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Student spreadsheet for Ivey product 9B21M034.

Student spreadsheet for Ivey product W21155.

On January 4, 2021, Mike Patriquin was contemplating the tumultuous year of 2020 and the impact it had had on operations at Hell’s Basement Brewery (HBB), the first brewery to open in Medicine Hat, Alberta, since the early 1900s. Recent events both within and outside the brewery had affected his business. Management had recently restructured financially after buying out some of the original partners, and the remaining owners and management were still dealing with the effects of the global COVID-19 pandemic. The brewery had also had some unexpected media coverage. Patriquin was considering the next steps for HBB given the volatile nature of the industry in these unprecedented times.

On January 4, 2021, Mike Patriquin was contemplating the tumultuous year of 2020 and the impact it had had on operations at Hell's Basement Brewery (HBB), the first brewery to open in Medicine Hat, Alberta, since the early 1900s. Recent events both within and outside the brewery had affected his business. Management had recently restructured financially after buying out some of the original partners, and the remaining owners and management were still dealing with the effects of the global COVID-19 pandemic. The brewery had also had some unexpected media coverage. Patriquin was considering the next steps for HBB given the volatile nature of the industry in these unprecedented times.

In September 2019, the founder of a personal emergency response systems (PERS) company reached a pivotal point with her business. She had created the ORA device, a customized hardware and software product, intending to disrupt the growing PERS industry while helping to improve the lives of older adults and their caregivers. But while the product and the company received considerable positive feedback and publicity, sales had not met the founder's expectations. The founder brought plenty of experience, skills, and innovation to her business, and also identified an important new market segment for her product. Still, she was aware that technology start-ups were notoriously challenging to start, grow, and maintain.<br><br>The founder felt that she had reached the end of the line for her business and had to make a decision about its future. She had to identify opportunities and threats in the market and determine if the company had a sustainable competitive advantage. She also had to decide whether to focus entirely on the new segment she identified or make a new strategic move and raise another round of funding for growth. Alternatively, she wondered if she should instead sell the technology, or the entire company, and resume her executive position in the financial industry.

In September 2019, the founder of a personal emergency response systems (PERS) company reached a pivotal point with her business. She had created the ORA device, a customized hardware and software product, intending to disrupt the growing PERS industry while helping to improve the lives of older adults and their caregivers. But while the product and the company received considerable positive feedback and publicity, sales had not met the founder's expectations. The founder brought plenty of experience, skills, and innovation to her business, and also identified an important new market segment for her product. Still, she was aware that technology start-ups were notoriously challenging to start, grow, and maintain. The founder felt that she had reached the end of the line for her business and had to make a decision about its future. She had to identify opportunities and threats in the market and determine if the company had a sustainable competitive advantage. She also had to decide whether to focus entirely on the new segment she identified or make a new strategic move and raise another round of funding for growth. Alternatively, she wondered if she should instead sell the technology, or the entire company, and resume her executive position in the financial industry.

The case highlights how global dynamics impact both regional economic development and the organizational growth of a market-leading pork producer with a promising yet uncertain future. A key Western Canadian pork production industry stakeholder was tasked with assessing existing environmental complexities as well as global supply and demand factors in an effort to address changing consumer preferences. After determining that global factors could either support or limit further industry investment, the aforementioned stakeholder had to evaluate company resources and firm risks to identify the qualitative and quantitative factors that would influence two specific expansion opportunities and the associated income projections within the local industry.

The case highlights how global dynamics impact both regional economic development and the organizational growth of a market-leading pork producer with a promising yet uncertain future. A key Western Canadian pork production industry stakeholder was tasked with assessing existing environmental complexities as well as global supply and demand factors in an effort to address changing consumer preferences. After determining that global factors could either support or limit further industry investment, the aforementioned stakeholder had to evaluate company resources and firm risks to identify the qualitative and quantitative factors that would influence two specific expansion opportunities and the associated income projections within the local industry.

