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Advising the Family Firm: Opening Pandora's Box (A)
Vanessa M. Strike; Dennis MaCase IVEY-9B18M047-EEntrepreneurship, StrategyIn January 2018, a family business advising team entered a seemingly straightforward contract with members of the Graham family, who were planning to transition their business to the next generation. The first and second generations, who founded and grew their business into a portfolio of 50 grocery store franchises across the eastern United States, were concerned about the capacity and interest of the next generation in continuing the success of...Starting at €8.20
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Simpson Seeds: Growing the Next Generation
Vanessa M. Strike; David Bentall; Christine LoweCase IVEY-9B16C051-EEntrepreneurship, Leadership and People ManagementGreg Simpson was the chief executive officer of Simpson Seeds Inc. (SSI). He and his two brothers, second-generation owners of a family farm, had started the seed company. From humble beginnings in Moose Jaw, SSI had grown to be the largest privately owned lentil exporter and seed retailer in Saskatchewan, Canada, distributing pulses to nearly 80 countries worldwide. Simpson and his brothers had recently added a new red lentil–splitting plant to ...Starting at €8.20
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India's Demonetization: Purging Black Money
Tulsi JayakumarCase IVEY-9B17M179-EStrategyOn November 8, 2016, the Indian prime minister announced that in an effort to counter corruption, black money, and counterfeiting, high-value currency notes of ?500 and ?1,000 denominations would be withdrawn from circulation. The currency to be removed in the demonetization exercise was worth ?15.4 trillion, or 86.9 per cent of the total value of currency in circulation. The old currency would be replaced with new ?500 and ?2,000 notes, but the ...Starting at €8.20
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Japan’s Monetary Policy: Accommodating Inflation Unconventionally
Tulsi JayakumarCase IVEY-9B18M148-EStrategyIn January 2018, the governor of the Bank of Japan (BoJ), was preparing for a meeting of the policy board of the BoJ. While the broad macroeconomic indicators hinted at a Japanese recovery, Japan still continued to have an inflation rate well below its target of 2 per cent. The accommodative, unconventional monetary policy of quantitative and qualitative easing engineered by the governor in 2013 had resulted in a bloated balance sheet for the BoJ...Starting at €8.20
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To Mumbai with Love: Exiting the Family Firm
Vanessa M. Strike; Alykhan AlidinaCase IVEY-9B16M159-EEntrepreneurship, StrategyIt was the summer of 2015 when the son of a family-owned real estate business in Vancouver was struck by love and decided to follow his heart to India. However, leaving his family’s business was easier said than done. The family had no formal documents that provided members with an exit strategy or remuneration. There were no wills or financial plans, and whatever money was available to finance a move abroad was tied up in the family business, wh...Starting at €8.20
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Advising the Family Firm: Opening Pandora's Box (B)
Vanessa M. Strike; Dennis MaCase IVEY-9B18M048-EEntrepreneurship, StrategyThis supplementary case set follows a family business advisory team over the course of roughly three months, as they develop an action plan to guide the succession of the family business to the next generation. The cases elucidate the harm that an inexperienced advising team can unintentionally inflict and cover issues of family firm advising, transition planning, and family dynamics.This case is intended to be used with "Advising The Family Firm...Starting at €5.74
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Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Tulsi Jayakumar; Nilotpal Ray; Divya Mulanjur; Debopam Basu; Gayatri PatkarCase IVEY-9B14M065-EStrategySudarshan Chemicals Industries is a top player in the Indian chemicals industry. This case traces the remodelling of its corporate social responsibility (CSR) initiative, both along scientific lines and aligned to its core business strategy. Faced with an informal and unstructured CSR initiative, the company uses an innovative method of problem-solving – crowd-sourcing ideas from a top business school in India. A team of students assesses the sit...Starting at €8.20
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The Indian Economy: A Macroeconomic Turnaround
Tulsi JayakumarCase IVEY-9B17M110-EStrategyIn July 2016, India celebrated the 25th anniversary of its economic reforms, which were initiated in 1991 as a result of a severe fiscal deficit-driven balance of payments crisis. The reforms saw India gradually break free of a low annual growth rate of 3.0–3.5 per cent. In 2016, with a growth rate of 7.6 per cent, India emerged as the fastest-growing economy in the world. The increases in the country’s macroeconomic indicators in the past 25 yea...Starting at €8.20
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Cricket Australia: Leadership in Crisis
Tulsi Jayakumar; Ranjan BanerjeeCase IVEY-9B18C039-ELeadership and People Management, StrategyIn March 2018, Cricket Australia (formerly the Australian Cricket Board) banned the Australian cricket captain from the sport for a year due to his involvement in a premeditated attempt at ball tampering in a test match against South Africa. He was also banned from any leadership positions in the sport for at least a year thereafter and faced financial losses on account of these bans. Australian fans and political leaders were outraged at the bal...Starting at €8.20
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Valley Carriers (A): Establishing Status in a Family Business
Vanessa M. StrikeCase IVEY-9B16M095-EEntrepreneurship, StrategyFor over five years, the third generation (G3) of Valley Pulp & Sawdust Carriers, Ltd.had been laying the foundation for the professionalization of the family firm. However, it was met with resistance from the second generation (G2). G3 had no ownership in the family business, and no true leadership role. At the management meetings, only four votes counted—the four votes of G2 members who were shareholders of the business. G3 members needed a com...Starting at €8.20