MMICC 2008 Case

Title A Model of Clean Energy Entrepreneurship in Africa: E+Co’s Path to Scale
Authors Oana Branzei, Kevin McKague
Publisher Ivey Publishing (Richard Ivey School of Business)
Date August 30, 2007
Pages 21 pages
Overview The founder and executive director of E+Co faces the challenge of ten-fold growth and reviews the core parts of the company’s innovative business model, the changes in the energy markets around the world, and the rationale for local solutions to energy scarcity and inefficiency. Also presented is a set of entrepreneurial growth strategies that preserve the core of the model – i.e., simultaneously tackling energy poverty and energy waste, and bringing people up the energy ladder with locally suitable and affordable solutions. These strategies help consolidate and leverage E+Co’s 12 years of experience and strong local presence through an innovative combination of complementary wedges.
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MMICC 2009 Case

Title Exeter Group, Inc.
Authors Robert G. Eccles, Das Narayandas, Kerry Herman
Publisher Harvard Business Publication Corp
Date Feb 9, 2009
Pages 22 pages
Overview Jonathan Kutchins and Mark Cullen, managing partners of IT consulting firm Exeter Group, Inc., are considering four potential client engagements. Three of them involve prominent universities, an area of market strength for the firm, and one involves a top-tier strategy consulting firm, a new market for Exeter. Each of the projects has both attractive and unattractive attributes, with various degrees of upside and downside risk.As a relatively new and small IT consulting firm, Exeter needs to make careful choices about how it allocates resources to projects and it is not clear if the firm has the capacity to add all four projects at once. Thus Kutchins and Cullen have to decide which, if any, of these projects to do. In some cases they must also decide whether they want to try to restructure the nature of the engagement to better fit the firm’s service model.Although young and small, the firm has grown successfully and is optimistic about its future prospects. Kutchins and Cullen thus want to make decisions about these very specific client engagements in the context of their overall strategy and the contributions of these engagements to helping the firm achieve its long-term goals. [Abstract from authors]


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MMICC 2010 Case

Title Cirque du Soleil – The High-Wire Act of Building Sustainable Partnerships
Authors Ramon Casadesus-Masanell, Maxime Aucoin
Publisher Harvard Business Publication Corp
Date June 2nd, 2009
Pages 21 pages
Overview The case describes the history and business model of Cirque du Soleil (CdS). The case allows for a rich discussion and analysis of Cirque du Soleil’s business model with an emphasis on how it interacts with that of MGM Mirage.Le Cirque and MGM’s business models complement one another: MGM makes important capital investments in theaters tailored to CdS’s shows that are located in the middle of MGM casinos, CdS acts as a magnet for traffic for an exclusive clientele that spends large amounts of money at the casino. CdS’s partnership with MGM has been tremendously profitable. This raises the question of why hold up and opportunism have not destroyed competitive advantage for both entities: What features in CdS and MGM Mirage’s business models have resulted in such a successful partnership?The case is set at a juncture where Daniel Lamarre (CdS’s CEO) is looking for new opportunities for growth. Lamarre is pondering the likelihood of success of Cirque’s first resident show in Asia at Tokyo Disney Resort, its entry in the Macao market, and a new partnership with two subsidiaries of Dubai World, the sovereign wealth fund of the Emirate.The question is: Can Le Cirque find a new model of complementary relationships that will be as profitable as its relationship with MGM Mirage?[Abstract from authors]


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MMICC 2011 Case

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MMICC 2012 Case

Title Christie Digital
Authors William Polushin, Aiyin Wang, and Zirong Wang
Publisher Desautels Faculty of Management – Program for International Competitiveness
Date August 30th, 2011
Pages 21 pages
Overview The Christie Digital Systems Case Study is the second in a six-part series of case studies sponsored by Export Development Canada (EDC) and developed by the Program for International Competitiveness at the Desautels Faculty of Management. It is a story about an award winning manufacturer of visual display technologies, headquartered in Cypress, California and Kitchener, Ontario, that sells digital projection systems and solutions globally.  They design and manufacture a variety of display technologies and solutions for cinema, large audience environments, control rooms, business presentations, training facilities, 3D and virtual reality, simulation, education, media and government.The company is also going through a phase of significant growth – revenues expanded from US $389 million in 2009 to US $483 million in 2010 and are expected to reach US $705 million in 2011 – due to, in large part, the digitalization of cinema projections systems across the globe. The digitalization bonanza is forecasted to come to an end in two to three years, though, as the conversion process completes its run. Maintenance and upgrading of Christie’s installed base will provide the company with certain and ongoing revenue streams, but long term growth in the high-end digital projection industry will be a function of Christie’s capacity to serve other (new, developing, and existing) market segments.The near future for Christie is very promising. Projections for the medium to long term are not as clear. [Abstract from authors]
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