Ivey Publishing


Hisrich, R.D.; Peters, M.P.; Shepherd, D.A.,10/e (United States, McGraw-Hill Irwin, 2017)
Prepared By Danny Chung, PhD Candidate
Chapter and Title Chapter Matches: Case Information
Chapter 1:
The Entrepreneurial Mind-set

Dezhi Chen, Fang Dai, Dominic Lim

Product Number: 9B17C047
Publication Date: 12/22/2017
Revision Date: 1/3/2018
Length: 8 pages

It was September 2009 when 21-year-old entrepreneur Lu Chengdui first considered entering the partnership that led to his becoming the chairman and general manager of Wenzhou Cijueshi Science and Technology Co. Ltd. (Cijueshi) in Zhejiang Province, China. Lu started his entrepreneurial efforts when he was in college; he became a serial entrepreneur and achieved great performance. His story drew the attention of both the media and the public. Lu was known for his perseverance and his courage in overcoming difficulties and pursuing his dreams for success. He was a role model for college students who wanted to be entrepreneurs. As he considered a possible involvement in Cijueshi, a company that specialized in developing, selling, and repairing pottery and porcelain, Lu wondered about entering a business in a field where he had no practical experience. What had made him so confident in his previous entrepreneurial success? How had he motivated himself to realize his entrepreneurial targets? He looked back at his entrepreneurial experiences to date to find answers to these questions and motivation for this new endeavour.

Teaching Note: 8B17C047 (7 pages)
Industry: Other Services
Issues: self-efficacy, target-setting; motivation theory;
Difficulty: 4 - Undergraduate/MBA

Susan Losapio, Sophia Koustas

Product Number: 9B17M166
Publication Date: 11/7/2017
Revision Date: 11/7/2017
Length: 13 pages

The semester-long small business management class at Southern New Hampshire University had incorporated into the course a food truck under the brand name “Munchiez” as a catalyst for students to integrate and apply the concepts they learned about in various business classes. As such, Munchiez was a vital teaching tool at the school. However, with an 80 per cent turnover rate each semester, knowledge transfer and financial stability quickly became critical issues for the Munchiez team to assess. As of December 2016, Munchiez was operating at a deficit. Some team members suggested that Munchiez may need a general manager. In order to continue receiving financial support from the university, Munchiez’s management had to answer some difficult questions: How should Munchiez increase the transfer of knowledge from semester to semester? What strategies should be used in order to break even? Would the business benefit from a general manager? If so, how could the team find the right person for this position?

Teaching Note: 8B17M166 (7 pages)
Industry: Accommodation & Food Services
Issues: entrepreneurship, sustainablilty, decision making, organizational life cycle, food truck, start-up, university,
Difficulty: 4 - Undergraduate/MBA

Atul Teckchandani

Product Number: 9B15M079
Publication Date: 9/24/2015
Revision Date: 10/21/2015
Length: 4 pages

EcoWash is an all-in-one system that can be used to clean the interior and exterior of a vehicle in an environmentally friendly manner. A soon-to-be business school graduate has been approached by the inventor of EcoWash to embark on a partnership and to market the product. The opportunity looks promising, but a careful examination of the product and the market place — specifically through the lens of the lean start-up methodology — is needed before a final decision can be made.

Teaching Note: 8B15M079 (21 pages)
Industry: Other Services
Issues: Small business, lean start-up, startup, opportunity creation, entry
Difficulty: 4 - Undergraduate/MBA

Ilan Alon, Everlyne Misati

Product Number: 9B11A022
Publication Date: 6/8/2011
Length: 14 pages

Oded Carmi was a social entrepreneur striving for a “green Bali.” He started Sari Organik as a model farm intended to grow according to market demands and to benefit the local community while serving as an educational centre for small-scale farmers in the region. Thirteen years later, the idea was not as well embraced as he had hoped. The case discusses some of the challenges the entrepreneur was facing as the founder and owner of Sari Organik farm and the restaurant Warung Bodag Maliah (“overflowing basket”). His main challenge was to replicate and sustain his organic rice-farming model across Bali and eventually other parts of Indonesia. His initial thoughts involved some options: (a) to utilize the established village system and its leadership to re-introduce traditional rice-farming culture in Ubud, Bali, and eventually Indonesia; (b) to introduce a new model such as micro-franchising through which he would recruit a number of local farmers and provide them with the resources to grow rice organically; (c) to go into a joint venture with the few existing organic rice farmers in the region; and (d) to expand his business as a sole proprietor. The case may be a good starting point for a discussion on the impact of modernization on a traditional society and the role of business in society. Carmi, a native of Israel, tried to revive traditional farming techniques that were more sustainable and healthy. He realized he had to come up with a strategy soon.

Teaching Note: 8B11A022 (6 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Sustainable Development; Social Entrepreneurship; Micro-franchising; Rice Farming; Agriculture; Bali, Indonesia
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Corporate Entrepreneurship

S Ramakrishna Velamuri, Liman Zhao

Product Number: 9B16M067
Publication Date: 4/21/2016
Revision Date: 4/18/2016
Length: 8 pages

After continuous business growth and taking advantage of new business opportunities, China Precision Technology Group transformed from a small producer of coils for television tuners to an enterprise with five different business sectors: consumer electronics, automobile parts, optical, health care, and stamping equipment. In 2014, on the company’s 24th anniversary, the company’s founder and chief executive officer was evaluating the achievements of each business and considering the concerns of each sector’s employees. He understood that some problems were associated with the transformation strategy developed four years earlier, in 2010. The business development of the five business sectors had been uneven, with varying levels of profitability. He hoped to list some of the enterprise’s businesses on a stock exchange but now wondered how to move the company forward along the transformation path it had established.

Teaching Note: 8B16M067 (10 pages)
Industry: Manufacturing
Issues: China, opportunity, transformation, trust
Difficulty: 5 - MBA/Postgraduate

Simon Parker, Ramasastry Chandrasekhar

Product Number: 9B14M169
Publication Date: 1/13/2015
Revision Date: 1/13/2015
Length: 14 pages

Since 2006, Alcatel-Lucent, an international telecommunications equipment manufacturer based in Paris, France, has been conducting boot camps for its employees to provide business training and help them monetize their innovative ideas with a view to creating value for the company. The program has led to 32 projects of which two have been commercialized, three transferred to business units within Alcatel-Lucent and one spun off. In 2012, however, the boot camps were discontinued due to a cost reduction program aimed at making the company cash-flow positive. Now, in June 2014, after a change in top management and a desire to regain the innovative edge against its competition has revived the idea, the company’s director of Open Innovation & Intrapreneurship is facing three dilemmas: how to reconcile the big business intolerance for failure with failure-prone intrapreneurship, how to design a forward-looking component into intrapreneurship and how to change the design and architecture of the boot camp in its new edition.

