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Recent changes to the fine art industry and the economy had impaired Marten Arts Gallery's financial performance. The owner of Marten Arts Gallery was concerned that there was no longer a future for him in the fine art industry. Although the business had regained profitability in the first half of 2009, the owner decided it was time to look at all options, ranging from adding a second store to selling the business.

The vice-president of human resources at Sandcore Instruments has to make a recommendation to the company's president regarding a sales representative with a history of poor performance. The vice-president must decide what action to take, including whether the sales representative should be terminated. The vice-president must consider how his decision will affect other employees in the Quebec sales network.

The vice-president of human resources at Sandcore Instruments has to make a recommendation to the company's president regarding a sales representative with a history of poor performance. In this supplement to Sandcore Instruments (A), product #9B10C011, the vice-president discovers that the sales representative has offered to perform service work for a customer on his own time at a much lower price if cash is paid. The vice-president must update his action plan accordingly.

The vice-president of human resources at Sandcore Instruments has to make a recommendation to the company's president regarding a sales representative with a history of poor performance. The vice-president must decide what action to take, including whether the sales representative should be terminated. The vice-president must consider how his decision will affect other employees in the Quebec sales network.

The vice-president of human resources at Sandcore Instruments has to make a recommendation to the company's president regarding a sales representative with a history of poor performance. In this supplement to Sandcore Instruments (A), product #910C11, the vice-president discovers that the sales representative has offered to perform service work for a customer on his own time at a much lower price if cash is paid. The vice-president must update his action plan accordingly.

Supplement to 910C01

This supplement to Finemaster Projects Ltd. (A) describes the assistant site supervisor’s meeting with his boss after 12 months.

The owner of Monforte Dairy Company Ltd. in Stratford, Ontario, was torn between two alternatives for the future of the company. She depended on the company for her livelihood, but she also wanted to use the company to further several culinary movements. All major growth options under consideration would require debt financing, and the owner wondered what affect this would have on her company.

Cabinet Creations is a woodwork company specializing in the manufacture and distribution to retailers of kitchen cabinet doors. The owner wants to assess the company's second fiscal year of operations. Students are asked to (1) identify and record the cost of raw materials used, cost of work-in-process, cost of finished goods manufactured and cost of goods sold; (2) determine the cost of work in process, calculate partial factory overhead; (3) record the issuance of conversion of preferred shares; (4) record the declaration and payment of dividends; record the purchase and sale of marketable securities - stocks and bonds, and its subsequent interest revenue.

Cabinet Creations is a woodwork company specializing in the manufacture and distribution to retailers of kitchen cabinet doors. The owner wants to assess the company's second fiscal year of operations. Students are asked to (1) identify and record the cost of raw materials used, cost of work-in-process, cost of finished goods manufactured and cost of goods sold; (2) determine the cost of work in process, calculate partial factory overhead; (3) record the issuance of conversion of preferred shares; (4) record the declaration and payment of dividends; record the purchase and sale of marketable securities - stocks and bonds, and its subsequent interest revenue.

The assistant site supervisor at Finemaster Projects Ltd. struggles with how to approach his boss for a raise. When hired, he had been told that regular annual reviews were held with employees and that good performance would be rewarded with corresponding pay increases. After one year with the company, the assistant site supervisor found that the owners rarely act on this policy, leaving it up to staff to approach management about raises, promotions and other performance-related issues. In his second year with the company, the assistant site supervisor experienced further disappointment with how his boss dealt with his compensation request and his faith in the company's pledge to reward employees for good performance was quickly fading. This supplement to Finemaster Projects Ltd. (A), product # 9B10C001, describes his meeting with his boss after two years.

The assistant site supervisor at Finemaster Projects Ltd. struggles with how to approach his boss for a raise. When hired, he had been told that regular annual reviews were held with employees and that good performance would be rewarded with corresponding pay increases. After one year with the company, the assistant site supervisor found that the owners rarely act on this policy, leaving it up to staff to approach management about raises, promotions and other performance-related issues. In his second year with the company, the assistant site supervisor experienced further disappointment with how his boss dealt with his compensation request and his faith in the company's pledge to reward employees for good performance was quickly fading. The (A) case covers the assistant site supervisor's first meeting with his employer when offered a position with company. The supplements, Finemaster Projects Ltd. (B) and (C) describe his meetings with his boss after 12 months and two years, respectively.

The owner of Monforte Dairy Company Ltd. in Stratford, Ontario, was torn between two alternatives for the future of the company. She depended on the company for her livelihood, but she also wanted to use the company to further several culinary movements. All major growth options under consideration would require debt financing, and the owner wondered what affect this would have on her company.

The president of a small Toronto, Ontario consulting firm specializing in sponsorship and experimental marketing looks at adding a public relations division to the firm. Students are required to analyze the external environment, identify corporate strengths and weaknesses, identify qualitative pros and cons, prepare projected statements, look at the timeliness of the option, and evaluate the business plan before arriving at a final decision.

The president of a small Toronto, Ontario consulting firm specializing in sponsorship and experimental marketing looks at adding a public relations division to the firm. Students are required to analyze the external environment, identify corporate strengths and weaknesses, identify qualitative pros and cons, prepare projected statements, look at the timeliness of the option, and evaluate the business plan before arriving at a final decision.

Michael Patterson is an engineering technician at Confederation Kitchen. The company is downsizing its staff in response to declining profitability. Patterson has heard a rumour that he will now report to a supervisor for whom he has little respect and with whom he has had trouble in the past. The engineering and manufacturing manager has called a meeting to discuss Patterson's new role, and Patterson must decide how candid he should be at the meeting.

In this (B) case to Michael Patterson (A), product # 9B10C024, an engineering technician meets with the new engineering and manufacturing manager. He shares his thoughts about his new immediate supervisor, but the manager believes his comments to be inappropriate and presents the engineering technician with a formal written reprimand. In a time of economic uncertainty, the engineering technician must determine what action, if any, he should take.

A fourth year business student prepares for an interview as an assistant marketing manager with one of the world's largest electronic conglomerates. To help secure the position, he develops a marketing plan for the Canadian launch of a new product. This case serves as an introduction to marketing management at the undergraduate level. Students can properly analyze this case after having been introduced to the 4 Ps (product, placement, price, promotion) and or a marketing framework. Students are required to complete the following: 1) an industry analysis, 2) a corporate size-up, 3) a consumer analysis, 4) a competitive analysis, and 5) a marketing plan design.

The franchise owner of a Marble Slab Creamery (Marble Slab) in Ontario must submit a grand opening proposal to franchise headquarters in Calgary, Alberta, in two weeks' time. This proposal is to include her chosen target market, the franchise location and decisions made regarding product variety and pricing. The franchise owner also has to decide how best to allocate her $10,000 promotional budget to gain exposure and bring customers into her store.

A fourth year business student prepares for an interview as an assistant marketing manager with one of the world's largest electronic conglomerates. To help secure the position, he develops a marketing plan for the Canadian launch of a new product. This case serves as an introduction to marketing management at the undergraduate level. Students can properly analyze this case after having been introduced to the 4 Ps (product, placement, price, promotion) and or a marketing framework. Students are required to complete the following: 1) an industry analysis, 2) a corporate size-up, 3) a consumer analysis, 4) a competitive analysis, and 5) a marketing plan design.