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Mustang Music (A) and (B) cases introduces students to data modeling, database implementation and database querying.

This case describes a real scenario in which an elderly couple's vehicle is stranded in a remote location, causing emergency services to be dispatched at significant effort and cost, whereas an inexpensive tow truck dispatch would have completely resolved the problem. To prevent these kinds of false alarm situations, the Canadian Automobile Association (CAA) has developed a free iPhone application called CAA Roadside, which takes advantage of location-based technology that is built into the iPhone. Discussion questions invite students to consider the business benefits of developing mobile apps, tradeoffs involved in choosing one development platform over another, and long-term positive and negative impacts of the diffusion of mobile location-based technologies.

Mustang Music (A) and (B) cases introduces students to data modeling, database implementation and database querying.

This supplement to Mustang Music (A), product #910E09, introduces students to data modeling, database implementation and database querying.

The founder and president of Nuway Software (Nuway) must determine the pricing strategy for their new internally-developed mobile software product, Nulogic. Nuway develops custom mobile software applications that provide great competitive advantage to each of their customers; no two software modules it develops are similar. Nuway is now ready to market Nulogic as a stand-alone product and has identified three unique customer segments: Corporate in-house developers, competitors and independent software developers. The company has historically followed a cost-plus pricing model and has maintained positive profit margins. The software industry as a whole is moving towards value-based pricing, where cost is based on perceived value to the customer. The president does not favour value-based pricing and views it as price-gouging; however, he is aware that cost-plus pricing has limitations with regards to cost accuracy. By considering the entire software industry, Nuway's capabilities and his own preferences, the president must determine how to price the new software.

The founder and president of Nuway Software (Nuway) must determine the pricing strategy for their new internally-developed mobile software product, Nulogic. Nuway develops custom mobile software applications that provide great competitive advantage to each of their customers; no two software modules it develops are similar. Nuway is now ready to market Nulogic as a stand-alone product and has identified three unique customer segments: Corporate in-house developers, competitors and independent software developers. The company has historically followed a cost-plus pricing model and has maintained positive profit margins. The software industry as a whole is moving towards value-based pricing, where cost is based on perceived value to the customer. The president does not favor value-based pricing and views it as price-gouging; however, he is aware that cost-plus pricing has limitations with regards to cost accuracy. By considering the entire software industry, Nuway's capabilities and his own preferences, the president must determine how to price the new software.

The Canadian firearms program initially was established to set up a shared database. However, increasing costs of the firearms program is a concern for a number of Canadians. Should the federal government continue with the program, de-escalate or cancel the program. The case requires students to simultaneously evaluate the issues of the database design, software outsourcing, IS project management and change management. It can also be used to cover cost analysis, and political influences in decision-making.

The Canadian firearms program initially was established to set up a shared database. However, increasing costs of the firearms program is a concern for a number of Canadians. Should the federal government continue, de-escalate, or cancel the program.

The newly hired head of Strategic Resources Planning and Management at Royal Bank of Canada Investments (RBCI) must develop a dashboard mechanism for strategically assessing and managing RBCI's non-interest expenses, excluding brokerage fees associated with providing value-added service to clients. After a week of analysis, two things became apparent; first, the four major business units within RBCI were operating independently, neither collaborating on projects nor sharing information. Second, most of the non-interest expenses spent was related to information technology projects. Consider that RBCI was spending nearly $700,000 per day on service delivery, the senior management team was extremely eager to see what the head of Strategic Resources Planning and Management would propose. This case presents information technology portfolio management challenges facing large organizations, and challenges students to develop performance metrics that will be useful at the most senior levels of the organization.

The newly hired head of Strategic Resources Planning and Management at Royal Bank of Canada Investments (RBCI) must develop a "dashboard" mechanism for strategically assessing and managing RBCI's non-interest expenses, excluding brokerage fees associated with providing value-added service to clients. After a week of analysis, two things became apparent: first, the four major business units within RBCI were operating independently, neither collaborating on projects nor sharing information; second, most of the non-interest expenses were related to information technology projects. Considering that RBCI was spending nearly $700,000 per day on service delivery, the senior management team was extremely eager to see what the head of Strategic Resources Planning and Management would propose. Presents information technology portfolio management challenges facing large organizations, and challenges students to develop performance metrics that will be useful at the most senior levels of the organization.

The general manager of a janitorial wholesaling firm, Champion Products, is faced with a resignation letter from the company's network administrator and systems programmer. The general manager would not be disappointed to see the network administrator and his poor attitude leave the firm, but he wondered how easy it would be to replace him, particularly in the wake of the company's recent acquisition ISG Products. The general manager must decide whether to negotiate better terms with the network administrator or let him go.

NRG Investments is a venture capital group whose current area of investment interest lies in Internet startups that specialize in information personalization software and infrastructure software. The director of NRG Investments is in the process of researching two very similar business plans in an effort to determine which idea, if either, merits NRG's $500,000 venture capital financing package. Management representatives from each of the two companies, ConciergeConnectInc. and Hotel Services Online, have already met with NRG Investments to provide the details of their Internet business plans. Both companies provide software packages that would interconnect concierges in high-traffic hotels, condominiums and offices with a wide variety of service providers (e.g., travel services, restaurants, ticket purchases, etc.). Both sets of entrepreneurs have been identified by NRG as being capable managers. The director's decision will therefore be based on her assessment of the products, market attractiveness, technology, revenue models, potential partnerships, possible exit strategies and company values.

The Richard Ivey School of Business had recently introduced a wireless network and required all students to purchase laptops and network cards. After a year of use, the faculty decided to restrict laptop usage in class by disallowing the use of network cards. They felt the students were using the network cards for unrelated activities in class and that this was compromising the learning process. Reaction from the students was mixed, with some students quite vocal about the (un)fairness of this new policy. The section head for one of the MBA sections knew that finding a long-term solution would be a difficult process. There were valid points in the arguments to both restrict and not restrict the use of the cards. She had to evaluate the advantages and disadvantages in order to make a recommendation to the faculty at a section meeting the following day.

The president and CEO of the Toronto Stock Exchange (TSE) is faced with the task of reconstructing the TSE to succeed in the face of significant industry and technological change. The exchange industry is undergoing a transformation brought about by globalization of financial markets, consolidation of exchanges, and the introduction of new competitive players due to technological advancements. The TSE is Canada's largest equity market and has created and started to implement a plan to deal with these threats. Concurrently, the TSE has been recreating its technological platform, moving from its computer assisted trading system to the Torex system purchased from the Paris Bourse. Implementation problems have delayed the project from its original release date to three years later. During the time frame of this implementation, the TSE suffered several computer glitches causing closure of the exchange for temporary periods of time. The president and CEO needs to review the priorities of the TSE and consider what actions she should take to ensure the successful implementation of this new technology, and the long term alignment of information technology with TSE business strategies.

A project manager at Digital Canada has designed a work-at-home program to encourage field personnel to spend less time working in the office and more time working at client sites, on the road and at home. He believes his plan will save Digital Canada millions of dollars annually and result in increased productivity. Unfortunately, the response from U.S. headquarters has been lukewarm, and the affected employees are reacting quite negatively. The manager is uncertain how to generate support for his plan in order to move forward.