Teaching Note: 8B14M169 (3 pages)
Industry: Information, Media & Telecommunications
Issues: Business ventures; building internal collaborations; establishing systems and structures; innovation boot camps; exit plans; leveraging internal ideas; creating intrapreneurs; France
Difficulty: 4 - Undergraduate/MBA

Helena Barnard, Jonathan Marks

Product Number: 9B14M161
Publication Date: 12/23/2014
Revision Date: 12/23/2014
Length: 10 pages

A new managing director of Microsoft South Africa was appointed in 2007 at a low point in Microsoft South Africa’s dominance of the software industry. He set out to address the issues by focusing on four pillars: people (employees), partnerships, revenue and local relevance. The latter included regulatory compliance requirements regarding social transformation and meeting the stringent Broad Based Black Economic Empowerment codes. The managing director knew that targets had to be met in order to build the relationship with head office and that once this was in place, it would be easier to manage the requests that were to come related to local relevance.

Teaching Note: 8B14M161 (8 pages)
Industry: Information, Media & Telecommunications
Issues: Business model innovation; subsidiary mandate; corporate social responsibility; inclusion; South Africa
Difficulty: 5 - MBA/Postgraduate

Edward Gamble, Simon Parker, Peter W. Moroz, Parker Baglole, Ryan Cassidy

Product Number: 9B14C037
Publication Date: 8/19/2014
Revision Date: 8/11/2014
Length: 12 pages

An entrepreneur in Atlantic Canada believes he has a five to six year window to capitalize on the growth of his newest venture, Maritime Bus, a passenger transportation and parcel delivery service, before his retirement. Having turned around a business that lost $12 million over the previous eight years in less than six months, he believes he has the opportunity to continue this success. However, he is unsure what strategies to follow to achieve growth: expand the parcel service, partner with other transportation operators to attract more riders, increase marketing efforts or move into Newfoundland and Labrador. He is also unsure about the value of the business and how he can smoothly and profitably transfer his ownership shares to his partner, one or more of his children or an external investor. Any decision needs to be made in consultation with his family.

Teaching Note: 8B14C037 (9 pages)
Industry: Transportation and Warehousing
Issues: Entrepreneur leadership; exit strategy; valuation; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Generating and Exploiting New Entries

Kent Walker, Neda Demiri

Product Number: 9B17A012
Publication Date: 3/13/2017
Revision Date: 3/13/2017
Length: 14 pages

In 2016, Detroit Bikes was a relatively new company seeking to become the largest bicycle manufacturer in North America. The U.S. bicycle market was dominated by imports from China and Taiwan, and Detroit Bikes saw an opportunity to compete by producing bicycles in the United States. The numerous business opportunities arising from Detroit’s economic downfall and recent resurgence provided an ideal location for the new bicycle company. The founder was growing Detroit Bikes aggressively, taking advantage of the company’s marketable “Made in USA” branding. His ambition was to build on this success, eventually producing 50,000 bicycles per year.

Teaching Note: 8B17A012 (12 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: cycling, entrepreneur, marketing strategy, bicycles, manufacturing
Difficulty: 4 - Undergraduate/MBA

Max Stallkamp, Lawrence A. Plummer, Andreas Schotter

Product Number: 9B16M102
Publication Date: 6/20/2016
Revision Date: 6/20/2016
Length: 12 pages

On January 4, 2016, the co-founders of Forked River Brewing Company (Forked River), a small brewery in London, Ontario, revisited the company’s original business plan from 2012. Over the course of only four years, the founders went from home brewing enthusiasts to owners of a striving, award-winning craft brewery. Forked River beers were now offered in pubs, restaurants, and retail stores across the province of Ontario. In the past year alone, Forked River had expanded its production capacity by 50 per cent, hired an additional full-time brewmaster, and added a retail outlet to the brewing facility. However, business had recently become more complicated due to changes to Ontario retail liquor laws, increasing non-brewing administrative work, and looming decisions about the product portfolio and distribution strategy. Now, the three founders wondered whether Forked River was still on the right track or if a new strategic plan was needed to ensure its long-term success in the fast-changing craft beer industry.

Teaching Note: 8B16M102 (19 pages)
Industry: Manufacturing
Issues: start-up, niche, new venture, industry analysis, industry life cycle
Difficulty: 4 - Undergraduate/MBA

Sonia Mehrotra, V RamLakhan Annavarpu, Mansi Soni, Surbhi Bafna

Product Number: 9B15M086
Publication Date: 9/22/2015
Revision Date: 11/4/2015
Length: 12 pages

In 2009, a former engineering student set out with some like-minded friends to create a unique fast food service in Bangalore. Hungry Hogs Private Limited adapted a classic western favourite — hot dogs — to the local palate. The company went on to experience substantial success with revenues in excess of INR 7 million in 2013. The founding partner who set the business in motion must decide between expanding his successful business through franchising options or through the continued establishment of company-owned stores. He is concerned about maintaining the integrity of his products, keeping control over his business and maintaining the brand's favourable image.

Teaching Note: 8B15M086 (13 pages)
Industry: Accommodation & Food Services
Issues: Start-up, startup, QSR, India, expansion, strategy, emerging economy, Porter's five forces, McKinsey's 7S
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Creativity and the Business Idea

Servjaeta Verma

Product Number: 9B18A007
Publication Date: 1/26/2018
Revision Date: 1/26/2018
Length: 12 pages

Wild Chef Limited (Wild Chef) was a multi-cuisine restaurant operating a take-away and delivery format in Delhi’s National Capital Region. It adopted the emerging concept of cloud kitchen in July 2016, considering the promising opportunities offered by the rapidly growing food-technology market in India. Key strategic decisions helped Wild Chef achieve its operational break-even point in its third month, and after one year, the owners were considering options on how to scale-up the business further. The choice of markets to enter, and arriving at the right permutation of scale-up options were the key decision areas under focus.

Teaching Note: 8B18A007 (11 pages)
Industry: Accommodation & Food Services
Issues: restaurant, digital restaurant, growth strategy, scale-up, expansion
Difficulty: 5 - MBA/Postgraduate

Yusaf Akbar, Christine Souffrant

Product Number: 9B16M135
Publication Date: 8/25/2016
Revision Date: 8/25/2016
Length: 12 pages

Vendedy was the world’s first mobile network connecting global travellers to local street markets. Inspired by the emergence of the sharing economy, Vendedy’s founder and chief executive officer had always been passionate about uniting social and economic empowerment with entrepreneurial development. A complex platform linking street vendors in some of the world’s poorest countries to travellers seeking authentic tourism experiences and souvenirs, Vendedy’s founder faced numerous challenges. Where should the venture’s focus be? How quickly should she try to roll out the platform, and across how many countries? How was she going to recruit a full-time team for Vendedy? Could the company succeed in transforming how global travellers accessed the products and stories of street vendors around the world?

