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PowerPoint Presentation to accompany Ivey Product no. W31771.

Planet Abled is a woman-led, for-profit social venture based in New Delhi, India, offering customized tours around India and South Asia for people of all disabilities. Planet Abled was formed in 2016 by its chief executive officer, Neha Arora—herself a daughter of two disabled parents. Planet Abled’s start-up story explains how social ventures can repurpose traditional travel to reveal and reverse multiple types of stigmas (public, cultural, social, and structural) as well as defy and defend against the self-stigmatization of the one billion disabled people in the world (15 per cent of the global population).<br><br>Part A of the case presents the real-time conundrum of continuity of mission in the time of COVID-19 given the complete cessation of travel following the declaration of the pandemic and the lack of economic assistance from the Indian government. Part B describes real-time experiments Planet Abled undertook in a concerted and creative team effort to survive against all odds in the first year of the global pandemic—a period of unprecedented hardship for the global tourism industry. Part C jumps forward to discuss how Arora’s mid-2022 epiphany culminated in an early 2023 tipping point for Planet Abled and the global tourism industry. The three-part Planet Abled case series invites learners to drive system change by engaging them in real-time dilemmas about diversity and inclusion in the specific context of disability rights.

Supplement for product W33795.

Supplement for product W33795.

Scuderia Ferrari SPA, the racing division of the auto manufacturer Ferrari, was the oldest and most successful team in Formula One. Since the inception of the sport of Formula One in 1950, Ferrari had never missed a season. Having navigated many technological changes over the past seven decades, Ferrari faced the latest innovations in sports and beyond: data and digitalization. What were the opportunities and roadblocks ahead? The Maranello-based company founded by Enzo Ferrari needed to make some strategic decisions about its use of data and technology.

Based in South Africa, United Exports was a leading producer of blueberry varieties. In April 2022, the company faced an issue of competitive positioning and entry in a crowded US market. The chief executive officer of United Exports, Americas, was preparing for a strategic planning meeting where the goal was to develop actions to grow the company and expand distribution in the United States. United Exports’ OZblu brand had simultaneously attempted to create year-round blueberry supplies and to shorten its supply chains by selling Florida-grown blueberries in the United States. The CEO knew he had to rethink supply chains in a post-pandemic world and in light of shifting consumer buyer behaviour realities. He had to find a way to best enter the US fruit produce e-commerce market while aligning with United Exports’ values and selling proposition. The CEO needed to examine and carefully consider e-commerce models, including subscription, rapid delivery, and the online grocery landscape.

In January 2021, Indigo Paints Limited launched an initial public offering of ordinary equity shares to list the company on a stock exchange. It was one of the most subscribed public offers in recent times in India. The company was in the business of manufacturing and selling decorative paints. A retail investor from Mumbai, India received an allotment of Indigo shares and wondered if the grey market premium indicated a fair value for the stock. He understood that initial public offerings were generally underpriced, but wondered what the company’s intrinsic value actually was. He sought input from his friend, who was an independent financial advisor, to help him understand the value proposition that the initial public offering would bring to Indigo Paints Limited. The two friends consulted all relevant financial statements and began their calculations.

Spreadsheet to accompany product W31083.

Spreadsheet to accompany product W31084.

Udaan was an Indian business-to-business (B2B) e-commerce start-up founded in 2016. Initially, it grew at a brisk pace, achieving unicorn status in record time. For the small retailers Udaan targeted, the pre-existing product distribution chain was long, inefficient, and highly fractured. With the arrival of e-commerce, deepening cell phone penetration, and the government’s increased interest in digitization, many start-ups emerged in the B2B e-commerce space. While most players adopted a vertical-based business model focused on specific product categories, Udaan pursued top-line growth and attacked the sector’s inefficiencies with a horizontal, cross-category business model. As of 2021, the valuation of Udaan’s competitors have grown much faster than its own. In face of this pressure, Udaan’s founders had to consider revisiting their strategy and exploring other options.

