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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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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
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Arts and Communications Counselors Inc.
Elizabeth M.A. Grasby; Jessica JohnCase IVEY-9B10N005-EAccounting and Control, FinanceThe president of a small Toronto, Ontario consulting firm specializing in sponsorship and experimental marketing looks at adding a public relations division to the firm. Students are required to analyze the external environment, identify corporate strengths and weaknesses, identify qualitative pros and cons, prepare projected statements, look at the timeliness of the option, and evaluate the business plan before arriving at a final decision.Starting at €8.20
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The Art of Persuading Unreasonable Colleagues
Jonathan Hughes, Ashley HetrickArticle IVEY-W29249-ELeadership and People ManagementEmployee conflict costs the global economy billions annually. Here’s how to use it to fuel learning and innovation.Starting at €8.20
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Warehousing Enhancements for E-Commerce Growth
Juri Zguri; Fatma Gzara; Joe Naoum-SawayaCase IVEY-9B20E006-EDecision AnalysisAs an e-commerce logistics manager at the national grocery store chain TrixMag, Jim Vector was continually seeking efficiency improvements in the company’s supply chain. Following positive trends in the online grocery segment, Vector was specifically explStarting at €8.20