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Strategy
(Listed in alphabetical order)



ATLANTIC WATERFOWL FESTIVAL

Carol Currie, the Managing Director, and Lew Clarke, Chair of the Board of Directors of the Atlantic Waterfowl Celebration, were meeting to discuss the future of the organization. They knew the organization had not been as successful as they had hoped in 1994, but its head was still above water. Lew felt that they had lost the momentum created from a strong growth period in the early 1990’s. What went wrong? Could they revitalize the organization in time to keep the Celebration going? The 1995 event was only 8 months away.

Intended courses: Introduction to Business Management, Introductory Marketing, Recreation and Tourism Marketing, Community Tourism, Entrepreneurship, Economic Development, Business Policy/Strategic Management


ATTRACTING DYNO INDUSTRIES TO NEWFOUNDLAND - Nfld.

The experience of Dyno Industries in Salengen provides evidence of the potential and constraints of methods used to generate economic development in peripheral regions. By enabling students to view the issues involved from the perspective of a regional development agency, the case allows the pros and cons of this development approach to be analyzed. Because it also provides information on how individual firms interrelate in a region, it also encourages for discussion of firm strategies in remote areas. Finally, because the core of the case is based in a region outside Canada, students can relate the factors involved to their own region gaining an appreciation of comparative business studies.

Intended courses: Small Business and Regional Development, Business and Government, Regional Development Policy, Business Strategy, New Venture Creation


THE BUSINESS INITIATIVES GROUPS: PEAT-TO-ENERGY PROJECT EVALUATION - Nfld.

In late June 1993, members of the Economic Recovery Commission’s Business Initiatives Group, prepared for a meeting with Premier of Newfoundland, concerning the future of the Stanton Group peat-to-energy cogeneration project. This American energy project development firm had proposed to build a 40-megawatt electricity generating facility in the town of Stephenville, near Newfoundland’s west coast.

After nearly eighteen months work by the Staton Group, and a comprehensive cost-benefit analysis prepared by the provincial Department of mines and Energy, the time had arrived to decide whether or not the project would proceed. While the ultimate decision regarding the project’s future was the responsibility of the Premier and the Cabinet, recommendation from the Commission, through the business Initiatives Group, had great influence. The Group would have to determine if the project represented a positive economic development strategy.

Intended courses: Small Business and Regional Economic Development, Entrepreneurial Decision Making


CAMBRIDGE SUITES

Having worked within rigid top-down management structures for many years, Paul Stackhouse, manager of the Cambridge Suites, Halifax, believed that the same or better quality of service and product could be achieved with a different approach. As he studied and learned more about the principles of "quality management," he found a management philosophy and process that seemed to fit his own beliefs.

Intended courses: Business Management, Hospitality Management, Tourism Marketing, Human Resource Management, Organizational Behavior, Strategic Planning


CAPE BRETON CHALETS - Port Hawkesbury, N.S.

With the tourist season only six months away, David O’Brien needed to decide soon whether to proceed with his proposed venture and begin construction of an upscale housekeeping chalet complex. This case requires analysis of marketplace and competitive data, development of a marketing plan under conditions of high uncertainty, and consideration of the importance of a well developed concept or vision.

Intended courses: Marketing Management, Marketing, Planning/Strategy, Marketing of Services, New venture Creation


CASH COMPUTER SUPPLIES - St. John’s, Nfld.

Cash Computer Supplies is a relatively small mail-order business that sells high quality computer hardware and accessories at notably reduced prices. This case concentrates on its owner, Brian Whiteway, a student studying business at Memorial University of Newfoundland, and his attempts to increase the profitability of his company. Topics include strategic development, marketing and future company viability. Intended courses: Introductory viability.

Intended courses: Introductory Marketing, Introductory Business, Entrepreneurship, Small Business Management


CLEARVIEW WINDOW LIMITED (A) - Halifax, N.S.

Clearview Windows Limited (A) is the first of two-part case series which deals with the issues surrounding a small window manufacturing company when it experienced financial difficulties. Clearview Windows Limited (A) deals with the factors which lead it to the brink of bankruptcy and the alternative chosen by management to improve the situation.

Intended courses: Small Business, Entrepreneurship, Business Policy


DISKCOMP SYSTEMS - St. John’s, Nfld.

