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This case explores the expansion of an imported product - garlic and herb cubes. This case can be used to explore the merits of alternative channels of distribution or it may be used more broadly to explore the development of a more effective marketing program. Students are asked to 1) assess how the competition affects Toppits' marketing plan; 2) select a customer group to target and determine how this group affects the marketing plan; 3) determine and evaluate distribution options; 4) develop a promotional strategy and budget and 5) make a decision.

Students must assess the opportunity of purchasing a business as well as evaluate the likelihood that the potential investor, as a sole proprietor, will receive the required financing. This analysis should include the 4 Cs: character, business conditions, capacity to repay and collateral analysis. This analysis will also entail the qualitative examination of the business to be purchased, the new potential owner's personal characteristics, the dental industry and the location of the proposed business. Following the analysis, students should analyze the opportunity quantitatively by including the preparation and analysis of a statement of cash flows, ratio analysis, projected financial statements and, finally, an analysis of the available sources of collateral to be pledged for the loan.

This case explores the expansion of a product - garlic and herb cubes. This case can be used to explore the merits of alternative channels of distribution or it may be used more broadly to explore the development of a more effective marketing program. Students are asked to 1) assess how the competition affects Toppits' marketing plan; 2) select a customer group to target and determine how this group affects the marketing plan; 3) determine and evaluate distribution options; 4) develop a promotional strategy and budget and 5) make a decision.

The chief financial officer of an environmentally-focused company that makes all-natural plant fertilizer is considering the introduction of two new plant fertilizing products. The company is committed to being the ultimate eco-capitalist corporation and utilizes an environmentally friendly production process and packing from waste containers, such as recycled pop bottles. Students are expected to complete the following tasks for this case: 1) marketing analysis, 2) corporate size-up, 3) consumer analysis, 4) competitor analysis, 5) a statement of cash flows and interpretation, 6) ratios calculations and analysis, 7) differential analysis for each alternative and 8) income statement and balance sheet projections and interpretation.

A shareholder and silent partner in More Vino Ltd. reviews a request for TT$600,000 in additional funding to finance a renovation for the company. He had initially invested a major portion of the start-up capital. Since then, More Vino has grown in popularity and is now considered the most popular spot for food, drink and entertainment. The shareholder believes that More Vino is a good investment, but he is uncertain whether lending additional capital at this time is the best solution for the business.

The owners of Decorative Interiors Inc. (DI) must decide the future of their business. DI had been their family's sole source of income for the past 18 years. Although the owners would like to increase sales and profitability, they are unsure how to proceed after one of the owners suffered a heart attack and the doctor advised him to change his lifestyle. The case provides the opportunity to discuss the following: the strategic management tension model (can, want, need analysis); the evaluation of industry key success factors; the evaluation of strategic alternatives; and firm valuation.

The office manager at the Garden Depot was growing increasingly concerned with the inability of the landscaping manager to handle his workload and subordinates. The landscape manager's poor management left the office manager to solve the division's problems. The office manager needed to take action to reduce her workload and to ensure she received accurate information from the landscaping division. The case is designed to introduce students to managing workplace conflict and allow students to apply concepts in motivation, leadership, power and influence in an organizational context. Students are asked to form action plans from the perspective of a lower-level manager, based on limited information.

The office manager at the Garden Depot was growing increasingly concerned with the inability of the landscaping manager to handle his workload and subordinates. The landscape manager's poor management left the office manager to solve the division's problems. The office manager needed to take action to reduce her workload and to ensure she received accurate information from the landscaping division. The case is designed to introduce students to managing workplace conflict and allow students to apply concepts in motivation, leadership, power and influence in an organizational context. Students are asked to form action plans from the perspective of a lower-level manager, based on limited information.

