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Café Meteor Bistro was a newly opened bistro-style restaurant in Haileybury, Ontario. The owners of a nearby lodging business for up to 60 guests had developed Café Meteor Bistro to serve the local market, tourists, and their guests. In January 2019, the owners were each working 80 hours per week, and although their first year of operation had seen sales grow, they were behind their projections and not yet breaking even. Understanding that the situation was not sustainable, they were considering options. Should they sell the restaurant or hire an operations manager? If they planned to sell, they needed to come up with a valuation.

Café Meteor Bistro was a newly opened bistro-style restaurant in Haileybury, Ontario. The owners of a nearby lodging business for up to 60 guests had developed Café Meteor Bistro to serve the local market, tourists, and their guests. In January 2019, the owners were each working 80 hours per week, and although their first year of operation had seen sales grow, they were behind their projections and not yet breaking even. Understanding that the situation was not sustainable, they were considering options. Should they sell the restaurant or hire an operations manager? If they planned to sell, they needed to come up with a valuation.

Atikameksheng Anishnawbek was a First Nations community near Sudbury, Ontario. The reserve, described in the Robinson-Huron Treaty of 1850, encompassed much of the Sudbury mining camp, which produced an estimated CA$1 trillion of mineral resources. At issue was the boundary of the reserve, which was much smaller than agreed upon, and whether Atikameksheng could claim a share of the value. The reserve had not been surveyed until 34 years after the treaty was signed, which resulted in discrepancies, the most significant being that the surveyed reserve boundaries were much smaller than agreed upon and described in the treaty, thus excluding a great deal of the mineralized land. Atikameksheng did not have any agreements in place, nor was the community receiving compensation from the two largest companies mining the land, despite the high value of extracted minerals. In 2018, in the context of the ongoing boundary and compensation disputes, the chief had to decide how best to focus his energies to facilitate community economic development.

Atikameksheng Anishnawbek was a First Nations community near Sudbury, Ontario. The reserve, described in the Robinson-Huron Treaty of 1850, encompassed much of the Sudbury mining camp, which produced an estimated CA$1 trillion of mineral resources. At issue was the boundary of the reserve, which was much smaller than agreed upon, and whether Atikameksheng could claim a share of the value. The reserve had not been surveyed until 34 years after the treaty was signed, which resulted in discrepancies, the most significant being that the surveyed reserve boundaries were much smaller than agreed upon and described in the treaty, thus excluding a great deal of the mineralized land. Atikameksheng did not have any agreements in place, nor was the community receiving compensation from the two largest companies mining the land, despite the high value of extracted minerals. In 2018, in the context of the ongoing boundary and compensation disputes, the chief had to decide how best to focus his energies to facilitate community economic development.

In 2013, a high-school graduate began work as a construction labourer. His upbringing included experience driving and fixing various machines, which, combined with his hard work, led to a job operating a small loader. After working with three different construction companies on big equipment, he was considering whether or not to buy his own backhoe and start his own excavation business. He had investigated the cost of buying a backhoe, operating costs, financing, and the potential demand. In late 2014, he needed to decide whether or not to proceed with his own business.

Sagamok First Nation (Sagamok) was one of several First Nations living on land that was a mineral resource. Canada's Indigenous Peoples had an historical claim to swaths of land and their resources; however, as Canada became increasingly colonized, the government negotiated treaties with the First Nations that resulted in smaller boundaries for First Nations lands, but required mining companies that wanted to mine reserved lands to negotiate access with the relevant First Nation.<br><br>Sagamok had negotiated access with three mining companies and their relationships with the three companies varied. One relationship left Sagamok with open pit mines and an environmental mess; another resulted in good relations, opportunities for Sagamok, and environmental stewardship; and the third was in early stages and already showing problems. In 2016, the Chief of Sagamok needed to resolve the dispute and to consider how to apply what the community had already learned to build capacity in evaluating opportunities for resource extraction, environmental stewardship, and economic development.

In 2013, a high-school graduate began work as a construction labourer. His upbringing included experience driving and fixing various machines, which, combined with his hard work, led to a job operating a small loader. After working with three different construction companies on big equipment, he was considering whether or not to buy his own backhoe and start his own excavation business. He had investigated the cost of buying a backhoe, operating costs, financing, and the potential demand. In late 2014, he needed to decide whether or not to proceed with his own business.

Sagamok First Nation (Sagamok) was one of several First Nations living on land that was a mineral resource. Canada's Indigenous Peoples had an historical claim to swaths of land and their resources; however, as Canada became increasingly colonized, the government negotiated treaties with the First Nations that resulted in smaller boundaries for First Nations lands, but required mining companies that wanted to mine reserved lands to negotiate access with the relevant First Nation. Sagamok had negotiated access with three mining companies and their relationships with the three companies varied. One relationship left Sagamok with open pit mines and an environmental mess; another resulted in good relations, opportunities for Sagamok, and environmental stewardship; and the third was in early stages and already showing problems. In 2016, the Chief of Sagamok needed to resolve the dispute and to consider how to apply what the community had already learned to build capacity in evaluating opportunities for resource extraction, environmental stewardship, and economic development.

Instructor Spreadsheet for product 8B17M037. FY 2016 financial statement B.

Spreadsheet for product 9B17M037.

Instructor Spreadsheet for product 8B17M037. FY 2016 financial statement A.

