In December 2021, the director of Options Pregnancy Centre (Options) was challenged with determining how to expand the services offered by the organization in its Montreal, Quebec, community, as the need to support women who planned to carry their pregnancies and pursue parenting was becoming more acute. Options already offered counselling, grief and loss support, and a variety of parenting programs; it also facilitated required medical services and provided opportunities for pregnant teens to live with host families on either short- or long-term bases. The organization occasionally had opportunities to develop its own residential program. Doing so would mean shifting its strategy from providing services on a non-residential basis to having its own residential program. Should Options expand its current non-residential programs? Should it more actively recruit families who were willing to take pregnant teenagers into their homes for short periods of time? Should it take the bold step of making an offer on a residential building that was currently available? The director recognized that it would be necessary to carefully prioritize Options’ programming to ensure that it could secure the resources it needed to run effective programs.
Big Brothers Big Sisters of Niagara (BBBSN) was a not-for-profit (NFP) organization that offered mentoring and other programs for children and youth. The organization recruited and deployed volunteers in a variety of positions, including those available through its mentoring program, thrift store, bingo halls, and periodic fundraising events. However, while demand for BBBSN’s services was increasing, the number of people willing to volunteer their time was declining. Since BBBSN was a newly amalgamated organization that had combined three Niagara-region Big Brothers Big Sisters (BBBS) agencies over the past two years, the fundraising and events coordinator of BBBSN also had to develop an integrated volunteer recruitment and fundraising program that would create a stronger voice for BBBS in the whole Niagara region.
In January 2022, the leaders of the Canadian charity organization International Needs Canada recognized that individual child sponsorship had serious flaws and was not as impactful as it once had been. They sought to move donors from individual child sponsorship to the more beneficial group sponsorship model. The director of communications and marketing had to determine which donor group to target as he launched the program. As the new model could disrupt the industry. The organization also had to consider the reaction of much larger competitors. Furthermore, International Needs Canada was not replacing its own individual child sponsorship model with group sponsorship; instead, both programs would run simultaneously.
In January 2022, a partner in Homeland Foods was identifying Canadian distribution channels through which to launch dried fruit products from his company based in Armenia. He needed to identify the most appropriate initial target market, select the most effective distribution channel(s), and develop an effective marketing strategy. Distribution channels under consideration included general grocery stores, ethnic food stores, natural food stores, gourmet food stores, and online distribution. Promotions concerns included finding a plan that would reach an appropriate customer segment on a limited budget. He was also concerned about how well the Armenian branding would transfer to a Canadian audience.
Ben Van Weelden, Manager of Scenic Floral, was considering providing direct-to-door delivery to Northern Ontario stores for its main customer, Metro Inc. Scenic was looking for ways to increase sales and profit, but also had its eye on providing coast-to-coast delivery of cut flowers in Canada, with the help of its partner-shareholder, Petals West. However, it would need to be advantageous for both Scenic and Metro to make this a viable option.