The hot tub division of Surfside Leisurescapes (Surfside), a backyard-living retail store, has consistently failed to meet sales expectations. The general manager must develop a comprehensive marketing plan to boost the division's profitability in a highly competitive environment. Students are asked to analyze the profitability of Surfside's product lines and make recommendations on promotional alternatives to generate increased interest in the products and the store. The analysis involves identifying the specific marketing challenge and analyzing the industry, hot tub consumers, the competition and Surfside's capabilities.

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.

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.

The owner of Mountainarious Sporting Co. has requested a long-term loan to cover construction costs for major alterations to the 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.

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.

The president and founder of the non-profit organization, Let's Talk Science, needs to ensure that the marketing plan provided by her staff for a new training package would meet the sales goal of 100 units each year. The package, called Science with Impact is intended to train scientists and engineers on educational techniques to use for delivering effective and age-appropriate presentations to children and the non-scientific community. This marketing case focuses on the development of a pricing and promotion strategy for a product in a non-profit environment.

The president and founder of the non-profit organization, Let's Talk Science, needs to ensure that the marketing plan provided by her staff for a new training package would meet the sales goal of 100 units each year. The package, called "Science with Impact" is intended to train scientists and engineers on educational techniques to use for delivering effective and age-appropriate presentations to children and the non-scientific community. This marketing case focuses on the development of a pricing and promotion strategy for a product in a non-profit environment.

The customer care team lead at Hospital Software Solutions was becoming increasingly distressed in her workplace. Her supervisors were not managing her or the department effectively; her responsibilities did not align with her job description; she was being blamed for computer system failures; and she felt she was being viewed as the office slacker. The case provides for the application of theoretical concepts surrounding leadership, power/influence, motivation, corporate culture and conflict. The supplement case, Hospital Software Solutions (B), product # 907C19, follows the events after the customer care team lead attends a town hall meeting to air her concerns about computer systems problems.

The customer care team lead (team lead) decides to attend a town hall meeting with the company's president and publicly air her concerns about computer system problems. This action appears to help resolve the system's problems but her supervisor rates her poorly on a performance review, possibly motivated by the team leader's actions at the town hall meeting. She must find a way to resolve her issues at Hospital Software Solutions without ruining her career. This is a supplement case to Hospital Software Solutions (A), product # 907C18.

A successful Canadian jewelry manufacturer and distributor contemplates entering the U.S. market and how best to do it. Students are required to: 1) identify costs relevant to the decision and categorize them as either investments, fixed costs or variable costs; 2) calculate unit contribution, contribution-margin ratio and weighted-average-contribution-margin rates; 3) perform a breakeven analysis and interpret its meaning using relevant parameters; 4) project profitability of a chosen distribution strategy; and 5) perform sensitivity analysis with respect to the expected sales level. Students are required to understand and analyse the opportunities and risks associated with entering a new geographic market and combine their qualitative and quantitative analysis when deciding which distribution strategy to pursue.

A successful Canadian jewelry manufacturer and distributor contemplates entering the U.S. market and how best to do it. Students are required to: 1) identify costs relevant to the decision and categorize them as either investments, fixed costs or variable costs; 2) calculate unit contribution, contribution-margin ratio and weighted-average-contribution-margin rates; 3) perform a breakeven analysis and interpret its meaning using relevant parameters; 4) project profitability of a chosen distribution strategy; and 5) perform sensitivity analysis with respect to the expected sales level. Students are required to understand and analyse the opportunities and risks associated with entering a new geographic market and combine their qualitative and quantitative analysis when deciding which distribution strategy to pursue.

In the fall of 2002, the directors of process engineering at Rogers Cable had discovered that a significant portion of Rogers Cable's installations and service activities had been followed by repeat visits within the following 30 days. This meant that services were not properly completed the first time. If high numbers of repeat and rework problems continued, customers would readily take their business elsewhere in the highly competitive environment. Eliminating repeat visits is the focus and driving force behind the First Time Right initiative, aimed to satisfy customers on the first try. The directors must devise an action plan that will motivate and retain behavioral change among field service technicians.