha KhinkaninaCase IVEY-W31631-EStrategyThe mission of Edmonton Opera Association (Edmonton Opera), a not-for-profit arts organization founded in 1963, was to bring the community together through meaningful artistic experiences. In 2017, when Edmonton Opera developed a strategic plan, it incorporated this mission into the plan and used it as the basis for a new direction for the next five years. Unfortunately, the COVID-19 pandemic in 2020 changed the way Edmonton Op...
Starting at €8.20
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Harlequin Enterprises: Assessing e-Books
Rod E. White; Tony S. Frost; Ken MarkCase IVEY-9B14M027-EStrategyHarlequin Enterprises is a well-known publisher of women's fiction and the global leader in series romance fiction. In 2013, e-book penetration of romance fiction has exceeded 50 per cent of unit sales. The vice-president of strategy is trying to make sense of the e-book opportunity and threat. She is wondering what impact e-books would have on Harlequin's business model: its relationship with authors, distributors and competitors.Starting at €8.20