In 2016, Canadian Arrow Mines Limited (CRO) had a promising nickel property, the Kenbridge deposit, located 70 kilometres southeast of Kenora, Ontario. The spot had been the site of significant exploration in the past. Further exploration by CRO had indicated that it could be profitable. CRO had spent close to CA$10 million on redevelopment, and needed a further $3 million for the final feasibility study before going into full operation. In 2007, nickel hit a high of $27 per pound, but by 2009, prices had dipped to under $8 per pound, which severely curtailed the firm’s ability to raise the final $3 million. CRO turned its attention to other projects to raise money in the hope of a recovery, but the trend had been negative until mid-2016. To save the property, CRO had laid off all of its employees and reduced expenses to the minimum required. With a small recovery evident, CRO management wondered if CRO should hang on further and wait for nickel prices to rise enough to support the final feasibility study. The team wanted to know what nickel price was required to run a profitable operation. Were there any indicators about which direction this price would take in the future?

Instructor Spreadsheet to accompany product 8B17M037. FY 2016 financial statement C.

This case examines the history of the Lac Seul First Nation from first contact with Europeans through treaty negotiations with the Canadian government, timber trespasses by unscrupulous loggers, flooding by Ontario’s hydroelectric provider, and development of mineral resources in Lac Seul traditional territory. The case provides details of settlements of past logging and flooding claims, and agreements with mining companies. The band’s chief and council are faced with the challenge of determining the direction for economic development of the band and the use of resources from the settlements and agreements to improve the community’s socioeconomic environment.

This case examines the history of the Lac Seul First Nation from first contact with Europeans through treaty negotiations with the Canadian government, timber trespasses by unscrupulous loggers, flooding by Ontario's hydroelectric provider, and development of mineral resources in Lac Seul traditional territory. The case provides details of settlements of past logging and flooding claims, and agreements with mining companies. The band's chief and council are faced with the challenge of determining the direction for economic development of the band and the use of resources from the settlements and agreements to improve the community's socioeconomic environment.

Student spreadsheet for case W17138.

Canadian Arrow Mines Limited (CRO) had a promising nickel property, the Kenbridge deposit, located 70 kilometres southeast of Kenora, Ontario. The spot had been the site of significant exploration in the past. Further exploration by CRO had indicated that it could be profitable. CRO had spent close to CA$10 million on redevelopment, and needed a further $3 million for the final feasibility study before going into full operation. In 2007, nickel hit a high of $27 per pound, but by 2009, prices had dipped to under $8 per pound, which severely curtailed the firm's ability to raise the final $3 million. CRO turned its attention to other projects to raise money in the hope of a recovery, but the trend had been negative until mid-2016. To save the property, CRO had laid off all of its employees and reduced expenses to the minimum required. With a small recovery evident, CRO management wondered if CRO should hang on further and wait for nickel prices to rise enough to support the final feasibility study. The team wanted to know what nickel price was required to run a profitable operation. Were there any indicators about which direction this price would take in the future?

De Beers, a sophisticated, international mining company, operated the Victor Mine, an open pit diamond mine in Canada, located within traditional territory claimed by the Attawapiskat First Nation. To develop the mine, De Beers had to follow provincial and federal legislation, meet environmental standards, and most importantly, negotiate use of the land with the First Nation. Although the mine was successful, the First Nation community was suffering with health, education, and housing issues; rampant unemployment; and a remarkably high rate of suicide among its youth. Benefits negotiated in the mining agreement were not resolving the problems, despite the provision of employment opportunities and payment of millions of dollars to the First Nation. In frustration, the First Nation set up road blockades to stop work at the mine. De Beers now wanted to extend their mining operation by using a mine extension, but to do that, they had to seek further agreement from the Attawapiskat. Did the history of First Nations in Canada affect their relationship with De Beers? Were the stakeholders meeting their responsibilities? What lessons could be applied to negotiations for future developments?

De Beers, a sophisticated, international mining company, operated the Victor Mine, an open pit diamond mine in Canada, located within traditional territory claimed by the Attawapiskat First Nation. To develop the mine, De Beers had to follow provincial and federal legislation, meet environmental standards, and most importantly, negotiate use of the land with the First Nation. Although the mine was successful, the First Nation community was suffering with health, education, and housing issues; rampant unemployment; and a remarkably high rate of suicide among its youth. Benefits negotiated in the mining agreement were not resolving the problems, despite the provision of employment opportunities and payment of millions of dollars to the First Nation. In frustration, the First Nation set up road blockades to stop work at the mine. De Beers now wanted to extend their mining operation by using a mine extension, but to do that, they had to seek further agreement from the Attawapiskat. Did the history of First Nations in Canada affect their relationship with De Beers? Were the stakeholders meeting their responsibilities? What lessons could be applied to negotiations for future developments?

Stack Brewing, a start-up craft brewery, has a capacity of approximately 5,600 litres per month based on twelve 117-litre batches per week. A government grant based on growth and job creation potential will help boost production capacity by five times, necessitating the development of additional distribution and marketing communication strategies. The owner cannot afford a listing in the Beer Store, the distribution monopoly owned by Labatt Breweries of Canada and Molson-Coors Canada Inc., and his budget for communications is small. While this case provides an opportunity for students to perform quantitative analysis based on revenues and market size, the focus of the case, however, is on an improved distribution and communication plan.