Teaching Note: 8B16M135 (6 pages)
Industry: Other Services
Issues: social entrepreneurship, start-ups, street markets, emerging markets
Difficulty: 5 - MBA/Postgraduate

Dima Jamali, Alexandra Tarazi

Product Number: 9B11M097
Publication Date: 10/26/2011
Revision Date: 11/21/2016
Length: 9 pages

The year 2006 marked the beginning of 2b Design, a social business in Lebanon that specialized in creating handmade furniture and decorative pieces. Raja Moubarak and his wife, Benedicte de Blavous, created their business venture around a focused social mission to preserve disappearing art, architecture, and heritage through artistic creations and employing marginalized people, particularly the handicapped and unemployable. By collecting and using wrought-iron and wooden pieces found in scrap yards from old Lebanese homes dating back to the Ottoman Empire, 2b Design managed to preserve a heritage that was increasingly at risk of extinction while both improving lives and maximizing positive environmental impacts through recycling scrap material. 2b Design’s mission was articulated as to “restore the unseen beauty of the broken.” “The broken” referred to the Middle East’s disappearing traditional heritage and to those people whose socioeconomic status or disabilities hindered them from leading a good life. 2b Design’s vision was to replicate the same concept in different countries beyond Lebanon. The founders were keen on exploring various channels that would gradually improve the impact of their business while meeting the dual challenge of long-term sustainability and the transformation of lives.

Teaching Note: 8B11M097 (8 pages)
Industry: Retail Trade
Issues: Social Entrepreneurship; Sustainability; Furniture Business; Middle East; Lebanon
Difficulty: 4 - Undergraduate/MBA

Edward Gamble, Peter W. Moroz, Stewart Thornhill

Product Number: 9B11M079
Publication Date: 10/5/2011
Revision Date: 10/25/2011
Length: 14 pages

After working together on a university business plan, two entrepreneurs worked for three years to develop their venture: Shutout Solutions Inc. Their start-up venture was established in response to an issue familiar to most hockey players: notoriously smelly equipment. While their familiarity with hockey equipment helped them identify a specific problem, subsequent research revealed a much broader issue: the need to clean products made of micro-fibre. Utilizing a technology that addressed the micro-fibre odour issue, they believed they had a five-year opportunity window to develop and profit from the business before it was imitated or superseded. As they considered their options, they realized that they might have to choose to focus their resources on a single product line rather than continue to develop their current portfolio of a detergent, body wash, and spray. They also questioned whether they were using the right channel - gyms and sporting goods stores - to reach customers. The opportunity to pursue bulk institutional sales was also intriguing, though it would require a different sales, pricing, and distribution strategy. Also, they considered how they might respond to an offer to sell the company in its current form.

Teaching Note: 8B11M079 (4 pages)
Industry: Retail Trade
Issues: Entrepreneurial Business Growth; Entrepreneurial Opportunity; Feasibility Analysis; Growth Strategy; Intellectual Property; Hockey; Hill
Difficulty: 4 - Undergraduate/MBA

Kevin Au, Bernard Suen, Daisy Wong

Product Number: 9B10M060
Publication Date: 10/13/2010
Revision Date: 6/22/2015
Length: 12 pages

The case illustrates the intriguing development path of a famous design entrepreneur in Hong Kong, who was not trained formally as a designer but managed to build an entrepreneurial career out of his hobby of collecting designer toys. This case is suitable for teaching MBA and senior undergraduate students about resources acquisition at the startup, development and expansion stages in an entrepreneurship course. It can also be utilized in product development and innovation management courses for business, engineering and design school students.

Teaching Note: 8B10M60 (11 pages)
Industry: Wholesale Trade
Issues: Entrepreneurial Marketing; Opportunity Recognition; International Marketing; Product Design/Development
Difficulty: 5 - MBA/Postgraduate

Chapter 5:
Identifying and Analyzing Domestic and International Opportunities

Esther Tippmann, Sinéad Monaghan

Product Number: 9B18M022
Publication Date: 2/2/2018
Revision Date: 1/31/2018
Length: 11 pages

In May 2015, Qualtrics was a rapidly growing U.S.-based software-as-a-service firm, founded in 2002. After 10 years of operating with little capital, Qualtrics raised some venture capital funding, which enabled it to initiate a rapid international expansion. The management team intended to aggressively pursue global opportunities, but first needed to make some key decisions regarding how to develop the company’s Europe, Middle East, and Africa (EMEA) regional headquarters, and its European operations. Key concerns included the company’s market selection and prioritization, and its best approach for developing a subsidiary and EMEA regional operations that could achieve significant scale in a short time frame.

Teaching Note: 8B18M022 (10 pages)
Industry: Information, Media & Telecommunications
Issues: internationalization, entrepreneurship; market selection
Difficulty: 4 - Undergraduate/MBA

Marc Fetscherin, Tim Pett

Product Number: 9B17A019
Publication Date: 3/29/2017
Revision Date: 3/29/2017
Length: 9 pages

Paillasse International SA was a Swiss-based bread company operating in 15 European markets as of 2016. The company had invented a proprietary, patented process for producing bread concentrate that was used to make high quality, healthy breads. The company was successfully using licensing agreements for the bread concentrate with bakeries throughout the European markets; the latest agreement was with a retailer in Spain. The chief executive officer had just shared the good news with the company owner. The conversation then turned to questions concerning the future growth of the company. Where should it expand next? What impact would the maturing industry have on the company’s growth plans? How could the company maintain its competitive position in the market?

Teaching Note: 8B17A019 (15 pages)
Industry: Accommodation & Food Services
Issues: bread, expansion, franchise, data analysis, data normalization, intervals, Likert scale, outliers, population analysis, scoring, correlation, disposable income
Difficulty: 4 - Undergraduate/MBA

Hagop Panossian, Dima Jamali

Product Number: 9B16M128
Publication Date: 7/25/2016
Revision Date: 11/21/2016
Length: 13 pages

A leading family-owned Lebanese bakery-convenience store chain, Wooden Bakery, was in the process of deciding the company’s next options for growth in Lebanon and in the Gulf Cooperation Council countries. The owner was pondering the use of aggressive growth strategies such as franchising and area-development franchising. Additionally, the founder of the company and its board members were facing the biggest decision in the company’s history as they prepared to vote on whether to enter the U.S. market. What competitive and functional-level strategies would be required to implement such an ambitious growth strategy in a very challenging and unfamiliar market environment?

Teaching Note: 8B16M128 (9 pages)
Industry: Accommodation & Food Services
Issues: growth strategy; global expansion; food industry; family business
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Harold Crookell

Product Number: 9B16M043
Publication Date: 3/24/2016
Revision Date: 1/5/2017
Length: 9 pages

This case is about a small American auto parts producer trying to diversify its way out of dependence on the major automakers in 2013. A promising new product is developed and the company gets a chance to license it to a Scottish manufacturer. The issue of whether to license or go it alone in international markets is central to the case. A full class sequel to this case is available, titled Cameron Auto Parts: Joint Ventures, Licensing or Exporting, 9B16M044.

Teaching Note: 8B16M043 (7 pages)
Industry: Manufacturing
Issues: corporate strategy, exporting, licensing, joint venture; SME
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Protecting the Idea and Other Legal Issue for the Entrepreneur

Stephen Grainger

Product Number: 9B17M058
Publication Date: 4/28/2017
Revision Date: 4/28/2017
Length: 9 pages

In 2014, the general manager and a director of an Australian building company were seeking an outside investor to provide the company with the needed resources to recover from a disastrous takeover. The two found such an investor in a Chinese entrepreneur and Sun Tzu master based in Hong Kong. To the shock of those involved with the Australian company, the Chinese investor used Sun Tzu war strategies to take over and destroy the smaller Australian company, while flouting ethical business practices and Australia's standards of corporate governance.

