The executive vice-president and chief operating officer (COO) of Canadian National Railway Company (CN), wants to change the culture at his organization. The COO has been promoted to his current position after CN purchased Illinois Central, and his first task is to review CN's operations across the country. He notices that employees are leaving work early, a practice called "early quits" that is supposed to reward employees for working harder during the day. He also notices there are other practices, such as late starts that encourage lower productivity. With the goal of improving productivity in mind, the COO elects to tackle the issue of late starts before fixing the early quits problem. This case introduces behavioural science as one of the many management tools that can be used to influence behaviour.
The executive vice-president and chief operating officer (COO) of Canadian National Railway Company (CN), wants to change the culture at his organization. The COO has been promoted to his current position after CN purchased Illinois Central, and his first task is to review CN’s operations across the country. He notices that employees are leaving work early, a practice called “early quits” that is supposed to reward employees for working harder during the day. He also notices there are other practices, such as late starts that encourage lower productivity. With the goal of improving productivity in mind, the COO elects to tackle the issue of late starts before fixing the early quits problem. This case introduces behavioural science as one of the many management tools that can be used to influence behaviour.
A patent lawyer and amateur woodworker with a doctorate in physics has invented a new technology to prevent table saw injuries - specifically, amputations. He has no desire to manufacture table saws, and instead protects his technology with patents and then seeks licensing arrangements with incumbent saw producers. In 2002, after two years of attempting to engage manufacturers, he accepts that they are unwilling to license his invention and he must decide whether to return to his law practice or launch a company to produce saws himself. He and his partners have no knowledge or experience with regard to making saws or starting a business. The (B) case advances the narrative to 2012.
The chairperson of the United Church Housing Corporation (UCHC) of Regina, Saskatchewan, received some information from an external consultant who was hired to assess the state of affairs of the UCHC. This non-profit organization had operated for over 50 years and had built accommodations for many seniors that were both affordable and offered personal independence. In 2005, the UCHC board approved a new four-storey assisted living facility, Wascana Wing, which was to be built in response to long waitlists. With this decision, the UCHC board had taken out a $3 million mortgage to finance the project. Since opening the new facility, UCHC had been plagued by high vacancy rates as new for-profit competitors entered the market for senior accommodations. The combination of high vacancy rates and UCHC's highly leveraged financial position were the source of losses from 2006 to the present. The board's break-even mentality was not working. UCHC was at a major crossroads - the housing situation of more than 100 seniors residing in assisted living apartments and cottages would need to be decided upon at the next meeting. The question was whether or not June, a retired nurse, would recommend that the board proceed with winding up UCHC or make suggestions that would call for major changes to the current business model.
A patent lawyer and amateur woodworker with a doctorate in physics has invented a new technology to prevent table saw injuries - specifically, amputations. He has no desire to manufacture table saws, and instead protects his technology with patents and then seeks licensing arrangements with incumbent saw producers. In 2002, after two years of attempting to engage manufacturers, he accepts that they are unwilling to license his invention and he must decide whether to return to his law practice or launch a company to produce saws himself. He and his partners have no knowledge or experience with regard to making saws or starting a business. The (B) case advances the narrative to 2012.
The chairperson of the United Church Housing Corporation (UCHC) of Regina, Saskatchewan, received some information from an external consultant who was hired to assess the state of affairs of the UCHC. This non-profit organization had operated for over 50 years and had built accommodations for many seniors that were both affordable and offered personal independence. In 2005, the UCHC board approved a new four-storey assisted living facility, Wascana Wing, which was to be built in response to long waitlists. With this decision, the UCHC board had taken out a $3 million mortgage to finance the project. Since opening the new facility, UCHC had been plagued by high vacancy rates as new for-profit competitors entered the market for senior accommodations. The combination of high vacancy rates and UCHC's highly leveraged financial position were the source of losses from 2006 to the present. The board's break-even mentality was not working. UCHC was at a major crossroads - the housing situation of more than 100 seniors residing in assisted living apartments and cottages would need to be decided upon at the next meeting. The question was whether or not June, a retired nurse, would recommend that the board proceed with winding up UCHC or make suggestions that would call for major changes to the current business model.
Beanz Espresso Bar is located in downtown Charlottetown, Prince Edward Island, Canada. It is operating in a market with high rivalry (11 other coffee businesses in a two-block radius). The economy in Prince Edward Island has seen several diners, restaurants, and coffee shops close their doors within the past few years, while simultaneously drawing in large corporate businesses such as Starbucks and Running Room. Beanz has thus far survived the major environmental changes and managed to keep its clientele and the owners, Lori and Doug, feel it is time to either sell Beanz and leave the industry, or exploit their competitive advantages to grow and capture more market share. Beanz specializes in high-quality, baked-from-scratch food and specialty coffee beverages. The café is known for its artistic vibe, warm atmosphere, and eccentric staff. After operating Beanz for 16 years, the couple has made few changes to the decor, menu, the set-up. Internally, the company faces several issues concerning management control systems, marketing, and strategic direction. Lori and Doug must choose between five different directions for the future of Beanz.
Keith Palmerston, managing director at PKG Capital, is thinking about what to do with his firm's holdings in Kraft Foods. In early 2010, Kraft, primarily a grocery products firm, is trying to acquire Cadbury, a well-known U.K.-based chocolate manufacturer. Palmerston is trying to determine if Cadbury is a good fit for Kraft's operations and if the transaction will generate value for shareholders. This case can be used in a strategy course as part of a negotiations module for strategic analysis, and to discuss the topic of valuation..
In 2004, Holland College formed a not-for-profit organization with the Canadian policing community and National Research Council to create the Canadian Police Knowledge Network (CPKN). In 2011, CPKN is Canada's leading provider of e-learning solutions for Canadian law enforcement, with more than 60,500 registered learners - including customers such as the Regina-based Royal Canadian Mounted Police and INTERPOL. To date, these learners have successfully completed more than 161,000 course events. Despite CPKN's recent successes, its president believes there is significant potential for growing the organization and he is looking for ways to reach new customers and improve the financial performance of the organization.
Keith Palmerston, managing director at PKG Capital, is thinking about what to do with his firm’s holdings in Kraft Foods. In early 2010, Kraft, primarily a grocery products firm, is trying to acquire Cadbury, a well-known U.K.-based chocolate manufacturer. Palmerston is trying to determine if Cadbury is a good fit for Kraft’s operations and if the transaction will generate value for shareholders. This case can be used in a strategy course as part of a negotiations module for strategic analysis, and to discuss the topic of valuation.
Although entrepreneurs commonly give advice, many of their most valuable lessons are left unsaid. This article lists and explains ten entrepreneurial “secrets.” 1. People are lazy and most innovations involve efficiency or reduced effort. 2. People are impatient and want instant gratification. 3. Starting a new business is a slow and deliberate process, but time is limited. 4. There is value in getting started and learning as you go. 5. Everything is a trade-off. 6. Unexpected things happen. 7. Take care of your body and you will make better decisions. 8. Know the intimate details of a venture. 9. Learn from everything. 10. Don’t be a jerk.
The features of zero emissions, light weight, high efficiency, low energy cost, and almost zero pollution contribute to the increasing popularity of electric motorcycles and a substantial growth potential for the worldwide electric motorcycle industry. However, Zero was facing competition from Brammo, which although positioning its products differently from Zero, adopted a similar international growth strategy. How could the chief executive officer of Zero position its products so that Zero would be able to offer a unique value proposition and establish clear dominance in the electric motorcycle industry?