In this exercise, students are required to match eleven unidentified companies to the relevant industry group in which they operate, based on the Global Industry Classification Standards (GICS). Students are provided with a description of the eleven GICS and the financial information of the eleven companies. Each company is listed on the Australian Securities Exchange (ASX). While the exercise has an Australian focus, international students should be able to correctly match the companies to their industry due to the generic nature of the industry characteristics.

Spreadsheet to accompany product W32386.

Annie Anthony, the chief financial officer of Liz Motor Corp. (Liz), was attempting to use capital budgeting to evaluate an environmental, social, and governance (ESG) project using all the available quantitative and qualitative information. Anthony had planned an ESG project, which would help the company adopt solid-state battery technology for most Liz electric vehicles and reduce the carbon footprint of electric vehicle batteries by 39 per cent, to improve the company’s ESG and sustainability. The technology was so new that Liz would be the first major automaker to use it on a large scale. It would increase sales and the profit margin in the long run but would also require a heavy initial investment to allow Liz to adopt the technology. With all the information needed for a thorough capital budgeting analysis, Anthony believed she was ready to develop a framework to comprehensively evaluate this critical project. She also needed to do ten sensitivity analyses based on ten different scenarios.

Student Spreadsheet to accompany product W32397.

Instructor Spreadsheet to accompany product #W32398.

James Han, director of strategy and planning at CHINT Group, needed to select the new country manager for the group's branch in Saudi Arabia. The branch was expected to become CHINT's regional hub for the Middle Eastern market, but the incumbent country manager lacked the necessary leadership skills. Han was considering two candidates: Wendy Sun, the country manager in Turkey, and Jack Ma, the country manager in Egypt. Both branches had achieved outstanding business growth under the leadership of Sun and Ma, respectively. Han needed to evaluate their capabilities and decide who was a better fit for the target market and the local team in Saudi Arabia, while also taking into account the cost of replacing them at their respective branches.

In the 2020s, with the emergence of a variety of digital technologies, Prada Group was interested in developing a new digital strategy. The global leading luxury fashion house headquartered in Milan, Italy, was recognized for its innovation and creativity. It sought a strategy that reflected the values and legacy of the company, while considering the sense of exclusivity that consumers of luxury brands desired. Prada Group was considering a digital strategy involving either the Metaverse or Web3 through the launch of a non-fungible token or by offering branded headsets and other equipment for customers to enter the Metaverse. Both the Metaverse and Web3 were relatively new technology concepts, not commonly known for interacting with luxury fashion brands. The company had to decide if it should explore an opportunity involving the Metaverse or Web3, or if it should instead find a way to remain relevant to customers by pursuing another digital strategy.

US-based lingerie retailer Victoria’s Secret Stores Brand Management, LLC (Victoria’s Secret) was started by a man who had been embarrassed to shop for lingerie for his wife and aimed to make the lingerie purchasing experience more comfortable for men. In 2020, after struggling to adapt to changing consumer habits and tastes and suffering from decreasing quality in its products and increasing competition from online retailers, the company faced a final blow from the effects of the COVID-19 pandemic. Revenue streams were drying up, stores were closing, and the company was struggling with a tarnished image resulting from its links to the Jeffrey Epstein scandal. Its parent company’s top management team and board of directors now faced a critical decision: Should they attempt to repair Victoria’s Secret’s brand image and fight to strengthen sales, sell the Victoria’s Secret brand, or spin off the brand?

Student Spreadsheet for product W27158.

Inter IKEA Systems B.V. (IKEA) entered Korea at a relatively late stage of its global expansion and encountered an overwhelmingly positive customer response, which emboldened it to open several additional stores at a relatively fast pace. However, IKEA encountered much stronger headwinds after the COVID-19 pandemic hit Korea. It had to shift to online sales channels, mitigate customer dissatisfaction, face aggressive Korean competitors, accommodate a major slump in furniture demand, and address employee dissatisfaction and strong demands from its labour union. What could the company do to address these challenges and renew its success?