The Australians' naïveté and their desperate need for capital made the investor's tactics possible. With the benefit of hindsight and omniscient narration revealing the thoughts and actions of both parties, students can evaluate how the events in the case led to the shocking conclusion in 2015, leaving a shell of a company worth penny stock.

Teaching Note: 8B17M058 (8 pages)
Industry: Construction
Issues: secrets, strategy, corruption, corporate governance, Sun Tzu
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish

Product Number: 9B17M012
Publication Date: 1/17/2017
Revision Date: 1/17/2017
Length: 18 pages

Licensing is a strategy for technology transfer; and an approach to internationalization that requires less time or depth of involvement in foreign markets, compared to exports, joint ventures, and foreign direct investment. This note examines when licensing is employed, risks associated with it, intellectual property rights, costs of licensing, unattractive markets for licensing, and the major elements of the license agreement.

Issues: technology transfer, licensing, corporate strategy, internationalization, franchising, patent
Difficulty: 4 - Undergraduate/MBA

Jon Carrick

Product Number: 9B16M057
Publication Date: 5/30/2016
Revision Date: 5/27/2016
Length: 10 pages

In May 2015, a managing partner in an Australian venture capital firm faced a major dilemma. As one of five partners, he held the deciding vote on whether his firm, KTN Capital, would take an entrepreneur’s idea for a solar-powered water filter and build a new company around it, or instead, invest in the entrepreneur’s company. The venture capital firm would not be doing anything illegal by taking the entrepreneur’s idea because the entrepreneur had not properly protected his intellectual property through patents, but the decision-maker was struggling with the ethics of that choice. To further complicate the situation, the entrepreneur was very difficult to deal with, and the investment firm was facing pressure from the fund’s investors to find investments that would yield big returns. The managing partner had many business and ethical considerations to factor into his decision, and it seemed there would be no easy choice.

Teaching Note: 8B16M057 (10 pages)
Industry: Finance and Insurance
Issues: venture capital
Difficulty: 4 - Undergraduate/MBA

Matthew Wong, Adrienne Ng, Darren Meister

Product Number: 9B15M107
Publication Date: 11/10/2015
Revision Date: 1/27/2016
Length: 8 pages

A burgeoning mobile application entrepreneur has developed an interesting potential product with her friends. However, when she encounters an investment opportunity, she decides to seek legal advice for the first time in her business life. As a result of her initial meeting with a lawyer, she realizes how unprepared she is and some of the tough questions that she will need to answer.

Teaching Note: 8B15M107 (9 pages)
Industry: Information, Media & Telecommunications
Issues: Founder, law, legal advice, start-up
Difficulty: 4 - Undergraduate/MBA

Torben Pedersen, Jacob Pyndt, Bo Bernhard Nielsen

Product Number: 9B09M030
Publication Date: 8/27/2009
Revision Date: 9/2/2011
Length: 20 pages

MAN B&W Diesel (MBD), a subsidiary of MAN AG, had become very successful by having its large two-stroke diesel engines produced under licence in Asia. The success had led it to the position of world leader in ship engines, with world market shares between 70 and 80 per cent. The relationship between MBD and the licensees was characterized by both parties leveraging each other’s competencies. It was critical for MBD to access new knowledge in order to optimize products from the producing licensees. Similarly, the licensees leveraged access to the design specifications of the engines as well as expert knowledge and service offerings from MBD. Despite MBD’s success with the licence business model during recent years, new developments had triggered some concerns over the model’s long-term sustainability and feasibility, particularly with regard to competitors and intellectual property rights in China. Hence, the main challenge facing MBD was how to future-proof and perhaps adjust its business model to secure more control of critical knowledge and the licensees without jeopardizing the productive and lucrative licensee relationships.

Teaching Note: 8B09M30 (15 pages)
Industry: Manufacturing
Issues: Licensing; Global Strategy; Value Chain; Shipbuilding; Intellectual Property Rights; Europe; Korea; China
Difficulty: 4 - Undergraduate/MBA

Kersi Antia, Donna Everatt

Product Number: 9B00A012
Publication Date: 8/29/2000
Revision Date: 1/6/2010
Length: 13 pages

The founder and managing director of looks.com, a soon-to-be-launched Hong Kong based e-commerce site for brand name cosmetics, fragrances, skin care products and fashion aimed at Asian women, had to make a key strategic decision - should he engage in parallel importing? He considered this decision one that would likely have the largest impact on the success, or failure, of his dream. Parallel importing, also known as grey marketing, involves the legal, though disturbing practice (to many manufacturers and distributors) of sourcing products wholesale from unauthorized distributors. The case issue has universal appeal, given the ever-increasing prevalence of parallel importing throughout the world. Students are introduced to the Internet industry in Hong Kong, and are provided the background information for an in-depth analysis of the positives and negatives of engaging in parallel importing. A short supplement is available: Looks.com (B), 9B00A013.

Teaching Note: 8B00A12 (8 pages)
Industry: Retail Trade
Issues: Startups; International Trade; Pricing Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
The Business Plan: Creating and Starting the Venture

Kevin Xo, Zach Hamel, Eric Morse

Product Number: 9B17M084
Publication Date: 7/3/2017
Revision Date: 7/3/2017
Length: 7 pages

In early 2013, three young Nepalese entrepreneurs were deciding whether to launch Kaffeine, the first of a large chain of coffee shops, in Kathmandu, the capital city of Nepal. As experienced entrepreneurs, the partners were interested in a recently vacated location near Durbar Marg, a major street and shopping destination in Kathmandu that represented a unique opportunity to build a highly successful coffee chain. Coupled with the increasing trend in Nepal toward coffee drinking rather than tea, this was an opportunity the trio felt they could not pass up. The entrepreneurs had many things to consider, such as location, competition, target market, and how to measure the feasibility of this new venture.

Teaching Note: 8B17M084 (6 pages)
Industry: Accommodation & Food Services
Issues: go-to-market, new business entry, porter's five forces, emerging markets, financial projections
Difficulty: 2 - Intro/Undergraduate

Yves Plourde, Jean-Louis Schaan

Product Number: 9B15M013
Publication Date: 4/10/2015
Revision Date: 4/10/2015
Length: 14 pages

In May 2011, the Public Bike System Company, based in Montreal, Canada, was preparing to answer a request for proposal by New York City to create a financially self-sustaining public bike-sharing system. Three years earlier, the company, owned by the Montreal Transit Authority, had created Bixi, a service that made bikes available to members through docking stations, powered by solar energy, spread across the city. Although its financial structure was still unproven, it was a promising solution that aimed to revolutionize urban transportation. In partnership with other private bike-sharing organizations, the company had successfully expanded to Minneapolis-St. Paul and Washington D.C. but had experienced problems with its implementations in Melbourne, London and Boston. Furthermore, the system in Montreal could not provide evidence of profitability, forcing the city government to step in by guaranteeing loans and providing additional cash flow. It also did not have a clear business plan as to how, when and where its international expansion should take place. Now, news of its problems in Montreal had made headlines in New York, putting the future of its expansion ambitions in doubt.

