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Mahindra & Mahindra in South Africa
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B11M106-ELeadership and People Management, Service and Operations Management, StrategyMahindra & Mahindra Ltd. (M&M) is a manufacturing leader in the utility vehicles (UVs) segment in the Indian automotive industry. Since 2004, M&M has been exporting UVs to South Africa, the only country in the African continent with a significant middle-class population. M&M has set up a fully owned subsidiary in South Africa, which enjoyed the growth wave in the South African automotive industry up to 2007, then fell into a three-year slump, lar...Starting at €8.20
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Mahindra & Mahindra Ltd. - Farm Equipment Sector: Acquisition of Jiangling Tractor Company
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B07M035-EStrategyFarm Equipment Services (FES), the tractor manufacturing division of Mahindra & Mahindra Ltd. (M&M), is considering entering the Chinese tractor industry through a joint venture with Jiangling Tractor Company (JTC), a state-owned automotive enterprise. M&M had seeded the Chinese tractor market with exports and had concluded that the most efficient and prudent way to serve the Chinese tractor market was through a joint venture with a local partner...Starting at €8.20
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Intel Corp. - Bring Your Own Device
V. Joseph Compeau; Nicole R.D. Haggerty; Ramasastry ChandrasekharCase IVEY-9B13E002-EInformation Technologies, StrategySince early 2009, the information technology (IT) division of a leading manufacturer of semiconductor chips had noticed a growing trend among the company’s 80,000 employees worldwide to bring their own smartphones and storage devices to their individual workstations. Recognizing that Bring Your Own Device (BYOD) was not a passing fad but a growing phenomenon, the company decided in January 2010 to formally implement this initiative. As the compan...Starting at €8.20
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GM: The Opel Decision
Darren Meister; Ramasastry ChandrasekharCase IVEY-9B10M022-EStrategyIn July 2009, General Motors Company (GM),the world's second largest automotive enterprise, has come out of a bankruptcy orchestrated by the U.S. federal government. Leaner and focused after a 40-day exercise, GM is still a long way from a full-fledged financial recovery. The company is under a mandate to concentrate first on its U.S. market. Its European subsidiary, which manufactures the Opel cars, has been struggling for nearly a decade. The b...Starting at €8.20
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Evelynn by Nicole Snobelen: The Market Opportunity
Ian Dunn; Jessica WelshCase IVEY-9B20B008-EAccounting and Control, EntrepreneurshipEvelynn by Nicole Snobelen was an e-commerce clothing company based in London, Ontario, and was owned and operated by Nicole Snobelen. Snobelen had just been informed that a retail unit had become available for immediate occupancy at The Market at the WesStarting at €8.20
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Shop Thursdays: Post COVID-19 Strategy
Ian Dunn; Holli GreenwaldCase IVEY-9B21B008-EAccounting and ControlIn mid-2020, the co-founder of online and brick-and-mortar womenswear boutique Shop Thursdays in Toronto, was considering how to best position her business for growth when the COVID-19 global pandemic was resolved. The boutique, which had two brick-and-mortar locations in addition to its online presence, provided its customers with the latest and trendiest styles. When the COVID-19 pandemic forced all non-essential business to close their doors, ...Starting at €8.20
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ArcelorMittal (B)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M002-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €5.74
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ArcelorMittal (C)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M003-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €5.74
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ArcelorMittal (A)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M001-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €8.20
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NJOY, Inc.
Allison Johnson; Ramasastry ChandrasekharCase IVEY-9B15A032-EEntrepreneurship, MarketingNJOY, Inc., an electronic-cigarettes enterprise based in Phoenix, Arizona, conducted some Experiential Concept Tests (ETCs) on a sample size of 215 panelists. The sample included a mix of gender, age, education and income. It also included a mix of users and non-users of electronic cigarettes. In light of the consumer insights gained from the ETCs, NJOY Inc. wants to leverage the results to resolve three particular issues and pave the company’s w...Starting at €8.20