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November 2013

Ivey Business School
Where the world looks for business cases

IN THIS ISSUE:
Top 20 Ivey cases for 2012-2013
Learn how you can publish with Ivey Publishing
Featured case in Entrepreneurship, General Management/Strategy
Additional case collections available from Ivey Publishing
Top 20 Ivey cases for 2012-2013

The Ivey case collection represents a wide range of business issues with cases written by leading Ivey faculty and authors from around the world. Ivey Publishing would like to thank all of our authors for their contribution to the Ivey case collection and congratulate our 2012-2013 best selling authors.

  1. Starbucks by Mary M. Crossan, Ariff Kachra
  2. ECCO A/S - Global Value Chain Management by Bo Bernhard Nielsen, Torben Pedersen, Jacob Pyndt
  3. GENICON: A Surgical Strike into Emerging Markets by Allen H. Kupetz, Adam P. Tindall, Gary Haberland
  4. FIJI Water and Corporate Social Responsibility - Green Makeover or Greenwashing? by James McMaster, Jan Nowak
  5. Eli Lilly in India: Rethinking the Joint Venture Strategy by Charles Dhanaraj, Paul W. Beamish, Nikhil Celly
  6. Ellen Moore (A): Living and Working in Korea by Henry W. Lane, Chantell Nicholls, Gail Ellement
  7. Pillsbury Cookie Challenge by Allison Johnson, Natalie Mauro
  8. Mattel and the Toy Recalls (A) by Hari Bapuji, Paul W. Beamish
  9. Trouble Brews at Starbucks by Lauranne Buchanan, Carolyn J. Simmons
  10. IMAX: Larger Than Life by Anil Nair
  11. Supply Chain Management at Wal-Mart by P. Fraser Johnson
  12. Scotts Miracle-Gro: The Spreader Sourcing Decision by John Gray, Michael Leiblein, Shyam Karunakaran
  13. LEGO Group: Building Strategy by Darren Meister, Paul Bigus
  14. Nora-Sakari: A Proposed JV in Malaysia (Revised) by Paul W. Beamish, R. Azimah Ainuddin 
  15. Resuming Internationalization at Starbucks by Mario Koster, Rob Alkema, Christopher Williams
  16. Ruth's Chris: The High Stakes of International Expansion by Ilan Alon, Allen H. Kupetz
  17. The Espresso Lane to Global Markets by Ilan Alon, Meredith Lohwasser
  18. Lego Group: An Outsourcing Journey by Marcus Moller Larsen, Torben Pedersen, Dmitrij Slepniov
  19. Tata Motors' Acquisition of Daewoo Commercial Vehicle Company by Meera Harish, Sanjay Singh, Kulwant Singh
  20. 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments by Shih-Fen Chen, Aihwa Chang
Learn how to publish with Ivey Publishing
Learn how you can publish with Ivey Publishing

As a leader in the publication and worldwide distribution of business case studies, Ivey Publishing provides case authors the opportunity to increase their exposure by publishing their cases in the Ivey case collection. Email our product team to learn more about our submission process.

Featured case in Entrepreneurship, General Management/Strategy

Child in Need Institute: Non-Profit or Hybrid?
by Anjan Ghosh, Sougata Ray, Indranil Biswas

 

AWARD WINNING CASE - Best case, 2012 ISB-Ivey Global Case Competition. In February 2009, the additional director at the Child In Need Institute (CINI) received the most challenging assignment that CINI’s board of governors had ever given him — to prepare a comprehensive proposal recommending whether the organization should continue as a non-government organization (NGO) driven primarily by donations and grants, or should venture into social business. He had a month to give his recommendations. CINI was a reputable 37-year-old NGO from Kolkata (Calcutta), India, with a mission of “sustainable development in education, protection, health and nutrition of child, adolescent and woman in need.” Over the years, CINI had fought child malnutrition through health clinics and educating mothers, and had provided shelters and a path to betterment for street children. Despite recognition at CINI that donor funding was becoming scarce, any proposed social business was controversial because it ran the risk of alienating existing donors and replacing CINI’s existing purpose with a profit motive. This case has global relevance, as the challenges that CINI met in 2009 are faced by thousands of social enterprises across the world.

 

Learning Objective:

  • Provide an introduction to the relevance, formation and evolution of social enterprise, and the shift from an NGO to a social business.
  • Provide core characteristics of a social enterprise, along with strategies that a social enterprise can consider in fulfilling its mission in a rapidly changing and challenging socio-economic context.
  • Facilitate a discussion on how innovative co-creation, entrepreneurial orientation and organizational agility become core competencies for an organization and help it to successfully adapt to a changing environment.
  • Provide insights on business at the bottom of the pyramid (BoP), and on what corporations interested in BoP and corporate social responsibility (CSR) can learn from social entrepreneurship.
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Visit New Cases to review more products available in Entrepreneurship, General Management/Strategy & International.

Additional case collections available from Ivey Publishing

The collections available from Ivey Publishing have recently grown to include cases from Erasmus University Rotterdam and Case Western Reserve University. Through the variety of case collections listed here, we provide a wealth of content that you can use to build your course materials all in one place ... and with flexible distribution options.

 

View our online video tutorials to learn how you can use our Coursepack Builder tool to create a custom resource that can be downloaded instantly from the Ivey Publishing website. 

 

Need to add your own content? We can help! Just email our customer experience team for assistance.

Starbucks - #1 selling Ivey case

With over 80,000 copies used at 287 institutions in 51 countries, Starbucks is the best selling Ivey case for the 14th consecutive year!

 

The case picks up the story of a well known company that has a wealth of opportunities.  It challenges students to understand why Starbucks has been successful and what they can and should leverage in choosing which opportunities to pursue. The fact that Starbucks lost focus and struggled as a result reveals how quickly a company can lose its way. The subsequent cases in the series, Starbucks: Crisis of Confidence and Starbucks: Regaining Focus, enable the students to analyze what went wrong and assess how to redress the situation. Overall, the case provides a great deal of scope to develop analysis and insight around core strategic, leadership and organizational issues.

About the author

Professor Mary M. Crossan

Mary is a Professor of Strategic Management at the Ivey Business School and teaches in the undergraduate, MBA, PhD and Executive Programs. Her research on organizational learning, strategy, leadership and improvisation has been widely published in such journals as the Strategic Management Journal, Academy of Management Review, Organization Science, the Journal of Management Studies, Leadership Quarterly and Organization Dynamics.She has extended her research to management practice through a collection of over 50 Ivey cases and Ivey Business Journal reprints.

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