Teaching Note: 8B15M013 (13 pages)
Industry: Other Services
Issues: Growth; strategy; expansion; Canada; United States; Australia; United Kingdom
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
The Marketing Plan

Margaret McKee, Ethan Pancer, Chantal Hervieux

Product Number: 9B16A052
Publication Date: 10/11/2016
Revision Date: 10/7/2016
Length: 10 pages

Hope Blooms was a social enterprise based out of Halifax, Nova Scotia, that grew its own garden produce and manufactured and sold a line of herb dressings. For a small social enterprise, it was remarkably successful. Hope Blooms had appeared on CBC’s Dragons’ Den and was constantly selling out of its products in local markets. In addition, it had secured placement in a national grocery retailer and was continuing to fulfill its social mission of empowering marginalized youth by providing education on food, sustainability, and entrepreneurship issues. These successes started to create a series of problems associated with production and capacity shortfalls associated with using a youth volunteer workforce, stock outs, and potential mission drift. As the executive director of Hope Blooms prepared for the final board of directors’ meeting in 2015, she wondered how to solve two of the organization’s fundamental problems: How could the retail operations provide stable employment for its youth members? How could Hope Blooms increase its profits to continue to expand its activities?

Teaching Note: 8B16A052 (12 pages)
Industry: Social Advocacy Organizations
Issues: social entrepreneurship, sustainability, non-profit, local
Difficulty: 4 - Undergraduate/MBA

Nicole R.D. Haggerty, Dan Hernden, Annika Wang

Product Number: 9B13A046
Publication Date: 1/23/2014
Revision Date: 7/27/2018
Length: 8 pages

In 2012, after conducting thorough research, two young entrepreneurs in Rwanda realize they have the opportunity to target the international budget tourists commonly referred to as “backpackers.” Only one European-style backpacker hostel currently exists in the capital city of Kigali, and the low-budget tourism industry remains significantly underdeveloped throughout the country. The partners have seen how successful this type of tourism has become in neighbouring countries and desire to replicate it in their homeland. One of them has inherited a piece of land in a quiet nature area by a lake only five minutes’ drive from a major international bus terminal. Although they have very few financial resources between them, they realize that a hospitality business providing tent accommodation and basic services will be cheap to operate and will attract budget-conscious travelers. Now, they must raise US$19,000 to start construction within the next six months before Rwanda’s high tourist season begins, and design a successful marketing plan to attract customers once the business opens.

Teaching Note: 8B13A046 (13 pages)
Industry: Accommodation & Food Services
Issues: marketing plan; tourism; new venture startup; breakeven analysis; financial analysis; strategy; emerging markets
Difficulty: 3 - Undergraduate

Chapter 9:
The Organizational Plan

Kent Walker, Ian Stecher, Francine Schlosser, Megain O'Neil-Renaud

Product Number: 9B18M008
Publication Date: 1/19/2018
Revision Date: 1/19/2018
Length: 11 pages

The London, Ontario, social enterprise For the Love of Laundry was founded in 2014 with the intention of selling homemade, eco-friendly soaps and using the profits to fund free laundry events in the community. In 2017, the founder's goal was to increase the scale of the business and its social impact. She needed to decide how to structure the organization to increase its scale while maintaining control of its strategic direction.

The founder compared the pros and cons of the four organizational structures available for social enterprises in Canada—for-profit organization, non-profit organization, registered charity, and co-operative—to decide which option would best suit the organization. She wanted to ensure that the organization’s social aspect remained central while she sought funds to increase its scale. She needed to balance the triple bottom line, but with a primary focus on the social component. She also needed to consider the importance of corporate identity for social enterprises in the scaling process.

Teaching Note: 8B18M008 (9 pages)
Industry: Social Advocacy Organizations
Issues: social enterprise, organizational structure, triple bottom line, non profit, charity, co-operative
Difficulty: 4 - Undergraduate/MBA

Chris Street, Ann C. Frost, Clayton Caswell

Product Number: 9B17C045
Publication Date: 11/23/2017
Revision Date: 1/4/2018
Length: 7 pages

Software development company iQmetrix Software Development Corporation (iQmetrix), headquartered in Vancouver, Canada, had enjoyed success and growth for over two decades. In July 2017, iQmetrix was confronted with the challenge of managing this growth while maintaining its organizational culture as a non-hierarchical, innovative, and open place to work—a place where the best ideas could come from anywhere and where people shared ideas openly and transparently with all. iQmetrix was considering the implementation of holacracy, an organizational design based on the fluid structuring of roles and teams and broadly shared leadership. As the company’s five executives prepared to meet, they needed to consider whether the organization could adopt such a radical organizational form and whether this would foster the continued success of the firm.

Teaching Note: 8B17C045 (9 pages)
Industry: Other Services
Issues: organizational change, organizational structure
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
The Financial Plan

Carri R. Tolmie, Thomas Tiemann

Product Number: 9B18M010
Publication Date: 1/17/2018
Revision Date: 1/24/2018
Length: 6 pages

By July of 2016, the craft brewery Steel String had established a successful pub in downtown Carrboro, North Carolina, near the University of North Carolina at Chapel Hill campus. With an active craft-brewing scene, North Carolina had lots of people looking for good, local beer in bars, restaurants, and bottle shops. Therefore, it was not surprising that Steel String had faced fierce competition from other craft breweries in their first few years of operation. However, the three owners’ determination led to continued growth, which allowed them to hire three other regular employees and several bartenders who worked one or two shifts per week. However, at the start of 2017, the co-owners had been grappling with several questions: Should they invest in the machinery and labour to start bottling their beer? Should they consider different pricing strategies? And finally, what ways could they give back to their community through their social responsibility efforts?

Teaching Note: 8B18M010 (8 pages)
Industry: Accommodation & Food Services
Issues: NPV, strategy, pricing, sustainability, beer industry
Difficulty: 1 - Introductory

Yuan Ding, Hua Zhang, Chun (Jane) Xie, Ellen Jiang

Product Number: 9B17B006
Publication Date: 3/24/2017
Revision Date: 3/24/2017
Length: 12 pages

SAPMER SA was a Southern Ocean fishing company started by three Réunion Island entrepreneurs with one ship in 1947. The company grew from an entrepreneurial venture to a corporate acquisition, then back to a beloved family business not expected to make much money. But in 2006, SAPMER SA tested the waters with a new tuna venture. The venture was successful, but the company saw a better long-term opportunity in occupying a niche position. SAPMER SA launched a strategic rebirth with a five-year plan to develop a new segment: super-frozen tuna fishing and processing in the Indian Ocean, addressing premium Asian markets in sashimi, tataki, and tuna loins and steak. SAPMER SA’s strategy resulted in strong performance, but in early 2013, when examining the financial records and the terms for purchasing newly acquired ships, the owner could see challenges ahead. To manage the challenges, the owner needs to know the reason for the improvement in return on equity, what potential problems could be identified from a DuPont analysis of the financials, and what bottlenecks to anticipate in the coming years.

