This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Yumcha.com.au
Nicole R.D. Haggerty; Rohan BelliappaCase IVEY-9B10M038-EEntrepreneurship, Information Technologies, StrategySet in November 2007, the case is about a soon-to-launch social networking website (Yumcha) in Australia intended for the country's significant Asian population and diaspora. The case describes the process that Yumcha's founder went through in establishing the entity, including her initial motivations and business rationale. The case goes on to describe the dilemma facing the founder in choosing a web developer for the site, including whether to ...Starting at €8.20
-
The Christchurch Earthquake and Crusaders Rugby (A)
Murray J. Bryant; Brad EvansCase IVEY-9B12C041-ELeadership and People Management, StrategyOn February 2011, a large earthquake hit Christchurch, New Zealand, causing loss of life. The Crusaders, a major sports franchise headquartered in Christchurch, must plan for the season, given that its facility has been extensively damaged and the season has already commenced. The franchisee board, managers, coaches and players have to deal with this catastrophe and build morale in the community by deciding what to do. The case examines the proce...Starting at €8.20
-
Risk Control Strategies: Human Resource Challenges
Nida Mahmud; Shafiq-Ur Rehman; Usama Habib; Zunaira SaqibCase IVEY-9B14C051-ELeadership and People Management, StrategyIn late 2005, Risk Control Strategies, a canine training security company in Islamabad, Pakistan was formed. To ensure that the company was a class apart in security provision, the company founder designed an induction procedure based on employee referrals followed by a thorough two-month training program that encompassed both pure theory and practical dog-handling sessions. The extensive training increased employees’ market value, and they often...Starting at €8.20
-
Invest or Take: A Venture Capitalist's Ethical Dilemma
Jon CarrickCase IVEY-9B16M057-EEntrepreneurship, StrategyIn May 2015, a managing partner in an Australian venture capital firm faced a major dilemma. As one of five partners, he held the deciding vote on whether his firm, KTN Capital, would take an entrepreneur’s idea for a solar-powered water filter and build a new company around it, or instead, invest in the entrepreneur’s company. The venture capital firm would not be doing anything illegal by taking the entrepreneur’s idea because the entrepreneur ...Starting at €8.20
-
National Australia Bank (B)
Graham Hubbard; Judy HubbardCase IVEY-9B08M036-EStrategyThis is a chronological series of two cases. The (A) case is about the fall from grace of a revered, high-performing Australian company that had gone international in its quest for growth. The (B) case is about the turnaround that followed. The (A) case covers the period 2000 to 2004. It includes the National Australia Bank (NAB) 2000 corporate/business strategy, the MLC acquisition, the sale of Michigan National, the HomeSide financial disaster ...Starting at €5.74
-
Crescent Standard Investment Bank Limited — Governance Failure
Muntazar Bashir AhmedCase IVEY-9B08M068-EStrategyThe Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005, the market was taken by surprise. There had been some rumours that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the a...Starting at €8.20
-
Toyota Australia in Peril
Veena Keshav PailwarCase IVEY-9B15M007-EStrategyWhen General Motors Holden announces its plan to exit from car manufacturing in Australia, Toyota faces a decision dilemma amid losses and adverse business and economic conditions. Should it continue as the country’s sole vehicle manufacturer and wait for business and economic scenarios to change favourably, or should it exit the market? Toyota’s position is assessed by applying microeconomics concepts, including the optimal scale of operation, m...Starting at €8.20
-
Pak Arab Refinery Limited (PARCO) - Management of Circular Debt
Muntazar Bashir AhmedCase IVEY-9B11M047-EFinance, StrategyThis case describes how significant debt was built up in Pakistan among the private- and public-sector energy and power-generation companies, which were some of the country’s largest organizations. An unexpected slowdown in recovery of payments created debt that affected corporate business operations and the Pakistani economy as a whole. The case discusses the energy and power sectors, along with the reasons for the circular debt. The Pakistani g...Starting at €8.20
-
SZLN: Acquiring PEM
James E. Hatch; Lifan Wu; Xingyun LiuCase IVEY-9B10N007-EFinance, StrategyShenzhen Zhongjin Lingnan Nonfemet Co. (SZLN) is a Chinese company that is contemplating the purchase of an Australian mining company. The management of SZLN must assess the merits of the acquisition, the offer to be made, how it is to be financed and the political implications of the purchase for both the governments of China and Australia.Starting at €8.20
-
Mining and Corporate Social Responsibility: Scotbar Proprietary Limited
David T.A. Wesley; Belinda Wade; Sheila PufferCase IVEY-9B18M099-EEntrepreneurship, StrategyThe chief executive officer of Scotbar Proprietary Limited (Scotbar) in Queensland, Australia, decided to develop a process to convert sandstone to sand, a technique that large multinational mining companies failed to perfect. The stakes could not have been higher, with global environmental disaster looming and the world quickly depleting its reserves of construction sand, severely affecting coastal communities and destroying marine ecosystems in...Starting at €8.20