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Schibsted (A): Should We Launch 20 Minutes?
The executive vice-president of newspapers for Schibsted was about to meet with his colleagues to discuss the company's plan to release an internally developed free daily newspaper concept called 20 Minutes. Over the past couple of years, Schibsted's executive team had kept a watchful eye on the free newspaper industry, which was enjoying tremendous popularity. Earlier in the year, Schibsted had launched Avis 1, a free paper with direct delivery to homes in Oslo, Norway. Looking to expand beyond their home country of Norway, Schibsted's executives had developed a proposal to simultaneously launch 20 Minutes in Zurich, Switzerland, and Cologne, Germany. The executive vice-president of newspapers and his colleagues were scheduled to present this recommendation to Schibsted's board of directors within a month. They were in the midst of preparing a financial and strategic analysis, since they were certain the board of directors would ask some tough questions. The supplemental case Schibsted (B): Should We Start Up 20 Minutes Cologne Again?, product #9B07M020 describes the events folllowing. -
Sanderson Farms
A new investment analyst with Alpha Value Fund was working on a presentation he was to make to the fund's investment committee, recommending an investment of $50 million in Sanderson Farms. Sanderson Farms was one of the leading poultry processors in the United States. Their stock had closed that day with a share price of $22.62 on the New York Stock Exchange. Eight months ago, the stock was trading at $48 per share. However, with the threat of an epidemic outbreak of avian flu and because of the losses incurred from hurricane Katrina, the share price plummeted. The investment analyst believed that the markets were over-reacting and, based on his analysis, Sanderson Farms presented a value candidate. He knew he had to be persuasive given the fund's preference for stable business and his relative lack of experience as an analyst. -
SC Johnson: Planning Coupon Promotions
An intern at SC Johnson requested a meeting to discuss a new initiative he wanted to pursue after analyzing coupons for SC Johnson's Glade brand. The intern had identified a large variance in coupon redemption rates and coupon return metrics, and wanted to discuss the possibility of developing a better way to plan coupon promotions. -
Air Miles Canada: Rebranding the Air Miles Rewards Program
Air Miles, the largest third party loyalty program in Canada, has more than nine million subscribers. Competition in the loyalty card market is heating up with the entry of Aeroplan and myriad proprietary loyalty programs launched by retailers and other brands, and Air Miles seeks to tighten its relationship with customers. Paradoxically, for a data-driven company focused on influencing consumers individually, Air Miles opts to develop and launch a mass advertising campaign to reconnect with consumers, and just as importantly, to re-energize internally. -
Human Resource Management in Multinational Banks in Tanzania
The case examines how the best practices of two banks were organized and managed to provide financial services to a small niche of foreign customers in the mining, tourism and construction sectors in Tanzania. The two banks claimed to be similar in many ways. They both were from countries whose economies were run broadly on neo-liberal lines, in that there was little state intervention in either economy, however, differences existed with respect to how they managed their operations. The case is ideally suited to illustrate the on-going tension and different types of best practices in cross-market integration. It provides opportunities to explore the challenges faced by multinational company banks in managing global workforces, the evolution of the banking sector, and the influence of technology in shaping work in organizations. -
NoVeggie Inc.
A summer employee at NoVeggie Inc. (NoVeggie) of Toronto, Ontario, was analyzing the viability of changing delivery companies. NoVeggie's largest client, Select Grocers (Select), had recently decided to introduce NoVeggie's products to a new group of Select's grocery stores in Ontario. Although this move would increase sales, it was also expected to increase delivery costs. Now the summer employee is trying to determine the actual delivery costs in order to assess whether the increase in sales would be beneficial, or whether changes in the delivery system were necessary. -
Innovation Without Walls: Alliance Management at Eli Lilly and Company
The newly appointed executive director of the Office of Alliance Management (OAM) at Eli Lilly and Company (Lilly) was returning to his office after his first meeting with his supervisor, the senior vice-president of Corporate Strategy and Business Development (CSBD). The executive director had been promoted to the position just a week earlier, and now the senior vice-president has asked him to conduct a complete review of the OAM strategy. The senior vice-president made it clear that it was fine to leave the strategy as it currently existed, or to change it radically if the situation warranted. Now the executive director must decide what Lilly should do to build and maintain its leadership in alliance capability. -
Walking the Walk: Putting Social Responsibility into Action at the White Dog Cafe
This case is designed to examine the issue of corporate social responsibility in a small firm. The key issue is how a small organization can maintain its strong social responsibility philosophy when (a) the organization is growing, (b) the environment in which the organization exists is extremely competitive, and (c) the entrepreneurial visionary who started the firm is getting ready to step down. The case describes the dilemma the owner of White Dog Cafe has regarding the transition of current management to the new management team and the development of the White Dog Cafe's social responsibility philosophy, the challenges that other socially responsible organizations have had as they have grown, and the strategies that the company has used to successfully keep its philosophies and goals at the forefront of its business operations. -
Asian Paints Ltd. International Architecture
The president of Asian Paints Ltd., India's largest paint manufacturer, was wondering how he could improve the way the company's International Business division was managing its team of 120 global managers. The company had operations throughout Asia in various locations such as China, Singapore and Thailand; throughout Africa in countries such as Oman, Egypt and Mauritius; and in the Americas in Jamaica. The team of global management was critical to the success of the company's globalization endeavour, which was expected to gather momentum once the ongoing consolidation was complete. The president must decide how to structure the management of this global team. -
PPE Workshop
Dave House and partner Paula Puddy developed and taught preparation workshops for the Professional Engineering Professional Practice Examination. The exam preparation offerings include two-day workshops, a distance learning self-study course and a published book of answers to previous exam questions. All activities are offered jointly by the Ontario Society of Professional Engineers and Puddy's training firm, Vantage Professional Development (Vantage). House must propose a clear strategy of each of the offerings and make recommendations to Puddy about the future of the relationship between Vantage and the Ontario Society of Professional Engineers. The case deals with strategic choices for product and market development in a small entrepreneurial firm, and it allows students to carry out an extensive financial analysis gaining an appreciation for the trade-offs involved in a joint venture. -
Mountainarious Sporting Co.