DiskComp Systems was started in September 1989 by Peter Lumley and John Slavco to develop and market a microprocessor-controlled vending machine designed to facilitate the sale of computer disks y university computer centres. By March 1991, the prototype had been developed and a test market had been conducted by Datastorage (disguised multinational disk manufacturer) of twenty machines in Canadian university computers labs. Datastorage wanted the exclusive worldwide license for DiskComp’s device in exchange for a royalty of $100 per unit. Peter though the market potential could be 40,000 unit in North America alone, and wanted to exploit it more fully.

Intended courses: Small Business Management, Entrepreneurship, Strategic Management, Business Policy


THE ENTREPRENEUR'S MARKETING SOURCE INC. - Saskatchewan

This case presents a situation facing a young entrepreneur who must make a decision about the strategic direction of his company. It asks the students to analyze the business environment surrounding the company, and identify and evaluate alternative courses of action.

Intended cources: Strategy, Marketing, New Venture Creation, Business Plan


FLORENCEVILLE CURLING CLUB - Florenceville, N.B.

Ray Brennan and Clayton Buckingham, senior members of the executive for the thirty two year old Florenceville Curling Club, were asked to make recommendations for the club’s future and lead it out of its financial difficulties; drastic changes needed to ensure that the upcoming 1989/90 season would not be the club’s last. This case requires analysis of the 4 P’s of marketing a SWOT analysis for the development of a marketing strategy, and examination of the management structure.

Intended courses: Introductory Marketing, Marketing Strategy, Business Policy


THE HEAD SHOPPE - Maritimes

Convinced the Head Shoppe needed a new strategy for future growth, Peter Mahoney, Operations Manager for the largest chain of hairstyling salons in the Maritimes, needed to quickly decide whether to exercise the option to acquire the exclusive Canadian distribution rights to a state – of – the – art computerized accounting system.

Intended courses: Strategic Management, Business Policy, Small Business Management


INDUSTRIAL EQUIPMENT SALES & SERVICE, INC. - Saint John, N.B.

Faced with the all too familiar opportunity to buy out his father-in-law’s competing business, Jim Costello, President and founder of Industrial Equipment Sales and Service Inc., was in a quandary; the two men had been close to finalizing deals three times in the past, but each time Ron Hines backed out at the last minute, causing a rift in the family. Even though things seemed different this time, Jim wondered if he should just ignore the opportunity, or try yet again to strengthen his company while risking more tension in the family.

Intended course: Small Business Management, New Venture Creation, Entrepreneurship, Business Policy, Strategic Management, Family Enterprise


ITEK ENGINEERING - West Royalty, PEI

In September of 1989, Mr. Al Tanton, President of Itek Engineering, West Royalty, reflected on the events of the last twelve months. He had successfully secured a manufacturing license from Elge Heat Exchangers of Sweden, and distribution rights from Naval Valves of Finland and ISS Heat Meters of Denmark. Al was pleased with the joint venture relationship with each company and the quality of the products, but now he faces decisions about future operations of his company.

Intended courses: Small Business Management, Entrepreneurship, Introductory Business


LAER PRODUCTS - Arichat, N.S.

Laer Products, located in Cape Breton, is a small manufacturer of fish oil products for the pet food supplement market. They have been in operation for eight years and have most of the wrinkles out of their manufacturing process. The pet food supplement market is beginning to grow and markets for their products, Bio-Glow and Vitashine, have expanded to include the Atlantic Provinces, Quebec, Ontario and the New England States. So far, they have only one paid full-time employee, Pat Jobe, their technician and production manager.

The owner, Andre Boudreau, has invested approximately $160,000 into the firm and had yet to see a profit. His son, Jacques, is just completing his Bachelor of Commerce degree at Saint Mary’s University and he is considering the wisdom of joining the business firm on a full-time basis upon graduation. Laer would only be able to afford his salary if they receive approval for a refinancing package that is outlined in the case. Jacques would become Laer’s Marketing Manager.

Intended courses: Entrepreneurship, Small Business Management, Business Policy, Strategic Management


MOUNTAIN GAP RESORT

Not in 75 years, had Mountain Gap Resort been faced with such an onslaught of external events - a recession, downturns in business and unanticipated failure of the new Upper Clements Park. A new strategy was urgently needed if the resort was to continue profitable operations. Entrepreneur and one of the owners, Ann Goddard, and managing director, Beth Earle-Lambert, were faced with major decisions that would impact on the future of the resort.

Intended courses: Economics, Entrepreneurship, Small Business, Financial Planning, Strategic Planning, Tourism Destination Planning, Tourism Marketing


MULTIFORM CONTAINERS INC. - Sackville, N.S.

In the summer of 1989, Tom Foster, President of Multiform Containers Inc., received the financial statements for the year ended February 28 from his accountant. The numbers confirmed that a visible market niche existed for a small company specializing in producing paperboard boxes for local manufactures.

