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The Bitter Sisters Brewery: Pivoting to Address the Pandemic
Christian Cook; Denise ChengerCase IVEY-W25167-EService and Operations Management, StrategyAfter almost a year of rebranding and renovations, the Bitter Sisters Brewery opened to rave reviews on February 14, 2020, in Calgary, Alberta. Just 29 days later, the COVID-19 pandemic would force the brewery’s doors shut for over three months. Two furthStarting at €8.20
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Car2go Montreal: The Electrification Opportunity
Yves Plourde; Felipe HelferCase IVEY-9B16M056-EStrategyIn 2015, the City of Montreal issued an international request for interest for the implementation of an all-electric carsharing service. This situation represented both a threat and an opportunity for car2go, a carsharing service company and a subsidiary of Daimler that had successfully operated 29 carsharing systems across Europe and North America. Would it be worthwhile for car2go to respond to the request for interest and, in doing so, adapt i...Starting at €8.20
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Target Corporation: The Canadian Decision
David Wood; Tarika MenezesCase IVEY-9B15M057-EStrategyOn December 29, 2014, the recently appointed chief executive officer of Target Corporation, headquartered in Minneapolis, Minnesota, needs to make a difficult decision about the company’s Canadian operations. After the launch of 133 stores since 2013, Target Canada has been plagued with operational challenges, poor sales and intensifying competition and has reported deep losses amounting to over $1.36 billion. Should the company stay in Canada kn...Starting at €8.20
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Lucas Wang: Stop-Loss Strategy
Hubert Pun; Hongmei SunCase IVEY-9B16E023-ECorporate GovernanceOn February 29, 2016, an investor, who was a business school graduate, purchased one share of Tesla Motors, Inc. stock for $191.93. In doing so, the investor wondered what trading strategy should be followed over the next six months to maximize returns while minimizing risk. In choosing a strategy, he wanted to make good use of the knowledge gained from his financial analytics classes. To that end, he did not know if he should choose a buy and ho...Starting at €8.20
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Molycorp: Financing the Production of Rare Earth Minerals (A), Teaching Note
Esty, Benjamin C.; Mayfield, E. ScottTeaching Note HBS-216020-EFinanceMolycorp, the western hemisphere's only producer of rare earth minerals, was in the middle of a $1 billion capital expenditure project in its effort to become a vertically integrated supplier of rare earth minerals, oxides, and metals. Yet it had just reported lower than expected revenues and earnings for the second quarter of 2012. In response to the announcement, its stock price fell 29% (its stock price had fallen from $77 to $11 in the past 1...Starting at €0.00
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Birks: The Sparkle of a Cherished Brand
Robert Mackalski; Alfred Jaeger; Marc Ducusin; Phoebe BalshinCase IVEY-9B18A014-EMarketing, StrategyBy 2016, Birks Group Inc. (Birks) had largely recovered from the 2008 financial crisis and was posting profits again. Birks was a high-end designer and manufacturer of Birks-branded jewellery and a mono-brand and multi-brand retailer of luxury jewellery and watches. It operated 29 retail outlets across Canada under its Maison Birks and Brinkhaus banners and 17 stores in two U.S. states (Florida and Georgia) under the Mayors banner. After restruct...Starting at €8.20
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BCE Inc.: In Play
Stephen R. Foerster; Heather TobinCase IVEY-9B09N018-EFinance, StrategyBCE Inc. (BCE), one of Canada's leading telecommunications companies, had struggled under its weak stock price performance and low valuation relative to its comparable peers, and faced increasing pressure from its largest shareholder, the powerful Ontario Teachers' Pension Plan (Teachers'). On March 29, 2007, it was reported that private equity firm Kohlberg Kravis & Roberts (KKR) had held informal meetings with BCE executives in the hopes of lau...Starting at €8.20
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Bombardier Aerospace: The CSeries Dilemma
Louis Hébert; Ali TalebCase IVEY-9B11M072-EStrategyIn July 2004, Bombardier Aerospace announced its intention to develop a new family of aircraft called CSeries. In May 2007, three years after the initial announcement, the final decision on whether to proceed with the initiative was still pending. Moreover, during this period, the company released several confusing announcements that raised concerns among investors and industry analysts regarding the sustainability of the company’s long-term stra...Starting at €8.20
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IdentiGEN
Goldberg, Ray A.; Preble, MatthewCase HBS-914408-EService and Operations ManagementCiaran Meghen and Ronan Loftus, co-founders of IdentiGEN (an Irish company that had created a unique service called DNA TraceBack to help customers identify and trace meat products), were discussing the company's future. The recent crisis over beef products being contaminated with horsemeat in Europe had generated strong demand for IdentiGEN's services. But more than this, DNA TraceBack gave customers strong insight into their operations to ensur...Starting at €8.20
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Predicting Consumer Tastes with Big Data at Gap (Spanish version)
Israeli, Ayelet; Avery, JillCase HBS-518S30MarketingThe Inside the Case video that accompanies this case includes teaching tips and insight from the author (available to registered educators only). Teach this case online with new suggestions added to the Teaching Note. CEO Art Peck was eliminating his creative directors for The Gap, Old Navy, and Banana Republic brands and promoting a collective creative ecosystem fueled by the input of big data. Rather than relying on artistic vision, Peck want...Starting at €8.20