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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 Organizational Behaviour/Leadership
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 Organizational Behaviour/Leadership

Pyramyd Air: Looking through the Scope of Values
by Chris Laszlo, Katherine Gullett

 

Pyramyd Air, a small and growing online airgun retailer serving the shooting community, wants to broaden its sustainability practices from its current internal initiatives in order to communicate an even stronger value proposition: sustainability isn’t just about recycling and efficiency, it is about a thriving environment leading to more engaged employees and more loyal premium customers. Though the airgun industry is not by its nature built on sustainability principles, as is solar energy for example, Pyramyd Air recognizes that some sustainability practices are vital to its customers’ long-term enjoyment of a flourishing outdoor sporting industry. For a company with strong customer relationships, can sustainability strengthen the relationship between employees and customers by building on the inherent industry values of the great outdoors and a sense of community?

 

Learning Objective:

This case is designed primarily for use in courses on sustainability, strategy, organizational behaviour and marketing in order to teach students to:

  • Describe the importance of listening to stakeholders and aligning sustainability initiatives with stakeholder values.
  • Evaluate sustainability strategies in the operations and culture of the company that reflect the stronger sustainability value proposition of a thriving environment leading to more engaged employees and more loyal premium customers.
  • Identify sustainability as a deeper value proposition than doing less harm. Rather, it is about businesses that excel by contributing to thriving people and a flourishing environment.
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Visit New Cases to review more products available in Organizational Behaviour/Leadership.

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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