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Honda Canada (B): Tsunami and Sourcing Disruption
Mary Weil; Dina Ribbink; Ramasastry ChandrasekharCase IVEY-9B16D005-EService and Operations Management, StrategySupplement to be used with 9B16D004.Starting at €5.74
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RBC: Social Network Analysis
Peter C. Bell; Ramasastry ChandrasekharCase IVEY-9B17E005-ECorporate GovernanceIn October 2013, the Royal Bank of Canada (RBC), Canada’s largest bank, hired a new head of Enterprise Fraud Strategy, a department tasked with protecting RBC’s global customers from fraud. The department head’s immediate priority was to prevent fraudulent transactions by RBC’s own customers—a phenomenon called first-party fraud—by implementing a bourgeoning technology called social network analysis (SNA). The technology used predictive analytics...Starting at €8.20
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Saint Elizabeth: Innovation in Health Care
David Barrett; Ramasastry ChandrasekharCase IVEY-9B16D025-EService and Operations ManagementSaint Elizabeth, a leading Canadian health-care enterprise, had been managing innovation through what it called the Innovation Tripod. This had three components—Ideas (which involved generating innovative ideas from among employees), Solutions (involving outside ventures in innovation), and Impact (consisting of ways in which results were measured). The chief executive officer (CEO) was facing a dilemma with each element of the tripod. How could ...Starting at €8.20
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Vic Progressive - Launch of SkyTrack
Kersi Antia; Darren Meister; Ramasastry ChandrasekharCase IVEY-9B15A041-EEntrepreneurship, MarketingThe president of Vic Progressive Diamond Drilling, a Canadian enterprise based in Sussex, New Brunswick that provides products and services to mining companies, is reviewing the progress in the market launch of SkyTrack, a new product designed for use in difficult terrain exploration by large mining corporations. Feedback during field trials has been favourable; the innovation is, in fact, customer-led. There is also evidence that this multipurpo...Starting at €8.20
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Indochino: Achieving Growth with Bricks and Clicks
Kersi Antia; Ramasastry ChandrasekharCase IVEY-9B20A018-EEntrepreneurship, MarketingIn June 2019, the chief executive officer of a Canadian menswear enterprise was examining his options mid-way through a five-year growth plan. The strategy involved a three-fold mandate: reinforce the company’s value proposition, rapidly scale up marketing, and transition to omnichannel retailing. What has worked well for the company and how does the strategy need to be refined so the company meets its goals?Starting at €8.20
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Monsanto Company - Doing Business in India
Robert Klassen; Ramasastry ChandrasekharCase IVEY-9B12M091-EStrategyThe executive vice president of sustainability and corporate affairs at Monsanto was facing a difficult situation that could dramatically reshape the firm's business. A decade earlier, the firm had introduced into India, through a joint venture, the first in-the-seed cotton trait biotechnology. This trait protected cotton crops against potentially devastating pests, thereby reducing the need for pesticides and improving yields. Subsequently, thre...Starting at €8.20
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Tesco PLC: Strategy for India
Christopher Williams; Ramasastry ChandrasekharCase IVEY-9B14M096-EStrategyAs multinational enterprises expand operations in emerging economies, identifying and responding to unique marketing challenges may require strategy that focuses on local adaptation and global integration on a country by country basis. In March 2014, Tesco PLC (Tesco), the largest retailer in the United Kingdom and the third largest supermarket group in the world, has signed an agreement with Trent Hypermarkets, the retail division of the Tata Gr...Starting at €8.20
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InteraXon Inc.'s Muse: Aligning the Supply Chain
David Barrett; Ramasastry ChandrasekharCase IVEY-9B17D011-EEntrepreneurship, Service and Operations Management, StrategyIn 2016, the chief operating officer (COO) of InteraXon Inc., a Toronto-based technology start-up in the health and wellness sector, needed to put together a revised supply chain that was consistent with the company’s new strategic plan. InteraXon’s flagship product was a lightweight headband called Muse, aimed at measuring the wearer’s brain activity. The COO needed to keep in mind two major requirements of the new plan: a) the company would be ...Starting at €8.20
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Apax Partners and Xerium S.A. (Spanish version)
Hardymon, G. Felda; Lerner, Josh; Leamon, AnnCase HBS-806S01EntrepreneurshipIn 2002, Apax Partners had to decide whether to accept a less-than-perfect offer for one of its portfolio companies or to refinance it. This company, a maker of paper industry consumables with a global presence, had been purchased in 1999 and performed extremely well since then. Despite being a solid, cash-generative operation, it didn't excite a lot of interest in the market. An early exit at a good multiple would be helpful for Apax's current f...Starting at €8.20
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Arthur Rock
Hardymon, G. Felda; Nicholas, Tom; Kind, LizCase HBS-813138-EEntrepreneurshipArthur Rock was known as one of the country's first venture capitalists and was instrumental in launching major Silicon Valley firms, such as Fairchild Semiconductor, Intel Corporation, Apple Computer, Inc., Scientific Data Systems and Teledyne Incorporated. He was the first venture capitalist to be featured on the cover of Time magazine. Rock was adamant that his success was due to luck and being in the right place at the right time. Others argu...Starting at €8.20