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Health Nut
Colleen Sharen; Vanessa M. StrikeCaso IVEY-9B08M053-EDirección estratégica, Iniciativa emprendedoraLate in the afternoon on January 20, 2006, one of the owners of The Health Nut hung up the phone. Her account manager had just called to tell her that the bank was not going to extend any further credit to her small retail natural health products (NHP) store located in Grand Bend, Ontario. She and her life and business partner had owned The Health Nut since May 2003. While they had successfully grown sales, the business was not generating enough ...Desde 8,20 €
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Valley Carriers (B): Working on Versus Working in the Business
Vanessa M. StrikeCaso IVEY-9B16M096-EDirección estratégica, Iniciativa emprendedoraThis is the second case in the Valley Carriers series, which also includes Valley Carriers (A): Establishing Status in a Family Business 9B16M095 and Valley Carriers (C): Restructuring the Governance of the Family Firm 9B16M097.Desde 5,74 €
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Simpson Seeds: Growing the Next Generation
Vanessa M. Strike; David Bentall; Christine LoweCaso IVEY-9B16C051-EIniciativa emprendedora, Liderazgo y Dirección de personasGreg 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 ...Desde 8,20 €
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Advising the Family Firm: Opening Pandora's Box (B)
Vanessa M. Strike; Dennis MaCaso IVEY-9B18M048-EDirección estratégica, Iniciativa emprendedoraThis 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...Desde 5,74 €
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Valley Carriers (C): Restructuring the Governance of the Family Firm
Vanessa M. StrikeCaso IVEY-9B16M097-EDirección estratégica, Iniciativa emprendedoraThis is the third case in the Valley Carriers series, which also includes Valley Carriers (A): Establishing Status in a Family Business 9B16M095 and Valley Carriers (B): Working on Versus Working in the Business 9B16M096.Desde 5,74 €
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To Mumbai with Love: Exiting the Family Firm
Vanessa M. Strike; Alykhan AlidinaCaso IVEY-9B16M159-EDirección estratégica, Iniciativa emprendedoraIt 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...Desde 8,20 €
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Advising the Family Firm: Opening Pandora's Box (A)
Vanessa M. Strike; Dennis MaCaso IVEY-9B18M047-EDirección estratégica, Iniciativa emprendedoraIn 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...Desde 8,20 €
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Valley Carriers (A): Establishing Status in a Family Business
Vanessa M. StrikeCaso IVEY-9B16M095-EDirección estratégica, Iniciativa emprendedoraFor 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...Desde 8,20 €