Teaching Note: 8B17B006 (7 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: financial analysis, fishing, tuna, value enhancement, value chain, niche market
Difficulty: 5 - MBA/Postgraduate

Chapter 11:
Source of Capital

Vinay Goyal, S.K. Mitra

Product Number: 9B16B007
Publication Date: 4/13/2016
Revision Date: 4/6/2016
Length: 6 pages

In July 2015, the owner of the Anandam Company approached a bank for additional funding to meet the growing requirements of his garment manufacturing firm. The owner was confident about the financial prospects of his firm, with its fourfold increase in revenue and phenomenal increase in profit after taxes over the last three years. In a lengthy discussion with the bank manager, the owner shared the development of his company and the dynamics and growth opportunities of the garment and textile market in India. He believed his firm was performing strongly in a highly competitive industry environment. The bank manager instructed the loan officer to process the loan application as soon as possible and make a decision. Determining the health of the company would involve preparing a trend analysis and a common size statement, interpreting selected ratios, and preparing a basic statement of cash flows. Was the Anandam Company a good candidate for receiving a loan?

Teaching Note: 8B16B007 (17 pages)
Industry: Manufacturing
Issues: Ratio analysis, cash flow analysis, financial analysis, bank loan
Difficulty: 4 - Undergraduate/MBA

Mrinalini Shah, Anuj Kulkarni

Product Number: 9B15N017
Publication Date: 10/7/2015
Revision Date: 10/13/2015
Length: 10 pages

Two engineers founded a start-up for the design and development of Internet of Things and wearable technology products. They received initial seed capital from family in lieu of equity shares. The company developed a product that could be used to search for misplaced items through the user’s phone. The product was expected to be ready for mass production in a week. However, in spite of potential huge demand, the company did not have funds for mass production because it used the seed capital on the design and development. The supplier would not produce unless the start-up paid up front. The technology start-up needed to analyze all the available options for funding mass production of its product and choose the most suitable one.

Teaching Note: 8B15N017 (10 pages)
Industry: Manufacturing
Issues: Financial strategies, crowdfunding, Internet of Things, wearable, technology
Difficulty: 4 - Undergraduate/MBA

Maram Srikanth, Palanisamy Saravanan

Product Number: 9B15N009
Publication Date: 6/17/2015
Revision Date: 6/17/2015
Length: 10 pages

Covalent Laboratories Private Ltd. is involved in the manufacture of active pharmaceutical ingredients and bulk drugs in Hyderabad, India. In March 2012, the company added a new manufacturing plant and was in the process of obtaining regulatory approvals for its products from the U.S. Food and Drug Administration and the European Directorate of Quality of Medicines. Anticipating good growth, the company approached the Commercial Development Bank of India in June 2014 for sanction of a term loan of INR350 million over seven years towards expansion and modernization of its existing manufacturing facilities, including the construction of a captive power plant and effluent treatment plant. As the proposed financial assistance is long term in nature and the company is a new client with average financial strength, the head of the bank’s Corporate Banking Department faces a dilemma. He has asked a credit analyst to research the financial performance of the company and to assess the financial viability of and identify the risks in the proposal.

Teaching Note: 8B15N009 (7 pages)
Industry: Manufacturing
Issues: Working capital; pharmaceutical industry; risk mitigation strategy
Difficulty: 5 - MBA/Postgraduate

Chapter 12:
Informal Risk Capital, Venture Capital, and Going Public

Dominic Lim, Monique Tuin

Product Number: 9B18M027
Publication Date: 2/28/2018
Revision Date: 2/28/2018
Length: 10 pages

In February 2017, the co-founders of Passion Connect were considering potential monetization strategies for their company. Passion Connect was an online platform based in Bangalore, India, that helped people identify, nurture, and live their passions. The company provided users with curated content, events, and connections related to their passions—from painting and music to travel and food. Passion Connect aimed to raise a Series A round of venture capital financing by the end of 2017. The co-founders had to find an effective monetization strategy before approaching potential investors. They had to consider both qualitative and quantitative outcomes for each strategy, the fit with the business’s goals, and the impact on profitability, feasibility, and user experience.

Teaching Note: 8B18M027 (7 pages)
Industry: Information, Media & Telecommunications
Issues: monetization, start-up, venture capital funding
Difficulty: 4 - Undergraduate/MBA

Eric Morse, Ken Mark, David Kennedy

Product Number: 9B16M163
Publication Date: 10/4/2016
Revision Date: 10/4/2016
Length: 4 pages

In early 2016, the chief executive officer (CEO) of Pennycook Power Boats was approached by the CEO of a competitor, who was interested in purchasing Pennycook Power Boats and asked to see the company’s audited financial statements. The CEO of Pennycook Power Boats faced a dilemma: he wanted to engage in a meaningful discussion about a possible sale but also needed to protect his firm's business interests. See supplement 9B16M164.

Teaching Note: 8B16M163 (4 pages)
Industry: Manufacturing
Issues: mergers and acquisitions, competitive response, family-owned enterprise, accounting disclosures, valuation
Difficulty: 4 - Undergraduate/MBA

Eric Morse, Michael R. King, Ryan Quirt, Ramasastry Chandrasekhar

Product Number: 9B16N052
Publication Date: 9/19/2016
Revision Date: 3/5/2018
Length: 16 pages

Spin Master, a children’s toy and entertainment company, was getting ready for an initial public offering (IPO). Its founders were weighing their options with regard to some core issues: What was the right positioning for Spin Master with potential investors? What was the right approach to valuing the business? How did that approach translate into enterprise value, equity value, and share price for the IPO?

Teaching Note: 8B16N052 (8 pages)
Industry: Retail Trade
Issues: initial public offering, enterprise value
Difficulty: 5 - MBA/Postgraduate

Nakul Gupta, D.P. Goyal

Product Number: 9B12M075
Publication Date: 9/5/2012
Revision Date: 5/7/2013
Length: 9 pages

It was February 2012 and the founder of Nurturing Green, a plants-as-gifts enterprise, faced an important business decision. As he pondered the deal presented to him by an investment firm, he wondered about the wisdom of giving up 50 per cent control of his company in return for the investment firm’s offer of $10 million in capital funding. Would the investors take control of the company out of his hands, or would they provide necessary capital and useful business experience? Further, if he acquired the venture capital, how and where should he allocate the funds and his efforts to maximize the degree of leverage his business could gain from the influx of capital? Should he invest in building warehouses to better serve his customers by achieving lesser lead times? Should he invest in research and development to increase the knowledge capital of his business, or should he consider other options?

