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Mountain Equipment Co-op: The Private Label Strategy
Matthew Thomson; Ken MarkCase IVEY-9B12A028-EMarketing, StrategyMountain Equipment Co-op (MEC) is a well-known Canadian retailer of outdoor clothing and equipment. While it stocks a range of branded products in its stores, a key source of profits is its private-label line. The challenge MEC faces is how to continue to develop and launch innovative private-labeled products while recognizing that they may be direct competitors of MEC’s assortment of global brands. MEC needs to develop its line-up without being ...Starting at €8.20
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Aviron Interactive Inc.: Bootstrapping a Gamification Fitness Startup
Derrick Neufeld; Ning Su; Ken Mark; Vy Hoang; Michael LaPalme; Angela VavitsasCase IVEY-9B19E003-EEntrepreneurship, Information Technologies, StrategyIn 2016, Toronto entrepreneur Andy Hoang was working to launch a new business, Aviron Interactive Inc., a developer and marketer of interactive rowing machines that would use gamification to allow users to work out with others through a virtual connection and an innovative, remotely-activated resistance adjustor. Hoang wanted to create the new business by wrapping an outsourced services model around a central core that included the key business i...Starting at €8.20
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FLYHT: Crossing the Chasm
Brian Anderson; Ken MarkCase IVEY-9B12A022-EEntrepreneurship, MarketingAeroMechanical Services, Ltd. has a superior aircraft-monitoring product, FLYHT, which is significantly more advanced than the typical flight data recorder used by airlines. It can be easily installed and provides a wide range of real-time information that could be critical for airlines looking to reduce costs and improve safety. Yet it continues to struggle to get its solution adopted by major airlines. The vice president of business development...Starting at €8.20
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General Mills Canada: Building a Culture of Innovation (B)
J. Robert Mitchell; Ken MarkCase IVEY-9B14M016-EEntrepreneurship, StrategySupplement to 9B14M015. This case highlights many of the changes that were made at General Mills Canada to build an innovative culture. The results were positive, however, not all employees were convinced that being innovative would enhance, not harm, their careers. This follow-up case explores what else can be done to more fully build the culture of innovation, focusing especially on the challenges of cultural change.Starting at €5.74
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General Mills Canada: Building a Culture of Innovation (B) (Spanish version)
J. Robert Mitchell; Ken MarkCase IVEY-9B14MS016Entrepreneurship, StrategySupplement to 9B14M015. This case highlights many of the changes that were made at General Mills Canada to build an innovative culture. The results were positive, however, not all employees were convinced that being innovative would enhance, not harm, their careers. This follow-up case explores what else can be done to more fully build the culture of innovation, focusing especially on the challenges of cultural change.Starting at €5.74
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Mobilia Interiors Inc.: The Operations Decision
Eric Morse; Ken Mark; Matthew WongCase IVEY-9B10M047-EEntrepreneurship, StrategyIn May 2008, the president of Montreal-based retailer of designer furniture store, Mobilia, was reviewing her workload. Mobilia's growth had required she to spend increasing amounts of her time in operations, finance and human resources and significantly less time on sourcing and purchasing. With a doubling of her direct reports in recent years, and recognizing that external hires would soon be necessary to support Mobilia's growth, she wondered ...Starting at €8.20
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Has LIBOR Lost Its Stature in Derivatives Markets
Walid Busaba; Ken MarkCase IVEY-9B16N058-EFinance, StrategyIn April 2016, a large U.S. proprietary trading group in New York, with a significant fixed-income portfolio, was debating what discount rate to use to value the group’s interest-rate swap portfolio. The counterparties to these swaps were major banks, and the deals were collateralized. Criticisms about the use of the London interbank offered rate (LIBOR) as a benchmark for valuing these swaps were circulating, and there were reports that LIBOR wa...Starting at €8.20
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Volvo Construction Equipment: Managing a Plant Closure (A)
Mary Weil; Ken MarkCase IVEY-9B13M018-EStrategyThe vice-president and general manager of the Canadian operations of a multinational vehicle manufacturer learns that the plant he supervises will be shut down in 15 months. In the months leading up to the shutdown announcement and subsequent winding down, he needs to manage the communications and followup with several stakeholder groups. The vice-president and general manager needs to balance several issues, including the need to keep production...Starting at €8.20
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Kaupthing Bank hf Acquires Singer & Friedlander Group plc (Spanish version)
Murray J. Bryant; Ken MarkCase IVEY-9B07BS13Accounting and Control, Entrepreneurship, StrategyThe managing director of investment banking for Kaupthing Bank hf (Kaupthing) was considering what he would need to do if he accepted a new appointment as chief executive officer of Kaupthing's latest acquisition, U.K.-based investment bank Singer & Friedlander Group plc (Singer). He would have to deal with the fact that the two merging companies had very different cultures, the possibility that some employees may leave as a result of the change ...Starting at €8.20
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Kaupthing Bank hf Acquires Singer & Friedlander Group plc
Murray J. Bryant; Ken MarkCase IVEY-9B07B013-EAccounting and Control, Entrepreneurship, StrategyThe managing director of investment banking for Kaupthing Bank hf (Kaupthing) was considering what he would need to do if he accepted a new appointment as chief executive officer of Kaupthing's latest acquisition, U.K.-based investment bank Singer & Friedlander Group plc (Singer). He would have to deal with the fact that the two merging companies had very different cultures, the possibility that some employees may leave as a result of the change ...Starting at €8.20