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RONA Inc.- Dealing with Recession
Darren Meister; Ramasastry ChandrasekharCase IVEY-9B09M076-EMarketing, Service and Operations Management, StrategyIn September 2009, the president and chief executive officer (CEO) of Rona Inc. was reviewing the company's progress in relation to the ongoing economic recession. Rona was the largest retailer of hardlines in Canada. Rona had noticed definitive signs of slowdown in the third quarter of 2007 and had launched Strategic Plan 2008 - 2011 as a response. The two-phase program was nearing the completion of its first phase of Productivity, Efficiency an...Starting at €8.20
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Sears Canada (A)
Stephan Vachon; Ramasastry ChandrasekharCase IVEY-9B13D014-EService and Operations ManagementSears Canada’s associate vice-president of sustainability faces dilemmas in executing a strategy to reduce the retailer’s carbon footprint. He needs to integrate the concept of sustainability into the company’s larger corporate objectives, drive the concept in individual business units and identify the metrics for tracking the progress of reducing Sears Canada’s carbon footprint.The (B) case, 9B13D015, is positioned two years later, when the asso...Starting at €8.20
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CoolIT Systems: Developing an Operations Strategy
P. Fraser Johnson; Ramasastry ChandrasekharCase IVEY-9B20D019-EService and Operations ManagementIn February 2020, the executive vice-president of Manufacturing and Supply Chain at CoolIT Systems (CoolIT), met with the company's chief executive officer (CEO) in their Calgary office. The company had recently developed a new range of products that provStarting at €8.20
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Medicom: Building A Resilient Supply Chain
P. Fraser Johnson; Ramasastry ChandrasekharCase IVEY-9B21D011-EService and Operations Management, StrategyGuillaume Laverdure, chief operating officer at Medicom Group (Medicom), was evaluating a potential investment in a new facility that would manufacture melt-blown polypropylene (melt-blown PP), a key raw material for surgical and respirator masks. It wasStarting at €8.20
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American Express Canada
Larry Menor; Ramasastry ChandrasekharCase IVEY-9B12D022-EService and Operations ManagementThis case examines how a premium credit card company, American Express Canada (Amex Canada), is attempting to differentiate itself from its competition and to realize value for—and from—its cardholder members through a focus on providing apt quality services and servicing. In April 2011, the president and chief executive officer of Amex Canada is considering his options in sustaining the company's stance in the ultra-rich end of the premium payme...Starting at €8.20
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Saint Elizabeth: Innovation in Health Care
David Barrett; Ramasastry ChandrasekharCase IVEY-9B16D025-EService and Operations ManagementSaint Elizabeth, a leading Canadian health-care enterprise, had been managing innovation through what it called the Innovation Tripod. This had three components—Ideas (which involved generating innovative ideas from among employees), Solutions (involving outside ventures in innovation), and Impact (consisting of ways in which results were measured). The chief executive officer (CEO) was facing a dilemma with each element of the tripod. How could ...Starting at €8.20
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InteraXon Inc.'s Muse: Aligning the Supply Chain
David Barrett; Ramasastry ChandrasekharCase IVEY-9B17D011-EEntrepreneurship, Service and Operations Management, StrategyIn 2016, the chief operating officer (COO) of InteraXon Inc., a Toronto-based technology start-up in the health and wellness sector, needed to put together a revised supply chain that was consistent with the company’s new strategic plan. InteraXon’s flagship product was a lightweight headband called Muse, aimed at measuring the wearer’s brain activity. The COO needed to keep in mind two major requirements of the new plan: a) the company would be ...Starting at €8.20
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Oncidium Business Consulting (A1)
John S. Haywood-Farmer; Ramasastry ChandrasekharCase IVEY-9B09D015-EEntrepreneurship, Service and Operations ManagementIn late 2006, the four partners of Oncidium Business Consulting disagree on a number of questions, such as the firm's future direction, the responsibilities of each partner and how profits are to be divided. The A1 case, 9B09D015, takes the viewpoint of the founding partner and majority holder of the firm's shares. The A2 case, 9B09D016, looks at the situation from the position of one of the minority partners.Starting at €8.20
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Oncidium Business Consulting (A2)
John S. Haywood-Farmer; Ramasastry ChandrasekharCase IVEY-9B09D016-EEntrepreneurship, Service and Operations ManagementIn late 2006, the four partners of Oncidium Business Consulting disagree on a number of questions, such as the firm's future direction, the responsibilities of each partner and how profits are to be divided. The A1 case, 9B09D015, takes the viewpoint of the founding partner and majority holder of the firm's shares. The A2 case, 9B09D016, looks at the situation from the position of one of the minority partners.Starting at €8.20
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Sears Canada (B)
Stephan Vachon; Ramasastry ChandrasekharCase IVEY-9B13D015-EService and Operations ManagementThis is a supplement to 9B13D014.Starting at €5.74