In 2019, Shannondale Developments looked at purchasing the former industrial factory at 152 Shanley Street in Kitchener, Ontario. Nic Tyers, one of the co-owners of Shannondale and Ian Pinchin, the development manager, saw an opportunity and developed an Agreement of Purchase and Sale (APS), working through many challenges to ultimately secure the purchase. The case outlines the situation leading up to the decision to acquire the property and the many challenges they faced as they went through the potential acquisition process. The case challenges students to try to understand the numbers behind the purchase of this environmentally challenged site and to use them to make the decision whether to purchase it.
Until 2022, Peloton Interactive, Inc. had been focussed on keeping up with unprecedented demand. However, by early 2022, the company’s fortunes had turned. Despite layoffs, cuts to capital spending, and price reductions, more dramatic changes were required. The company appointed a new chief executive officer in February 2022, who wrote a letter to shareholders three months later outlining the steps taken to stabilize cash flow, get the right people in the right roles, and return the company to profitability.
Until 2022, Peloton Interactive, Inc. had been focussed on keeping up with unprecedented demand. However, by early 2022, the company's fortunes had turned. Despite layoffs, cuts to capital spending, and price reductions, more dramatic changes were required. The company appointed a new chief executive officer in February 2022, who wrote a letter to shareholders three months later outlining the steps taken to stabilize cash flow, get the right people in the right roles, and return the company to profitability.
In November 2019, digital marketing firm Arcane was six months into the conversion of its London, Ontario, headquarters into an organization of “agile” squads (small, self-managed teams)—a radical departure from the discipline-based silos that had served the agency since its beginning in 2011. Chief executive officer Lindsay Schneider and chief operating officer David Bunce, the architects of the change, were preparing an update for Arcane’s Ownership Group the following week on the status of the squad structure rollout. Schneider and Bunce were tasked with reviewing the introduction of the squad structure and assessing the success of its implementation.
In November 2019, digital marketing firm Arcane was six months into the conversion of its London, Ontario, headquarters into an organization of "agile" squads (small, self-managed teams)-a radical departure from the discipline-based silos that had served the agency since its beginning in 2011. Chief executive officer Lindsay Schneider and chief operating officer David Bunce, the architects of the change, were preparing an update for Arcane's Ownership Group the following week on the status of the squad structure rollout. Schneider and Bunce were tasked with reviewing the introduction of the squad structure and assessing the success of its implementation.
On May 24, 2021, Peloton Interactive, Inc. (Peloton) announced its intention to build a new US factory to produce its stationary bicycles and treadmills. The new factory, which would be located in Ohio, was an addition to the company’s investments in its manufacturing facility in Taiwan and its purchase of fitness equipment manufacturer Precor Incorporated. In deciding to invest in its own production facilities to supply exercise equipment, Peloton was in stark contrast to its competitors, who predominantly outsourced production overseas. Would Peloton’s plans to build its own fitness equipment in Ohio help or hinder its ability to fulfill its goal of market leadership?
On May 24, 2021, Peloton Interactive, Inc. (Peloton) announced its intention to build a new US factory to produce its stationary bicycles and treadmills. The new factory, which would be located in Ohio, was an addition to the company's investments in its manufacturing facility in Taiwan and its purchase of fitness equipment manufacturer Precor Incorporated. In deciding to invest in its own production facilities to supply exercise equipment, Peloton was in stark contrast to its competitors, who predominantly outsourced production overseas. Would Peloton's plans to build its own fitness equipment in Ohio help or hinder its ability to fulfill its goal of market leadership?