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Compassion Web
Wee Yong YeoCase IVEY-9B12M039-EEntrepreneurship, Finance, StrategyThis case is about an ambitious “technopreneur” with ideas that were at the forefront of technology, such as in enterprise resource planning (ERP) systems. Compassion Web had been successful initially, then swamped with challenges, and the original business model needed major changes in order to work in the fast-changing environment. At the same time, the company was facing a lawsuit with a major client, which could threaten its survival. To make...Starting at €8.20
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Olam: Accounting for Biological Assets
Yew Kee Ho; Chee Khiang Teo; Kheng Hoe SitohCase IVEY-9B15A042-EAccounting and Control, StrategyIn 2012, an equity research firm based in California accused Singapore-based Olam International Limited (Olam) of engaging in potentially misleading and dangerous accounting practices. The firm — Muddy Waters Research — further stated that Olam was on the verge of bankruptcy. The primary complaint made against Olam by Muddy Waters was that Olam allegedly made aggressive use of “non-cash accounting gains,” particularly when reporting on Olam’s bio...Starting at €8.20
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Standard Chartered PLC: Riding the Market During Corporate Restructuring
Weina Zhang; Ruth S.K. Tan; Zsuzsa R. HuszarCase IVEY-9B18N004-EFinance, StrategyIn early 2014, Standard Chartered PLC, a British multinational banking and financial services company headquartered in London, England, announced its restructuring plan. The announcement triggered positive reactions in both stock and bond markets. Nevertheless, the eventual profitability was not what was expected. Moving forward into 2015, how would a rational investor have taken advantage of such a corporate restructuring event?Starting at €8.20
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Good Intentions Gone Awry at the National Kidney Foundation
Hwee Sing Khoo; Audrey Chia; Vivien K. G. LimCase IVEY-9B10M017-ELeadership and People Management, StrategyThis case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, T.T. Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore's largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteeri...Starting at €8.20
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wetlandPOOLS: Wetlands and Blue Oceans
Gavin PriceCase IVEY-9B16M167-EStrategyIn 2011, the sole proprietor of wetlandPOOLS, a specialist installer of non-chemical swimming pools based in Johannesburg, South Africa, was looking at the design of his latest creation. He was satisfied with the work he had done, yet frustrated that it had taken so long to complete the project. His company had been in existence for 10 years. During that time, wetlandPOOLS had grown organically by taking on new projects as they arose. This approa...Starting at €8.20
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Sheng Siong Supermarket: Building and Sustaining Competitive Advantage
Yi Rong Loh; Ye Jun Lee; Marleen DielemanCase IVEY-9B14M108-EEntrepreneurship, StrategySheng Siong was the third-largest supermarket chain in Singapore. Its chief executive officer co-founded it with his two brothers in 1985. Sheng Siong’s business model was well suited to cater to the price-sensitive and more traditional customer segment in Singapore, with a dominant presence in suburban areas called “heartlands.” It also had a unique corporate philosophy, which was influenced by the personal values of its founding family. However...Starting at €8.20
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LifeNet International's Transformation of African Healthcare via Social Franchising
Ilan Alon; Raul CarrilCase IVEY-9B14M131-EEntrepreneurship, StrategyLifeNet International was a social conversion franchise concept aiming to provide basic, quality and sustainable healthcare to poor and underserved populations in sub-Saharan Africa. The founder and president had relied on the assistance of others to help bring about his idea of affordable healthcare. In 2012, the executive director for LifeNet International’s operations in Burundi, began focussing on developing the company in Burundi. She was ex...Starting at €8.20
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Yola: Managing Multiple Challenges
Helena Barnard; Bryan MuirCase IVEY-9B10M031-ELeadership and People Management, StrategyThe South-African founder of Yola, a San Francisco-based company that provides simple website creation software, has developed a vibrant business that went from eight to more than 40 employees in only a year. He has secured two rounds of funding from a South African venture capitalist, and the growth in the Yola user base has been exceeding that predicted in the business plan. Yet the business faces multiple challenges. There are offices in both ...Starting at €8.20
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Honey Care Africa (A): A Different Business Model
Oana Branzei; Michael ValenteCase IVEY-9B07M022-EEntrepreneurship, StrategyThe founding entrepreneur of Honey Care Africa revitalized Kenya’s national honey industry by focusing on small-holder farmers across the country. Central to success was an innovative business model: a synergistic partnership between the development sector, the private sector, and rural communities that drew on the core competencies of each party as well as their complementary roles. This tripartite model was combined with local manufacturing of ...Starting at €8.20
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Netcare's International Expansion
Saul Klein; Albert WöckeCase IVEY-9B09M005-EEntrepreneurship, StrategyIn 2008, the acquisition of the General Healthcare Group (GHG) in the United Kingdom had propelled Netcare Limited (Netcare) from a predominantly South African operation into one of the largest private hospital groups in the world. One of Netcare's key long-term goals was to deliver innovative, quality health-care solutions to patients in every continent. Recent South African parliamentary legislation had introduced the potential for regulated pr...Starting at €8.20