High School Specific
(Listed in alphabetical order)


It was a cold day in February 1986 when Colin and Ed Power of Grand Falls ' Newfoundland were out for their daily training run. During these runs the brothers often discussed possible business ventures and the decisions they would face. This day the topic was whether they should open a quality sports shoes and clothing business and, if yes, where it should be located.

Intended course: Introductory Marketing, Introductory Business, Entrepreneurship Decision Making


"Two of the biggest barriers to starting my sole proprietorship are gathering the appropriate market information and convincing the money lenders that I am not just another long-haired 19 year-old guy who wants to be a rock star. I have to convince people that I am absolutely set on pursing my dream of building customized acoustic and electric guitars and offering a full range of stringed musical instrument repair services." These are the thoughts of Chris Griffiths of St. John’s, Nfld. As he begins his business planning during the spring of 1992.

Intended course: Small Business Concepts, Entrepreneurship, Market Research Concepts, Financing Issues

HAIR IMPACT - St. John’s, Nfld.

Hair Impact, a business which manufactures and markets hair accessories within St. John’s and Mount Pearl, has been somewhat successful in the past two years and its owner, Samantha Wakeham, is seriously considering expansion in the near future. She has been offered a business proposition by the owner of a local exercise spa to market her products. Samantha is definitely interested in the offer; however, she is concerned about her ability to supply her hair products to the spa at a profit. The owner has offered her three choices. Samantha is forced to seriously review the total costs and prices of her hair products and the potential profit before she can accept any one of the offers.

Intended course: Introductory Business, Small Business Management

THE HEAD ROOM - St. John’s, Nfld.

Trish stood at the window of The Head Room, overlooking the harbour of St. John’s, and wondered how much longer she and her partner, Glenda, would operate their business from this location. Their lease was coming up for renewal and they had the option of either staying, or purchasing an older home in another area of the city. They had seen their hair salon business grow substantially since 1987, but they now felt that in order to continue to grow they needed to expand their services and products to their clients. However, this decision would also mean that they would be required to make a significant financial investment in the purchase of the new building. It was very important that they not lose many customers by this move and be able to maintain the same volume of business. They needed to perform research to determine their customers’ loyalty.

Intended course: Entrepreneurship, Consumer Studies, Introductory Marketing, Business Decision Making, Small Business Management


"The Pelagic processing area at the plant in Valleyfield, Newfoundland, has not worked out as well as we had hoped for processing capelin," identified the General Manager of Beothic Fish Processors Ltd. "Although the company continues to be very successful, if we are to offer competitive prices and still earn a profit we must keep our production costs as low as possible, and given that production costs are a function of production efficiency, it is imperative that we improve our present production system. It appears to me that we must look carefully at our existing plant layout to accomplish this."

Intended course: Introductory Business, Entrepreneurship Decision Making


Charlie Johnston, President of Johnston Processors Limited, operators of three One Hour Drycleaning franchises, sat in his office in downtown St. John's and considered the information in front of him. It was March 28, 1991, and Charlie's accountant, Harry Wood, had just presented him with a draft copy of his financial statements for the year ended January 31, 1991. "This indicates that we've experienced another decrease in sales and profits," Charlie commented. "Obviously, our bankers will not like this situation at all. This would have a severe negative effect on my other companies. As you know, my wife, Marie, and my daughter, Christina, operate this company. We'll have to analyze this company's situation further to see where our problems are and what can be done to solve them." Harry, of Wood and Smythe, Chartered Accountants, nodded in agreement. "Unfortunately, we won't be able to do the analysis for you. As a small, independent firm, our personnel resources are stretched to the limit at this time of year. Why not ask someone from the University's Small Business Centre to conduct this study?"

Intended course: Small Business, Entrepreneurship


"I guess it's decision time," said Lawrence Hall to his wife, Danielle. By March 2, 1992, the Halls had spent two months investigating the purchase of Good Fotos Limited, a combination photographic supply store and film processor located in a shopping mall in Halifax, Nova Scotia. "I think you're right," replied Danielle. "We've probably received the best offer that the present owner, Harry Mitchell, is going to make. We must now carefully review Our personal financial situation, reexamine the company's financial information provided by Mr. Mitchell, and reassess our personal goals in order to confirm this is what we really want. After the commitment is made, it will be too late to change our decision."

Intended course: Small Business, Accounting Concepts, Entrepreneurship


"How can this be?" exclaimed Helene Leclerc, President of L'Ecole Des Eludes Commerciales. It was Monday, March 12, 1991, and Helene had just been told by Jean Roy, her bank manager, that her four year old company in Moncton, New Brunswick, had borrowed $40,000 more than its allowed line of credit. The bank had given her 30 days to bring the account back within the assigned credit limits. "Our enrolment has grown from 400 students in 1986 to 1,100, and our revenues have grown correspondingly. What has gone wrong with my organization?"