The owner of Mountainarious Sporting Co. has requested a long-term loan to cover construction costs for major alterations to his store's layout. He has also requested an increase in the business's line of credit to fund additional inventory purchases for the increased store space. The loan manager has received the company's financial statements and must decide whether to grant the loan in a short time in order that the renovations may proceed. -
West Lake Home Furnishings Ltd.
The chief executive officer (CEO) of West Lake Furnishings Ltd. (West Lake) has been given a proposal from one of his top three wholesale customers: lower the price of a line of signature lamps from $69.99 to $29.99 in exchange for five times the unit sales. The decision point of the case focuses on whether the CEO should or should not take the offer, and answering the question requires a close examination of West Lake's business strategy and its industry. The West Lake case is a short, comprehensive case that is useful for time-pressured situations like case competitions or exams. It can also be used to introduce the Five Forces, or give an overview/review of the entire strategic analysis process. -
Eagle Services Asia
This case chronicles the creation and transformation of a Singaporean joint venture, Eagle Services Asia (ESA). It describes some early start-up problems, including a forced shutdown by the Civilian Aviation Authority of Singapore (CAAS). The resulting shakeup of the ESA management team provides a fresh start and an opportunity to reinvigorate the company using lean management principles. Managerial decisions play a key role in ESA's success, together with the discipline and training of the workforce. Students will gain an understanding of cultural difficulties associated with international joint ventures, and learn fundamental aspects of lean management including how to create and sustain a lean culture. The case also provides insight into the worldwide aircraft engine business, the engine overhaul process and cultural barriers that may arise when managing operations in foreign countries. -
iMPath Networks
The vice-president marketing (VP) for iMPath Networks, a leading provider of managed video networks for surveillance and enterprise applications, is presented with an offer to take over as CEO of the firm. It was October 2001 and iMPath was in poor shape after growth in expenses outpaced sales growth from 1999 to 2000 when the firm pursued aggressive growth targets in international markets while increasing the number of employees. Unfortunately for the firm, the dotcom bubble burst in 2000 and along with it, hopes of rapid expansion. Faced with an essentially insolvent entity, iMPath's venture capital backers decided to extend the VP an offer to save the firm. -
Rwanda & David Cechetto
Dr. David Cechetto, a University of Western Ontario (UWO) medical professor, left Rwanda after a distressing week. Having seen first-hand the impact of the 1994 genocide and the HIV/AIDS pandemic, Cechetto committed himself to accept the request from UWO and the Rector of the National University of Rwanda to direct a project to help rebuild Rwanda's health sector. As he was flying back to London, Ontario, he began to prepare a proposal for funding to be submitted within six months. His first decision was who his Rwandan partner or partners should be in this project. -
Employee Engagement at Modern Appliances Inc. (A)
The chief executive officer of Modern Appliances wants to change the culture in the company towards one of engagement of people at all levels of the organization. The (A) case describes the ModernIzation initiative and provides a basis for analyzing the reason for the initiative and identifying some of the issues that may arise from it. The (B) case looks at specific problems that arise and the (C) case discusses the process used by the company. -
Air Deccan (B): From Creating Change to Changing Creatively
Supplement to Air Deccan (A): Changing the Face of Indian Aviation, product #9B07A001. By November 2005 Air Deccan, India's first low cost airline, had been in business for two years. During this time, the airline had grown rapidly, adding both planes and passengers at breakneck speed. Using low fares as its central strength, it had caused huge, unconventional changes in the Indian domestic airline industry. Not satisfied, however, the founder and chief executive officer wondered how to adapt to the future and sustain Air Deccan's tremendous initial success. -
The Professor Proposes - Spreadsheet
Excel spreadsheet for product 9B06E017. -
Just Us! Coffee Roasters
The founders of Just Us! Coffee Cooperative (Just Us!) are involved in a strategic planning process. The growing demand and acceptance of fair trade products is good news for the industry and opens many opportunities for Just Us!, but there are also risks. Just Us! will likely face increased market competition from major U.S. retail coffee brands and Canadian supermarket brands, pressure on margins as more brands crowd the shelves, and more competition for access to top quality sources of supply. Just Us! will have to make strategic choices and will have to develop a clear and focused marketing plan. -
Tangarine Concepts Corporation: MasterCard MyCard
The director of business development for Tangarine Concepts Corporations (Tangarine) must decide how to launch the company's newest product, a prepaid MasterCard called MyCard, as part of a six-month pilot project. Students are asked to: 1) outline Tangarine's goals and objectives for the launch of MasterCard MyCard; 2) decide the importance of a successful launch of MyCard to Tangarine; 3) perform a corporate size-up with specific attention to the company's ability to launch the product; 4) analyse political, economic, social and technological aspects of the launch of MyCard; 5) identify and assess the strengths and weaknesses of potential competitors; 6) perform a customer segment analysis and 7) develop a marketing plan including decisions regarding price, product, place and promotion of the MyCard product.