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The Canadian Police Knowledge Network
Stewart Thornhill; Edward Gamble; Peter W. Moroz; Andrew MacVaneCaso IVEY-9B12M046-EDirección estratégica, Iniciativa emprendedoraIn 2004, Holland College formed a not-for-profit organization with the Canadian policing community and National Research Council to create the Canadian Police Knowledge Network (CPKN). In 2011, CPKN is Canada's leading provider of e-learning solutions for Canadian law enforcement, with more than 60,500 registered learners - including customers such as the Regina-based Royal Canadian Mounted Police and INTERPOL. To date, these learners have succes...Desde 8,20 €
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Amazon and Future Group: Rethinking the Alliance Strategy
Meeta DasguptaCaso IVEY-9B16M108-EDirección estratégicaIn 2014, the chief executives officers of Amazon and Future Group led their companies into an alliance that, while initially successful, encountered some difficulties in regards to discounts on their retail products. With the global retail industry standing at US$25.4 trillion in 2016, and the percentage of which e-commerce made up 7.4 per cent, the partners would have to decide if they should resolve their conflict and remain allies, or if they ...Desde 8,20 €
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Thunderball (B)
Stewart Thornhill; Colin McDougallCaso IVEY-9B11M020-EDirección estratégica, Iniciativa emprendedoraThis supplement to Thunderball (A) deals with the entrepreneur’s mission to find a successful business model.Desde 5,74 €
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Thunderball (C)
Stewart Thornhill; Colin McDougallCaso IVEY-9B11M021-EDirección estratégica, Iniciativa emprendedoraThis a supplement to Thunderball (A).Desde 5,74 €
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Cenabal (C)
Stewart Thornhill; Jane GravillCaso IVEY-9B08M022-EDirección estratégica, Iniciativa emprendedoraThe owner of Cenabal, an organic salad dressing and bread dipping company, had obtained the funds her company required. Now, she faced the decision of how to spend the money. Some of the possibilities included expanding the product line, entering the U.S. market, or improving the distribution channels. Naturally, each of these choices had advantages and disadvantages that she must consider. This is the last supplement that follows Cenabal (A) and...Desde 5,74 €
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SawStop (B)
Stewart Thornhill; Sylvia SquairCaso IVEY-9B12M065-EDirección estratégica, Iniciativa emprendedoraThis supplemental case to SawStop (A) advances the narrative to 2012.Desde 5,74 €
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Hudson Nuptials (A)
Stewart Thornhill; Ryan LittleCaso IVEY-9B07M001-EDirección estratégica, Iniciativa emprendedoraHudson Nuptials is a Toronto-based company created to take advantage of Canada's exclusive worldwide status as a provider of marriages to non-resident, same-sex couples. The company's president is struggling with whether to provide standardized wedding packages or to provide customized experiences to each client.Desde 8,20 €
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Thunderball (A)
Stewart Thornhill; Colin McDougallCaso IVEY-9B11M019-EDirección estratégica, Iniciativa emprendedoraAn entrepreneur is at a crossroads. He has successfully executed a pilot event in Las Vegas for THUNDERBALL!, his long-drive golf media property that includes live events, television production, and sports wagering. He has also secured a prime-time airing commitment with The Golf Channel for three episodes. However, he must cover the costs of hosting a live event and producing it as a television show. The business model would combine sponsorship ...Desde 8,20 €
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Triumph
Stewart Thornhill; Cooper LangfordCaso IVEY-9B11M052-EDirección estratégicaThe case is set immediately following a catastrophic fire that destroyed the Triumph Motorcycle Company’s manufacturing facility in England. After having gone out of business in the 1980s, the company was resurrected by British entrepreneur John Bloor and, at the time of the fire, was in its tenth year of renewed operations. The decision facing Bloor and his team after the fire was to either rebuild and resume their strategy as before or consider...Desde 8,20 €
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CPVet
Meeta DasguptaCaso IVEY-9B15M078-EDirección estratégica, Iniciativa emprendedoraThe director of CPVet in Gurgaon, India, was worried. The cost of running the veterinary clinics was mounting. Was customer behaviour in India with respect to pets changing? Unlike in many developed countries, Indian pet owners were not as willing to think of their pets as their own children and care for them accordingly. However, the industry seemed to be changing and trends showed that spending on pet care was steadily increasing. Were pet owne...Desde 8,20 €