Intended course: Small Business Management, Business Enterprise, Entrepreneurship

NIGHTSHIFTS - St. John’s, Nfld.

In January 1993, Karen launched her independently owned and operated sewing venture which she name, "Nightshifts." During the first month of operations in her Mount Pearl, Newfoundland home, Karen sewed twenty flannel ladies’ nightshirts and prepared to sell them at a local flea market. The support of friends and family gave her great confidence that her $16.00 flannel nightshirts would be quickly sold. Unfortunately, Karen knew very little about the competitive crafts industry or about cost projections and her initial sales were very poor. At present, her spirits are crushed and her resources exhausted. Karen must now decide how to proceed.

Intended course: Entrepreneurship, Small Business, Marketing Concepts


It was late April 1992, when Memorial University of Newfoundland business students Tom Cooper and Ken Jerrett finished their exams for the term. Like thousands of high school and post-secondary students across the province, Tom and Ken were looking forward to getting worthwhile summer jobs to earn some money for the upcoming school year. A summer job would also satisfy the work term component of the business cooperative programme in which they were enrolled at university. However, in the weeks leading up to the summer term, they both realized that good jobs, actually any jobs, were scarce. With the summer rapidly approaching, Ken and Tom looked at their options. They could either continue looking for suitable jobs or they could consider starting a summer business and, as Tom said, "Make or own fate." Being entrepreneurs at heart, the pair seriously began to consider forming their own business venture in St. John’s. Now, they have to research their idea and formulate a business plan.

Intended course: Enterprise Education, Entrepreneurship, Small Business


Steve is the owner of R.S.V.P., a sole proprietorship operating out of his garage which he converted to an editing studio and business office. Before heading off to a day of classes at university where he was in the Bachelor of Commerce program, Steve checked his answering machine. There was only one message, but it was the one he had feared the most. The call was from loans officer at the bank and she needed to talk to him urgently. Steve knew he was late on his last payment and his bank account was no healthy enough to have another payment taken out. His unfortunate cash flow situation as a result of his seasonal sales had finally caught up with him. He knew once he returns the bank’s call that they would not be very sympathetic to his situation. But it was not his way to run away from his problems. He called Katherine, the loans officer, and arranged a meeting for the following day.

Intended course: Small Business Management, Entrepreneurship (Financial Strategy), Business Decision Making


The telephone rang on Saturday afternoon, October 10, 1992, as Fred Jones, 50% owner of Salmon River Inn Limited, was settling in front of the televised World Series game between the Braves and the Blue Jays. The caller, his sister Eileen, who was the only other shareholder, sounded very upset. "I just had a call from our cook, Walter," she said. "The bank returned his payroll cheque because of insufficient funds." Fred was shocked. As a busy consulting engineer living in St. John's, he had not had time to help his sister operate the Inn, which was located at Salmon River, almost two hundred kilometres from the city. He realized, however, that the bank's action could adversely affect the reputation of the Inn, especially in the small community of Salmon River, Newfoundland. After some additional discussion, Fred agreed to meet Eileen at Salmon River the following morning.

Intended course: Small Business Management, Entrepreneurship


It was a beautiful winter morning in December 1989, and Robert and David Kennedy were having a meeting to discuss future plans for the egg production operation of their company, Staken Farms Limited, which they operated on the west coast of the province. David began, "Robert, I think it’s time we did something about that grading equipment. Either we use it or get rid of it and use the space for something else." However, they knew that before they made any decision they would have to look at the cost and benefits of their options. The option to begin grading would require the most work since they knew they would need to gather information and formulate some kind of "business plan" for the operation.

Intended course: Introductory Business, Entrepreneurship, Business Decision Making


It was March 1992, and Forned Adams, President of Terra Nova Industries Ltd., sat in hos office reviewing correspondence to and from the Department of Finance, contemplating his next move. He had written them on several occasions in am attempt to determine the procedures and rationale for the Retail Tax system. Their responses were not what he wanted to hear and his frustration was enhanced by their preoccupation with another issue.

Intended course: Small Business Management, Enterprise Education, Entrepreneurship, New Venture Creation


Chris White telephoned his friend, John Noel, to inform him that Twin Peaks Building Supplies was for sale and added that "the price is right", John replied, "that’s great – we don’t have any experience in that kind of business but at least we won’t have to prepare a plan and work as hard as if we were starting a new business." Within a month, with their personal savings, an operating line of credit and a mortgage on the property, Chris and John acquired their first business. On July 1, 1990, the sign on Twin Peaks Building supplies read "open under new management." After just nine months of operation, Twin Peaks Building supplies was notified by its bank that it was concerned with its financial position. The bank requested that the company provide a plan to address the current situation and also a strategic plan to increase the company’s profitability.

Intended course: Enterprise Education, Entrepreneurship, Business Enterprise

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