Intended courses: Entrepreneurship, Small Business Management


NCA MICROELECTRONIC - N.B.

This case describes events leading up to a situation in which a high technology start-up company in New Brunswick must develop a marketing strategy for a new product. The company has successfully developed the technology, but has been frustrated in marketing its new products. The case describes experiences common to small technology-driven entrepreneurial companies especially in Atlantic Canada. Analysis and discussion of the issues should bring users of the case a better understanding of typical challenges facing small, technology-driven, start-up companies located in the Atlantic region. The case illustrates that an entrepreneur needs more than technological excellence.

Intended courses: Technology Management, Entrepreneurship, New Product Development, Introductory Marketing, Strategic Management


THE NEWFOUNDLAND DIVISION OF THE CANADIAN HEART FOUNDATION - Nfld and Labrador

Time was running our for Tina Fagan, Executive Director of the Newfoundland and Labrador Division of the Canadian Heart Foundation; only three weeks remained for her to develop a marketing plan to meet the objectives of realizing growth and efficiency, and gaining foundations status.

Intended courses: Introductory Marketing, Not for Profit Marketing, Consumer Behaviour, Market Research, Strategy and Policy


NEWTECH INSTRUMENTS LIMITED - St. John’s, Nfld.

This case is set in March 1992, when the management of NewTech is facing the decision of whether to expand their manufacturing facilities, and if so, to what extent and by what means. The decision to expand rests on projects of future sales, but these are only projections and are by no means certain. No one wants to incur significant capital expenditure only to see level out of decline.

Intended courses: Small Business Management, Strategic Management, Technology Innovation, Entrepreneurship, Industrial Development


OPPORTUNITY ACCESS - Amherst, N.S.

Even though the concept of Opportunity Access as a job placement agency for persons with special needs seemed sound, more research was necessary for Joyce Gillis and Stewart Fraser to assess its viability. This case requires preparation of a marketing and business plan, and consideration of ways in which people with little business experience can start a new business.

Intended courses: Introductory Marketing Management, Marketing Communications, Small Business Management, New Venture Creation, Business Policy


PEDDLER'S PUB AND JJ ROSSY'S LTD.

Halifax was always well-known for its night life. As owner of one of the city's most successful operations, Joey Ross managed to become a major player in the bar business. One of Ross' two businesses, Peddler's Pub, had gained a reputation as industry leader. The other, JJ Rossy's Ltd., however, had not achieved the same success. Business had become slow, beer sales were declining and sales had been fluctuating from month to month. Tight control, planning and strategy evaluation were needed.

Intended courses: Marketing, Recreation and Leisure Management, Strategic Planning, Introduction to Business, Small Business Management


SCOTIA FUELS LIMITED - Halifax, N.S.

After 17 years of business, the existence of Scotia Fuels, the largest independent residential fuel oil supplier in Halifax, was threatened by the pending sale of Texaco Canada, its sole supplier and one of only two in the Halifax area; Scotia Fuels needed to act quickly to prepare itself for the future. This case requires identification of strategic constituencies, and identification and cost-benefits analysis of strategic alternatives.

Intended courses: Strategic Management, Business and Government, New Venture Creation


STEELCOR INDUSTRIES - Buchans, Nfld.

The Steelcor Industries case demonstrates that opportunities exist for small business in remote regions, if appropriate strategies are pursed and sufficient organizational resources are available. These resources are dependent on the supporting community infrastructure, as well as on the strengths of the individual firm. The nature of global economic – and political – restructuring also reveals the vulnerability of small firms in international subcontracting. As underdeveloped regions looked increasingly to small firm creation and expansion for economic development in the 1990’s, this also revealed the vulnerability of such regions in the new environment.

Intended courses: Small Business and Regional Development, Community and Regional Development, Business Strategy, Business and Government, Economic Development


VALLEY DRUG MART: THE LAWTON’S ENTRY - Middleton, N.S.

The Valley Drug Mart was a business that George Fairn had built in his home town of Middleton, Nova Scotia, over a period of sixteen years. The business had thrived and grown, but now faced its first major competitive threat. A major drug store chain, Lawton’s was about to enter the marker - a maket which George felt could not support two large pharmacies. Given the resources that Lawton’s had behind it, George had to determine a strategy and tactics to maintain his market share and compete successfully with Lawton’s.

Intended courses: Introductory Marketing, Marketing Strategy/Policy, Small Business Management, Retail Management

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