Teaching Note: 8B12M075 (11 pages)
Industry: Retail Trade
Issues: Green Business; Venture Capital; Finance Management; India
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Strategies for Growth and Managing the Implications of Growth

Atul Arun Pathak, Sunil Kumar Sarangi

Product Number: 9B17M143
Publication Date: 9/22/2017
Revision Date: 9/22/2017
Length: 12 pages

In July 2015, the founder of YourStory Media Private Limited (YourStory) needed to make key strategic decisions to scale up her business. YourStory was a top-ranked online media platform that focused on developing the entrepreneurial ecosystem in India by publishing news stories about entrepreneurs and start-ups and by organizing entrepreneurial conferences and events. Since its inception in 2008, the company had grown slowly and steadily using its own funds. However, it needed to expand rapidly in order to attract venture capital funding. YourStory’s founder knew that potential investors would translate their initial interest into actual investments only if she was able to demonstrate that YourStory had a coherent, comprehensive, and consistent story of its own. She had identified various strategic growth alternatives: given the evolving online media marketplace, which should she pursue to meet her expansion goal?

Teaching Note: 8B17M143 (11 pages)
Industry: Information, Media & Telecommunications
Issues: online media, growth strategy, entrepreneurship
Difficulty: 5 - MBA/Postgraduate

Lawrence A. Plummer, Simon Parker

Product Number: 9B17M073
Publication Date: 5/16/2017
Revision Date: 5/16/2017
Length: 5 pages

In July 2014, the president and co-owner of Sunshine Fresh Inc. (Sunshine), a food service manufacturing company in Totowa, New Jersey, needed to make a decision about the best location for the company’s new West Coast expansion. Sunshine had built a strong reputation on the U.S. East Coast for high-quality refrigerated kosher pickles. Among Sunshine’s most valued clients were several casinos located in Atlantic City, New Jersey, and headquartered in Las Vegas, Nevada. Recently, a food purchaser for one these casinos casually mentioned to Sunshine’s vice-president that his casino’s customers in Las Vegas would love to have Sunshine’s pickles too. This brief exchange led to an expansion plan that required Sunshine to choose a location for its West Coast operation. The company’s managers had visited several cities in the Western United States to explore their options, and had carefully weighed the pros and cons of the two main contenders—Los Angeles, California, and Las Vegas, Nevada—against five essential criteria. Now, they needed a firm decision: Which metropolitan area was the best location for Sunshine’s new pickle plant?

Teaching Note: 8B17M073 (8 pages)
Industry: Accommodation & Food Services
Issues: location choice, expansion, clustering
Difficulty: 4 - Undergraduate/MBA

Dominic Lim, Eric Morse

Product Number: 9B17M001
Publication Date: 1/6/2017
Revision Date: 1/6/2017
Length: 10 pages

NeoGenius Co., Ltd. (NeoGenius) was an early-stage entrepreneurial venture based in South Korea. Founded in February 2000, NeoGenius provided a wide range of business-to-business (B2B) e-business software and related services. In June 2001, the company was up and running, but it faced competition from larger firms, and the effects of a global economic downturn; as a result, its financial performance was falling short of expectations. NeoGenius had received significant offers from three different entities: a business partner, a competitor, and a venture capitalist. The chief executive officer had only a short time to choose from several options, including growth and exit.

Teaching Note: 8B17M001 (7 pages)
Industry: Information, Media & Telecommunications
Issues: new venture growth; new venture management; startups
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish

Product Number: 9B16M032
Publication Date: 3/9/2016
Revision Date: 8/29/2019
Length: 11 pages

By September 2015, Deep Roots Distillery (DRD) had been operating for 22 months. While starting up had taken a little longer than originally estimated, material progress was now evident. By November 2015, the company expected to have six of its products (either spirits or liqueurs) available in the Prince Edward Island liquor store outlets. However, numerous questions remained for DRD’s owner and his small, family-run business. Given capital and resource constraints, how could DRD grow into a competitive business? How should time be allocated between research and development, production, marketing, and administration? Would the start-up’s current product/market strategy allow it to achieve its goals? If not, which expansion route should DRD take?

Teaching Note: 8B16M032 (10 pages)
Industry: Accommodation & Food Services
Issues: dfifferentiation strategy, industry analysis, SWOT, market segmentation, family business, organic, 80-20 rule, breakeven analysis; SME
Difficulty: 4 - Undergraduate/MBA

Brian Anderson

Product Number: 9B12M002
Publication Date: 8/14/2012
Revision Date: 8/9/2012
Length: 8 pages

In 2011, Cate & Levi is a specialty gift manufacturer — primarily of children’s toys and clothing — based in Toronto, Canada. The founder of Cate & Levi is pondering growth options for his firm, recognizing that the business model so successfully employed to earn the company its first $1 million in revenues is not likely to sustain the company’s momentum. Just three years old, the company has grown dramatically in no small part due to its unique business model and design. Looking ahead, however, the founder is concerned that the business is not sustainable — the predominant raw materials used for the products are reclaimed wool sweaters, and each product is cut and sewn by hand both in-house and through contract labour across Canada. The case presents a series of growth alternatives for students to analyze and consider, contrasted against the constraints found in an adolescent business: constrained capital and human resources, limited brand recognition, and an underdeveloped supply chain.

Teaching Note: 8B12M002 (6 pages)
Industry: Manufacturing
Issues: Organizational Growth Strategies; Managing Growth; International Expansion; Entrepreneurial Management; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Accessing Resources for Growth from External Sources

Paul W. Beamish, Harold Crookell

Product Number: 9B16M044
Publication Date: 3/24/2016
Revision Date: 2/24/2020
Length: 8 pages

In 2015, two years after signing a license agreement in the United Kingdom, Cameron Auto Parts (Cameron) now faces an opportunity to establish with another firm a joint venture in France for the European market. However, the prospect upsets the U.K. licensee who is clearly doing very well, and who even wants Cameron to consider joint venturing with him in Australia. The case ends with Cameron, run off its feet in North America, trying to decide whether to enter Europe via licensing, joint venture or direct investment. (This case is a sequel to Cameron Auto Parts: Early Internationalization, case (9B16M043).

Teaching Note: 8B16M044 (6 pages)
Industry: Manufacturing
Issues: corporate strategy, exporting, licensing, joint venture; SME
Difficulty: 4 - Undergraduate/MBA

George Peng, Paul W. Beamish

Product Number: 9B12M032
Publication Date: 4/3/2012
Revision Date: 3/29/2016
Length: 17 pages

In mid-2010, the president and chief executive officer of Phase Separation Solutions (PS2) needed to address potential cooperative opportunities with separate Chinese organizations regarding its Thermal Phase Separation (TPS) technology. PS2 was a Saskatchewan-based small environmental solutions company that had grown under the president's entrepreneurial direction to become a North American leader in the treatment of soil, sludge, and debris impacted with various organic contaminants. The company specialized in the cleanup of two waste streams using its TPS technology. The first was the remediation of soil contaminated with persistent organic pollutants (POPs) such as polychlorinated biphenyls (PCBs). The second was recovering usable oil from industrial sludge generated in various industries such as the oil and gas industry.

