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Icelandair (C): WOW Now
Mitchell, Jordan; Sigurjonsson, Throstur Olaf; Berrone, PascualCase SM-1689-ECorporate Governance, Innovation and Change, StrategyThis three-part case series considers Icelandair at a couple of key inflection points in its recent history. Case A, set in early 2017 on the airline's 80th anniversary, the airline is faced to question its strategy after its impressive seven-year run of dynamic growth and solid returns comes to a somewhat abrupt end due to extreme pricing competition and upward cost pressure. The case delves into the development of the airline and its "hybrid" b...Starting at €5.74
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Icelandair (C): Y ahora, WOW
Mitchell, Jordan; Sigurjonsson, Throstur Olaf; Berrone, PascualCase SM-1689Corporate Governance, Innovation and Change, StrategyEn este caso en tres partes se presenta a Icelandair en un par de momentos decisivos de su historia reciente. En el caso A, situado a principios de 2017, en el 80 aniversario de la aerolínea, la compañía debe plantearse su estrategia tras un período impresionante de siete años de crecimiento dinámico y buenos resultados que llega a su fin de forma más o menos brusca debido a la competencia de precios extrema y la presión de los costes al alza. El...Starting at €5.74
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Icelandair (A, B, C, D y E) - Teaching Note
Mitchell, Jordan; Sigurjonsson, Throstur Olaf; Berrone, PascualTeaching Note SMT-132-ECorporate Governance, Innovation and Change, StrategyThis five-part case series considers Icelandair at a couple of key inflection points in its recent history. Case A, set in early 2017 on the airline's 80th anniversary, the airline is faced to question its strategy after its impressive seven-year run of dynamic growth and solid returns comes to a somewhat abrupt end due to extreme pricing competition and upward cost pressure. The case delves into the development of the airline and its "hybrid" bu...Starting at €0.00
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Creating a Cluster around a Clown: The Montreal Circus Cluster (C)
Berrone, Pascual; Blázquez, María Luisa; Diego, Enrique deCase SM-1599-EInnovation and Change, StrategyThe case describes the late developments of the circus cluster in Montreal. By 2007 an active community had been organized around the circus in Montreal, including forty circus companies, twenty schools, several production agencies and social-change organizations as well as hundreds of professional circus artists. The circus had also created an entire industry of specialized services including presenters, administrators, riggers, suppliers, techn...Starting at €5.74
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Examining Supply-Side Benefits of Virtual Teaching
Ann C. Frost; Tony S. FrostArticle IVEY-9B20TC02-EStrategySome physical classroom experiences can’t be beat, but moving university programs online offers instructors unexpected advantages.Starting at €8.20
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Julie Hallman at the Falaise Foundation
Ann C. Frost; Tony S. Frost; Mary GillettCase IVEY-9B16M073-EEntrepreneurship, StrategyIn May 2014, Julie Hallman was about to assume the presidency of the struggling non-profit arts organization, the Falaise Foundation, which offered a residence for small groups of artists and scholars from around the world to work on creative endeavours at its extensive property in the South of France. The foundation was suffering financially due to a combination of weak fundraising, high operating costs, an ineffective board of trustees, and a m...Starting at €8.20
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Creating a Cluster Around a Clown: The Montreal Circus Cluster - Teaching Note
Berrone, Pascual; Blázquez, María Luisa; Diego, Enrique deTeaching Note SMT-94-EStrategyCase A of this series examines the situation of Cirque du Soleil in its early years. Despite initial success, Guy Laliberté, founder and CEO of Cirque du Soleil, is facing a number of challenges, including aspects such as increasing competition, access to the pool of talent, location and growth. All of these elements are in Laliberté's mind just before meeting with Jean Doré, the mayor of Montreal. Laliberté thinks that it will be a great opport...Starting at €0.00
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Globalive: Change in the Canadian Wireless Telecom Industry
Adam Fremeth; Tony S. Frost; Guy L.F. Holburn; Kevin Chan; Peter WalkerCase IVEY-9B11M003-EEntrepreneurship, StrategyThis case describes the situation for Globalive in 2009 shortly after its bid to enter the Canadian wireless telecommunications sector had been denied by the regulatory agency on the grounds that it breached foreign ownership restrictions. The case covers the background to Globalive and the events leading to the regulator’s decision. Andrea Wood, the chief legal officer of WIND Mobile, the wireless brand owned by Globalive, must decide what recom...Starting at €8.20
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Don't Always Mind the Talent Gap
Tony S. FrostArticle IVEY-9B15TF01-ELeadership and People ManagementIn identifying high-potential employees and leaders, the HR world tends to prefer “all-rounders,” meaning individuals who score well across a range of competencies deemed necessary to lead and grow businesses. As a result, many HR departments focus executive development plans on individuals with limited weaknesses — weaknesses that can be fairly easily “rounded off” or trained away. The logic behind this appears sound. But this reasoning can elim...Starting at €8.20