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Six Sigma at Cintas Corporation
P. Fraser Johnson; Adam BortolussiCase IVEY-9B10D009-EService and Operations ManagementThe green belt specialist at the Cintas Torlake facility near Toronto had four days before he was to present his recommendations to the executive steering committee (ESC) for correcting the capacity problem in the mat department, which was causing product shortages and negatively affecting customer satisfaction. The case provides data that students can use to analyze the processes used at the company for cleaning and replacing mats for its approx...Starting 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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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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Leader Healthcare: Deciding on a Growth Strategy
Sonal Singh; Meeta DasguptaCase IVEY-9B17M006-EEntrepreneurship, StrategyLeader Healthcare India (LHC) was a medical devices importer firm that dealt primarily in respiratory and anesthetic devices. The company imported medical devices from U.S. manufacturers and, for the most part, performed its own marketing, sales, and service activities. In 2016, the director of LHC was concerned about LHC’s multiple failed efforts at market expansion. The company wanted to grow, but its attempts had been unsuccessful. Lack of hig...Starting at €8.20
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ibibo: Grow Independently or Sell
Meeta Dasgupta; S. Veena IyerCase IVEY-9B17M113-EEntrepreneurship, StrategyIn 2016, the chief executive officer of the ibibo Group, one of the largest players in India’s online travel sector, faced a major decision. MakeMyTrip, India’s market leader in online travel, had expressed interest in acquiring the ibibo Group. Should the ibibo Group’s chief executive officer accept the offer and give up partial or total control of the company, in return for growing with the market leader? Or should he continue with the business...Starting at €8.20
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Amazon and Future Group: Rethinking the Alliance Strategy
Meeta DasguptaCase IVEY-9B16M108-EStrategyIn 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 ...Starting at €8.20
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Oxigen: Nurturing the Mobile Payment Ecosystem in India
Sandip Mukhopadhyay; Meeta Dasgupta; M.P. JaiswalCase IVEY-9B15M124-EStrategyIn 2013, Oxigen Services India Pvt. Ltd. launched a money transfer service integrated with the infrastructure of the National Payment Corporation of India. The Oxigen Wallet, India’s first non-bank wallet, allowed instant money transfers to and from any bank account over an extensive ecosystem, with a large retail presence across India using point-of-sale terminals. Oxigen was a major provider of bill payment and merchant payment services, with c...Starting at €8.20
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Oliver’s Diner
P. Fraser Johnson; Larry MenorCase IVEY-9B16D008-EEntrepreneurship, Service and Operations ManagementThe owner of Oliver’s Diner in Grand Bend, Ontario, was confident that his new venture would be a success. His diner had become an instant hit with local cottagers and tourists, often leading to long waiting lines at peak periods. However, the popularity of the restaurant had led to some “growing pains,” and the owner wanted to improve his operation. In particular, he was concerned the high volume of customers had placed a strain on his staff, pa...Starting at €8.20
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Nukkad, the Chaitastic Teafé: Consider Efficacy in Growth Options
Bandinee Pradhan; Ritu Srivastava; Meeta DasguptaCase IVEY-9B18A003-EEntrepreneurship, MarketingIn December 2016, the founder of Nukkad, The Chaitastic Teafé Pvt. Ltd. (Nukkad), an organized tea café retail chain, was pleased to see that Nukkad had garnered positive reviews and ratings on numerous social media pages. He was proud of his social enterprise, which encompassed two cafés based in Raipur, Chhattisgarh, India. Since its inception in 2013, Nukkad had created quite a buzz for its distinctive initiative: it specifically employed yout...Starting at €8.20
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3M Health Care
P. Fraser Johnson; Viola HooCase IVEY-9B04D008-EService and Operations ManagementA summer intern student at 3M Health Care must analyze the health care division’s logistics systems and report her findings to the vice president of 3M Health Care Markets. The vice president is most interested in the recommendations for the proposed changes to the existing method of distributing products to Canadian hospitals. This case provides sufficient information for students to assess the quantitative and qualitative issues relating to dir...Starting at €8.20