In March 2019, entrepreneur Greg Pahl was contemplating the next steps for Medicine Hat Meat Traders; the past year was the company’s best in terms of beef jerky sales. Should Pahl keep the business running at its current state while focusing on streamlining the operations to realize some additional profits? Should he consider a partial expansion that would allow for a potential increase in sales? Or should he build or lease a new facility that would allow production to be tailored for current use and future expansion while also adding new product lines? Was there another option that Pahl had not yet identified? What were the risks and benefits of each of the options, and how could they influence Pahl’s decision?

In March 2019, entrepreneur Greg Pahl was contemplating the next steps for Medicine Hat Meat Traders; the past year was the company's best in terms of beef jerky sales. Should Pahl keep the business running at its current state while focusing on streamlining the operations to realize some additional profits? Should he consider a partial expansion that would allow for a potential increase in sales? Or should he build or lease a new facility that would allow production to be tailored for current use and future expansion while also adding new product lines? Was there another option that Pahl had not yet identified? What were the risks and benefits of each of the options, and how could they influence Pahl's decision?

In late 2017, senior management staff at New Flyer Industries Inc. (NFI) were reflecting on the recent growth of their company. NFI was an automotive company that specialized in heavy-duty transit buses and motor coaches. It had been over a year since it had acquired Motor Coach Industries International Inc., and the leadership team was pleased with NFI’s performance; however, they wondered why the company’s stock price had become stagnant in recent months. NFI had a long history of operational excellence and innovation and had exhibited growth through acquisitions. Had NFI reached the limits of its current strategy? What opportunities and threats existed in the industry? Which resources had enabled the firm to achieve market success? The management team needed to analyze the business and its environment to identify a way forward.

In January 2017, a Canadian farmer and entrepreneur faced a challenging decision about the future of his two businesses: a farming operation and a trucking operation. After the hectic 2016 farming and trucking season, he began to compare his 2016 and 2015 financial statements for the farming business, Meakin Farms Inc., and the trucking business, Meakin Industrial Ag Corp. While both organizations remained viable, he wondered what he should do for 2017 and beyond, given the unique structure of the businesses and the vast uncertainty of the agricultural industry. Should he pursue an expansion, a contraction, or should he maintain the current levels of business? He needed to identify a strategic direction that would balance the size and scope of his businesses while accounting for environmental risks.

Student spreadsheet for case W17268.

In late 2017, senior management staff at New Flyer Industries Inc. (NFI) were reflecting on the recent growth of their company. NFI was an automotive company that specialized in heavy-duty transit buses and motor coaches. It had been over a year since it had acquired Motor Coach Industries International Inc., and the leadership team was pleased with NFI's performance; however, they wondered why the company's stock price had become stagnant in recent months. NFI had a long history of operational excellence and innovation and had exhibited growth through acquisitions. Had NFI reached the limits of its current strategy? What opportunities and threats existed in the industry? Which resources had enabled the firm to achieve market success? The management team needed to analyze the business and its environment to identify a way forward.

In January 2017, a Canadian farmer and entrepreneur faced a challenging decision about the future of his two businesses: a farming operation and a trucking operation. After the hectic 2016 farming and trucking season, he began to compare his 2016 and 2015 financial statements for the farming business, Meakin Farms Inc., and the trucking business, Meakin Industrial Ag Corp. While both organizations remained viable, he wondered what he should do for 2017 and beyond, given the unique structure of the businesses and the vast uncertainty of the agricultural industry. Should he pursue an expansion, a contraction, or should he maintain the current levels of business? He needed to identify a strategic direction that would balance the size and scope of his businesses while accounting for environmental risks.

In January 2017, a Canadian farmer and entrepreneur faced a challenging decision about the future of his two businesses: a farming operation and a trucking operation. After the hectic 2016 farming and trucking season, he began to compare his 2016 and 2015 financial statements for the farming business, Meakin Farms Inc., and the trucking business, Meakin Industrial Ag Corp. While both organizations remained viable, he wondered what he should do for 2017 and beyond, given the unique structure of the businesses and the vast uncertainty of the agricultural industry. Should he pursue an expansion, a contraction, or should he maintain the current levels of business? He needed to identify a strategic direction that would balance the size and scope of his businesses while accounting for environmental risks.