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Quilts of Denmark: Managing Open Innovation
Wim VanhaverbekeCase IVEY-9B16M213-EEntrepreneurship, StrategyQuilts of Denmark was a Danish start-up company founded in 2000 with the goal of producing high-quality, functional quilts and pillows that contributed to healthy sleep. The company’s open innovation with a space agency and technology company resulted in an “intelligent” quilt that regulated body heat, providing users with an elusive but much-desired experience: a good night’s sleep. Selling a premium product in a commodity market was a challenge...Starting at €8.20
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Schuhren Consumer Packaging: Managing Risk
Murray J. Bryant; Ken MarkCase IVEY-9B14M056-EEntrepreneurship, StrategyThe founder and chief executive officer (CEO) of Schuhren Consumer Packaging (Schuhren), a manufacturer of plastic food packaging based in Windsor, Ontario, is getting ready to meet a group of buyers from one of the top six fruit packaging firms in the world. An hour before their arrival, the CEO uncovers a whole series of issues concerning quality assurance, waste production and machine operations that could have an impact on the company’s opera...Starting at €8.20
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Macquarie Bank Limited: Executive Compensation
Murray J. BryantCase IVEY-9B07M072-EEntrepreneurship, StrategyA managing director of international equities for a large public sector pension fund has to decide how the pension fund would vote on say for pay. Say for pay represents a vote held at the annual general meeting whereby shareholders have an annual and non-binding (thus it has no legal effect on the board or the corporation) opportunity to vote on executive compensation. Such a vote is obligatory in Australia and the United Kingdom and is starting...Starting at €8.20
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Jaga: Managing Creativity and Open Innovation (B)
Wim VanhaverbekeCase IVEY-9B18M120-EEntrepreneurship, StrategyJaga suffered negative economic effects from the 2008 financial crisis. As the crisis persisted in 2011, management planned to substantially reduce the number of employees, but the founder instead chose to fire half of the management team and reorganize the company. Although this decision was considered counterintuitive, it was perfectly aligned with the philosophy of this creative company.Starting at €5.74
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Presans: Building Business Models for Innovation Intermediaries
Wim Vanhaverbeke; Oana-Maria PopCase IVEY-W27510-EEntrepreneurship, StrategyPresans was founded in Paris, France in 2008 as an an open innovation intermediary, often referred to as an “innomediary.” Using a specific business model that combined open innovation services with state-of-the-art data-mining technology, Presans leveraged a network of over six million experts worldwide to solve problems for its corporate clients. In February 2017, the chief executive officer of Presans had to make some strategic decisions. Base...Starting at €8.20
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Greenyard Frozen: Developing Cauliflower Rice as an Open Innovation Project for Sustainability
Wim VanhaverbekeCase IVEY-9B20M061-EEntrepreneurship, StrategyOn March 14, 2019, the convenience business unit manager of Greenyard Frozen was in his Roeselare, Belgium office preparing for a management meeting that would discuss current challenges facing the company. Greenyard Frozen had to decide on the market positioning of its cauliflower rice and how to promote the new product. The project, which was a great example of co-operation in the value chain and of open innovation for sustainability, had resul...Starting at €8.20
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Þorvaldur Danielsson: At a Crossroads as a Social Entrepreneur
Murray J. Bryant; Throstur Olaf SigurjonssonCase IVEY-9B20M077-EEntrepreneurship, StrategyIn late 2018, a social entrepreneur in Iceland realized he needed to make changes to his enterprise working with socially-isolated children and youth. His operating model was to host bicycle rides with children and youth, and to encourage them to engage fully as young people. Most of these children had not previously engaged in physical activity, and many experienced not only social difficulties, but also physical challenges as a result of being ...Starting at €8.20
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AyurVAID: Grandma's Remedies or Blue Ocean Strategy
Samta Jain; Sunanda Easwaran; Murray J. BryantCase IVEY-9B15M058-EEntrepreneurship, StrategyAyurVAID is a chain of Ayurveda (traditional Hindu medicine) hospitals founded by Rajiv Vasudevan, who moved to entrepreneurship after 16 years in the corporate sector and identified Ayurveda’s potential for root-cause diagnosis. AyurVAID provides Ayurveda-based healthcare to treat non-communicable diseases and chronic diseases, which together comprise two-thirds of the Indian healthcare market. Ayurveda’s system of root-cause diagnosis and subse...Starting at €8.20
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Gentera S.A.B. de C.V.: The Evolution of an Organization and Its Board of Directors
Juan Romero McCarthy; Murray J. BryantCase IVEY-9B17M173-EEntrepreneurship, StrategyFinancial holding company Gentera S.A.B. de C.V., located in Mexico City and operating in Mexico, Guatemala, and Peru, offered microlending, financial payment, insurance, and money transfer services to individuals at the bottom of the financial pyramid. The company was founded and operated on strong social values—reduce financial exclusion, focus on human and social values (including self-actualization), and enhance economic value—which pervaded ...Starting at €8.20
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Kaupthing Bank hf Acquires Singer & Friedlander Group plc (Spanish version)
Murray J. Bryant; Ken MarkCase IVEY-9B07BS13Accounting and Control, Entrepreneurship, StrategyThe managing director of investment banking for Kaupthing Bank hf (Kaupthing) was considering what he would need to do if he accepted a new appointment as chief executive officer of Kaupthing's latest acquisition, U.K.-based investment bank Singer & Friedlander Group plc (Singer). He would have to deal with the fact that the two merging companies had very different cultures, the possibility that some employees may leave as a result of the change ...Starting at €8.20