Teaching Note: 8B12M032 (17 pages)
Industry: Other Services
Issues: Growth Option; Pollution; Technological Change; Joint Venture; Entrepreneurial Business Growth; Entry Mode; Canada; China
Difficulty: 4 - Undergraduate/MBA

Albert Wöcke, Christine Yiannakis

Product Number: 9B10M059
Publication Date: 7/29/2010
Length: 15 pages

The case deals with the evolution of a socially based business that provides education and work-preparedness to underprivileged people in South Africa. The case takes place in South African townships and involves the formation of a firm that provides poor African people with tools to help them become ready for and gain employment, or start their own business. The Ebio business model requires close community involvement and an understanding of African culture. The entrepreneur and his team have proven the concept works but now have to scale up the enterprise. He has to decide how to expand his team, what the cost of attracting additional team members will be and whether they will fit into his unique business model.This case has been used in MBA entrepreneur courses and executive education courses for social entrepreneurs to illustrate the difficulties in commercializing a socially based firm.

Teaching Note: 8B10M59 (8 pages)
Industry: Social Advocacy Organizations
Issues: Partnership; Cross Cultural Management; Entrepreneurial Business Growth; Social Entrepreneurship; GIBS
Difficulty: 4 - Undergraduate/MBA

Chapter 15:
Succession Planning and Strategies for Harvesting and Ending the Venture

Jean Lee, Liman Zhao

Product Number: 9B18C002
Publication Date: 1/19/2018
Revision Date: 1/17/2018
Length: 11 pages

This case discusses the question of the inheritance of power and entrepreneurial spirit in the family run Xinjiang Yier High Technique Agriculture Company and its wine brand and subsidiary Xinjiang Xiangdu Winery Co. Ltd. (Xiangdu). In 1998, the company’s founder took her family to break new ground for growing grapes in the vast expanse of the Gobi Desert. In 2002, she founded Xiangdu, and the company’s focus gradually shifted from grape growing to wine making and upgrading the grape processing infrastructure. In June 2016, having reached age 65, the founder called a senior management meeting to discuss a number of challenges that Xiangdu was facing. After her departure, could Xiangdu continue to achieve great success? Should the founder fulfill her husband’s last wish to make Xiangdu a public company? How should Xiangdu move forward?

Teaching Note: 8B18C002 (12 pages)
Industry: Accommodation & Food Services, Agriculture, Forestry, Fishing and Hunting
Issues: entrepreneurial orientation, succession, entrepreneurial spirits, family business
Difficulty: 4 - Undergraduate/MBA

Vanessa M. Strike, David Bentall, Christine Lowe

Product Number: 9B16C051
Publication Date: 12/15/2016
Revision Date: 12/14/2016
Length: 12 pages

Greg Simpson was the chief executive officer of Simpson Seeds Inc. (SSI). He and his two brothers, second-generation owners of a family farm, had started the seed company. From humble beginnings in Moose Jaw, SSI had grown to be the largest privately owned lentil exporter and seed retailer in Saskatchewan, Canada, distributing pulses to nearly 80 countries worldwide. Simpson and his brothers had recently added a new red lentil–splitting plant to the family business; however, the new plant required leadership. The brothers were also considering how to continue the family legacy. Transitioning management and leadership of SSI would not be easy. Five of nine cousins from the third generation worked at SSI. Would the new plant be the ideal launching pad for the third generation, allowing them to learn how to lead and manage a segment of the family business? Simpson and his brothers were scheduled to meet on Monday, when Simpson was to deliver a proposal for succession planning.

Teaching Note: 8B16C051 (8 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: family business, succession, leadership
Difficulty: 4 - Undergraduate/MBA

Rajesh Panda, Pooja Gupta, Madhvi Sethi

Product Number: 9B16M183
Publication Date: 10/31/2016
Revision Date: 11/30/2016
Length: 9 pages

Amarnath Gupta and Sons was a distributor of lubricants and owner of a petrol pump based in Alwar, Rajasthan, India. The business was originally set up as a family-owned single petrol pump in 1953. The family member currently in charge of daily operations had expanded the business significantly, especially since the entry of new multinational players in the Indian lubricant market. In 2013, this owner-partner was looking at ways to involve his children—one of whom had finished college (a son), one of whom was in college (a daughter), and one of whom was about to start college (a son)—in the family business. Should three businesses be established for each of the three children, or should they all be part of the same business? How could the next generation enter the business successfully? This case won the 2015 ISB-Ivey Global Case Competition in the entrepreneurship category. The ISB-Ivey case competition was sponsored by ISB.

Teaching Note: 8B16M183 (10 pages)
Industry: Retail Trade
Issues: family business; succession, petroleum products
Difficulty: 4 - Undergraduate/MBA

Vanessa M. Strike, Alykhan Alidina

Product Number: 9B16M159
Publication Date: 9/23/2016
Revision Date: 9/23/2016
Length: 12 pages

It was the summer of 2015 when the son of a family-owned real estate business in Vancouver was struck by love and decided to follow his heart to India. However, leaving his family’s business was easier said than done. The family had no formal documents that provided members with an exit strategy or remuneration. There were no wills or financial plans, and whatever money was available to finance a move abroad was tied up in the family business, which was operating at a loss. At stake was the pending sale of a commercial property that could inject nearly $3 million into the family’s coffers. Before leaving, which short- and long-term issues needed to be addressed to ensure the business and the family estate were prepared for the future? How should the family move forward when faced with the realization that the children might not be interested in taking over the business?

Teaching Note: 8B16M159 (16 pages)
Industry: Real Estate and Rental and Leasing
Issues: family business, succession, exit strategy, real estate
Difficulty: 4 - Undergraduate/MBA

Anne T. Lawrence, Anthony I. Mathews

Product Number: 9B10M049
Publication Date: 7/5/2010
Revision Date: 5/10/2017
Length: 12 pages

Should a fast-growing, employee-owned solar electric company accept a buyout offer from a private equity investor? Could it do so without sacrificing its distinctive, high-involvement culture? Namasté Solar, a 55-person firm based in Boulder, Colorado, designed and installed solar electric systems for residential, commercial, non-profit and government customers. In 2008, the company had been growing at breakneck speed for the past four years, since government incentives for the purchase of renewable energy had created a market for solar electric systems in Colorado. Now, two investors had approached the firm with serious buyout offers. A buyout would bring a new infusion of capital to the firm, enabling it to expand more quickly and install more solar systems, and employees with vested shares would benefit from an attractive sales price. However, Namasté, from the outset, had been committed to building a democratic, high-involvement culture. Ownership was widely shared, and all employees, whether or not they held equity, were encouraged to participate in strategic decisions facing the firm. Many were concerned that selling the company would mean sacrificing the firm's carefully crafted culture. What was the best way forward for Blake Jones and the green energy company that he and two partners had founded?

Teaching Note: 8B10M49 (8 pages)
Industry: Utilities
Issues: Solar Electric Industry; Employee Ownership; High-involvement Culture; Acquisitions
Difficulty: 4 - Undergraduate/MBA