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A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

A technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the changeover, he faces a series of tough decisions that require his immediate attention. The objective of this case series is to expose students to leadership dilemmas that have to be decided upon in real-time. Collectively, the series of choices the consultant has to make will determine whether or not the project stays on track or is derailed. The series consists of cases A to J, product numbers 9B10C023A to 9B10C023J.

This note complements Note on Logistic Regression, product #9B10E005 and Note on Logistic Regression - The Binomial Case, product #9B10E012. The focus of this note is to show how to calculate the associated p-values of the estimated beta coefficients using Microsoft Excel. It also illustrates the procedure based on the example from the Note on Logistic Regression - The Binomial Case.

The chief executive officer (CEO) of TriDev Realty Partners, was considering an offer of $22.5 million that she had received for TriDev's Uptown Plaza shopping centre. Although she was looking to divest the property within a year, and the offer appeared attractive based on current income levels, she knew that a number of lease renewals were pending, which could increase the value of the property. Should the CEO sell now or wait until the lease renewals were in place?

The chief executive officer (CEO) of East Cameron Partners LP, is interested in raising capital to buy out his existing 50 per cent partner thereby regaining control of the firm and enabling him to finance new growth. Because of the risky nature of the oil and gas business and relatively small size of East Cameron, the CEO has limited alternatives available to him. The case discusses the standard alternatives available to small and medium sized enterprises to raise capital but it also provides particular focus on a new alternative, a Sukuk Bond.

In early January, 2009 the president of Invesco Trimark Ltd. (Invesco Trimark) was optimistic about the year ahead, particularly when compared to the perfect storm of 2008. That year saw global investment markets in turmoil, and Invesco Trimark's mutual fund assets had plummeted to almost half its value. The president and his team had spent nearly a year working and re-working a new product launch and by 2009 thought they had developed a unique and differentiated idea that would be difficult for the competition to replicate. This idea was to introduce to the Canadian market a suite of exchange-traded funds (ETFs) built around investments managed by Invesco Trimark's sister company in the United States. This new product combined key features of ETFs traded on U.S. exchanges with key features of Canadian mutual funds. As innovative and exciting as ETFs promised to be, the president knew that it would be met with reservation from Invesco Trimark's traditional mutual fund distributors who remained skeptical. The president wondered how best to communicate the new product idea given the contradictory and competing ideas that existed not only in the market but in his own firm. Was it possible for mutual funds and ETFs to co-exist?

Recent dramatic global events suggest that the future financial landscape will be much different than what we see today. In a world where money, people and ideas can move faster than ever before, even the smallest events can have a tremendous impact on the entire world. The report outlines key categories that will have significant impact on tomorrow's world in order to better inform today's investor. Topics of the discussion include new financial regulations; emerging markets; challenges in the developed world; new technologies; socially responsible investing; and social media and the speed of information dissemination.

Recent dramatic global events suggest that the future financial landscape will be much different than what we see today. In a world where money, people and ideas can move faster than ever before, even the smallest events can have a tremendous impact on the entire world. The report outlines key categories that will have significant impact on tomorrow's world in order to better inform today's investor. Topics of discussion include demographics with a focus on the baby boomer generation; regulatory changes; new technologies; complex trading instruments; the green movement; and the communication age.

The founder of a new online news site, The Mark, has launched his venture at a time of unprecedented turmoil in the newspaper industry. While he believes that his advertizing-based business model is the future face of the industry, he is yet to attract much of a readership. The founder must now decide what strategies are needed to establish his business in the competitive Canadian news landscape.

The founder of Play On!, a national street hockey tournament, is in the process of reviewing his venture and determining what led to its failure in 2006. The case focuses on entrepreneurial decision-making, opportunity identification, and the ability to adapt to the environment given new information. This is a two-part case: the first case focuses on the founder's review of his venture in 2006. The supplemental case,Play On! Weighing the Option to Restart, product # 9B10M075, focuses on whether the founder should restart the venture.

The founder of Play On!, a national street hockey tournament, is in the process of reviewing his venture and determining what led to its failure in 2006. The case focuses on entrepreneurial decision-making, opportunity identification, and the ability to adapt to the environment given new information. This is a two-part case: the first case, Play On! Building the Entrepreneurial Opportunity, product #9B10M074, focuses on the founder's review of his venture in 2006. This supplemental case focuses on whether the founder should restart the venture.

In 2006, the senior vice-president of business development and strategy has to decide whether UTV Software Communications Ltd. (UTV) should go ahead with a joint venture with Walt Disney Company (Disney) even if it means selling Hungama TV, the leading children's channel in India, to Disney. UTV was a large media company in India and had diversified interests, including TV content, movies, animation and new media content. Although UTV had opened operations in the United States, the United Kingdom and other countries two years before, its international presence was limited. The CEO of UTV wanted UTV's business to increase from Rs2 billion to Rs5 billion by 2008 and to Rs10 billion by 2010. This seemed possible if UTV went ahead with a strategic alliance with Disney. UTV anticipated that an alliance with Disney in India would help it increase its business in all other verticals globally. On the other hand, Disney had a track record of acquisitions. The vice-president of UTV was concerned that Disney's interest in a strategic alliance could be part of a long-term plan to acquire the company. Since UTV had established itself in the Indian media industry over the last 15 years, it could collaborate with different companies through its various verticals, thereby reducing the threat of losing its identity.<br><br>

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