This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
The Merger of the TSX Group and the Montreal Exchange
Michael R. KingCase IVEY-9B14N037-EFinanceIn mid-October 2007, the chief executive officer (CEO) of the TSX Group was contemplating his strategic options. In March 2009, a decade-long non-compete agreement between the TSX Group and the Montréal Exchange would expire. Under this agreement, the former had been the sole exchange for trading senior equities in Canada while the latter had the monopoly on exchange-traded derivative contracts. Afterwards, both exchanges would be able to compete...Starting at €8.20
-
Transferring Traditional Banking Skills to the Brave New World
Michael R. KingArticle IVEY-9B19TB03-EService and Operations ManagementCanada’s fintech ecosystem may be dominated by young entrepreneurs, but they haven’t disrupted the value of old-school industry experienceStarting at €8.20
-
Competitive dynamics: Competitive Strategy
Ly, Bryan S.; Vroom, GovertTechnical Note SMN-680-EInnovation and Change, Leadership and People ManagementThis technical note will discuss some of the main strategies firms employ in close competition with other firms and how game theory can be used to help shape a firm's competitive strategy.Starting at €8.20
-
Canadian Pacific Ltd: Unlocking Shareholder Value in a Conglomerate
Michael R. King; Michael ZawalskyCase IVEY-9B14N017-EFinanceIn January 2001, the chief executive officer (CEO) of Canadian Pacific Limited (CPL) was contemplating the future of his firm. CPL was one of Canada’s oldest conglomerates with operations in railways, shipping, natural resources and hotels. Its stock market capitalization of CDN$13.5 billion reflected a conglomerate discount, estimated at 12 to 35 per cent of the value. In order to eliminate this conglomerate discount and maximize shareholder val...Starting at €8.20
-
Raven Indigenous Capital Partners: Designing An Impact Investing Measurement Framework
Michael R. King; Basma Majerbi; Crystal TremblayCase IVEY-W25239-EAccounting and ControlIn February 2020, a social geographer at the University of Victoria was approached by one of the co-founders and managing partners of Raven Indigenous Capital Partners to develop an Indigenous impact measurement framework for the company. Raven Indigenous Capital Partners was founded in 2017 in Vancouver, British Columbia. The founders launched the Raven Indigenous Impact Fund to invest in early-stage growth businesses started by Indigenous entre...Starting at €8.20
-
The Music Industry in the 2020s
Vroom, Govert; Deshmane, Abhishek; Sastre Boquet, IsaacTechnical Note SMN-706-EInnovation and Change, StrategySince the emergence of digital technologies in the 1990s the music industry has been in a state of constant disruption. In a world where multiple media compete for the attention of individuals through multiple channels, the ways people all over the world are now creating, distributing, and consuming music seem to be more diverse than ever. This note describes the current state of the industry, the value chain, its actors (artists, music labels, d...Starting at €8.20
-
Facebook, Inc.: The Initial Public Offering (A)
Deborah Compeau; Craig Dunbar; Michael R. King; Ken MarkCase IVEY-9B12N031-EFinanceIt was May 16, 2012, and the highly anticipated pricing of Facebook Inc.’s initial public offering (IPO) was underway. An analyst at CXTechnology Fund was preparing to speak to the lead underwriter about his final interest in the deal. The analyst had reviewed Facebook’s phenomenal growth, its profitable business model and the competitive landscape for the social networking industry. The IPO appeared to be oversubscribed with heavy interest from ...Starting at €8.20
-
Spotify: Face the Music (Update 2018) - Teaching Note: Seeking Profitability
Sastre Boquet, Isaac; Vroom, GovertTeaching Note SMT-119-EInformation Technologies, Innovation and Change, StrategySpotify reached $3 billion in revenues in 2016, amid a booming music-streaming market that now made up 51% of the U.S. music industry's total revenues. Finally the industry had embraced digitization and was now seeing two-digit growth for the first time in decades. However, that growth had an Achilles' heel. Spotify itself was staring at an operating loss of $350 million, having never been able to post a profit in all its years of existence. Now,...Starting at €0.00
-
Spotify: Face the Music (Update 2021)
Vroom, Govert; Sastre Boquet, Isaac; Deshmane, AbhishekCase SM-1709-EEntrepreneurship, Innovation and Change, StrategyBy 2021, streaming had become "the" way to consume music, revitalizing an industry that was seeing double digit growth rates for the first time since the 1990s. And with its 155 million paid subscribers and 355 million total users, Spotify was undisputedly the most popular music streaming service in the world - for the year of 2020, it posted record revenues of 7.88 billion. Yet, despite those numbers, in all its history, Spotify had never been ...Starting at €8.20
-
Spotify: Face the Music (Update 2018): Seeking Profitability
Vroom, Govert; Sastre Boquet, IsaacCase SM-1657-EInformation Technologies, Innovation and Change, StrategySpotify reached $3 billion in revenues in 2016, amid a booming music-streaming market that now made up 51% of the U.S. music industry's total revenues. Finally the industry had embraced digitization and was now seeing two-digit growth for the first time in decades. However, that growth had an Achilles' heel. Spotify itself was staring at an operating loss of $350 million, having never been able to post a profit in all its years of existence. Now,...Starting at €8.20