About the Red Dot Project
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The Red Dot Project is a media center aimed at reducing apathy among Canadian voters by highlighting nationally important issues like the legalization of marijuana, criminal sentencing, the environment, rising tuition costs, and mental health. It believes Canadians have views that break down typical left-right political barriers and aims to spark discussion on these complex issues rather than simplistic polarization. Visitors to its website can share their views.
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About the Red Dot Project
The Red Dot Project is a media center aimed at reducing apathy among Canadian voters by highlighting nationally important issues like the legalization of marijuana, criminal sentencing, the environment, rising tuition costs, and mental health. It believes Canadians have views that break down typical left-right political barriers and aims to spark discussion on these complex issues rather than simplistic polarization. Visitors to its website can share their views.
About the Red Dot Project
The Red Dot Project is a media center aimed at reducing apathy among Canadian voters by highlighting nationally important issues like the legalization of marijuana, criminal sentencing, the environment, rising tuition costs, and mental health. It believes Canadians have views that break down typical left-right political barriers and aims to spark discussion on these complex issues rather than simplistic polarization. The website RedDotProject.ca invites Canadians to share their views.
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About the Red Dot Project
The Red Dot Project is a media center aimed at reducing apathy among Canadian voters by highlighting nationally important issues like the legalization of marijuana, criminal sentencing, the environment, rising tuition costs, and mental health. It believes Canadians have views that break down typical left-right political barriers and aims to spark discussion on these complex issues rather than simplistic polarization. Visitors to its website can share their views.
About the Red Dot Project
The Red Dot Project is a media center aimed at reducing apathy among Canadian voters by highlighting nationally important issues like the legalization of marijuana, criminal sentencing, the environment, rising tuition costs, and mental health. It believes Canadians have views that break down typical left-right political barriers and aims to spark discussion on these complex issues rather than simplistic polarization. The website RedDotProject.ca invites Canadians to share their views.
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W17073CALGARY DROP-IN CENTRE DONOR INFORMATION SYSTEM.docx
W17073
CALGARY DROP-IN CENTRE: DONOR INFORMATION SYSTEM
Deb Elkink, Michelle Woo, Dennis Dupuis, and Dan Hausermann wrote this case under the supervision of Professor Derrick Neufeld
solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a
managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) [email protected]; www.iveycases.com.
Copyright © 2017, Richard Ivey School of Business Foundation Version: 2017-02-01
The homeless and marginalized had been paramount in Alan Facey’s mind for the past 15 years. As
director of finance and administration for the Calgary Drop-In & Rehab Centre (the DI), he exercised
“management by walking around,” leaving his sixth-floor office daily to mingle with staff as well as the
street-involved clients who rotated through the facility. He measured success by the DI’s ability to serve
others in times of need through offering community and relationship to those suffering or in trauma.
“People gravitate towards a safe hub,” he said, “and that’s us.”
By spring of 2016, Facey was becoming frustrated with the DI’s donor and volunteer information system
(IS). He had been exploring ways to leverage technology in order to improve operational effectiveness in
the non-profit organization, which relied on manual processes to capture information. The DI had not
been able to replace the director of information technology (IT), who had retired more than a year before,
and Facey had assumed additional responsibilities as a result. The legacy systems built over time by the
former IT director were antiquated, and the DI was in desperate need of an overall technology upgrade to
support its five business strategies. Communication, fundraising, and stewardship were not operating at
optimal levels, and, with the board of trustees watching closely, Facey had a fiduciary duty to marshal
limited resources. He cared about each of the clients passing through the DI. As the DI continued to
expand its service offerings, and as demand for donor and volunteer stewardship increased—at least 75
homeless Albertans were dying each year due to substance abuse, violence, and suicide1—improved
technology and operational effectiveness were essential (see Exhibit 1).
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Cadbury should develop new products and promote them domestically as well as internationally. Such product/market growth approach will ensure that the company has diversified range of products which are available and well-recognizable in many countries of the world [17] . Such strategic choice will provide the company with enormous comparative advantages over its competitors and will help it to better cope with the hurdles of the global economic crisis.
Most importantly, such strategic step will erase the common stereotype claiming that consumers mostly associate Cadbury with chocolate. Evidently, ‘Chocolate is Cadbury’ marketing approach much facilitated the company’s success over the last decade. However, considering the challenges of the global competitive markets, this strategy will not be suitable any longer. Hence Cadbury should transform it into more powerful and innovative global image.
The variety of new high-quality and reasonably-priced products will add value to the business activity of Cadbury and will win new overseas markets for the company. This task would require the company to carefully design and develop innovative brands of its products which are not yet present on any of the foreign markets, and which will be potentially demanded by the consumers (i.e. target markets) [18] .
While developing innovative products and penetrating overseas markets, Cadbury should initially consider the demand-side of its target markets. Among the most important criteria are the following:
(1) Average income;
(2) Average spending amount on one-time supermarket/store purchasing;
(2) Average amount consumers are ready to spend on chocolates, candies, cookies, and/or sweets;
(3) PESTLE analysis of the target market with the consideration of the adverse affects caused by the global economic meltdown; and
(4) Porter analysis of the targeted market.
Such wide coverage of strategic issues will win Cadbury competitive advantage and increase its share on the foreign markets.
5) Preferred strategy
Cadbury’s choice of the optimal marketing strategy should consider their chances of success in terms of market diversification. To reach optimal market diversification, the company should ensure that its new product adheres to the customers’ needs and preferences. Extensive market research will help Cadbury to explicitly identify its potential target markets for a new product. Herewith, Cadbury’s marketers should consider the following strategic factors:
(1) Financial health of the targeted market;
(2) Purchasing capacity of target market;
(3) National and individual preferences of target market;
(4) Previous experiences of target market in terms of buying and tasting the similar products produced by competitor companies;
(5) SWOT analysis in each individual case will ensure that Cadbury eliminates all the possible constraints to the minimum and transforms the threats into potential opportunities.
Realistic and achievable strat
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CALGARY DROP-IN CENTRE: DONOR INFORMATION SYSTEM
Deb Elkink, Michelle Woo, Dennis Dupuis, and Dan Hausermann wrote this case under the supervision of Professor Derrick Neufeld
solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a
managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) [email protected]; www.iveycases.com.
Copyright © 2017, Richard Ivey School of Business Foundation Version: 2017-02-01
The homeless and marginalized had been paramount in Alan Facey’s mind for the past 15 years. As
director of finance and administration for the Calgary Drop-In & Rehab Centre (the DI), he exercised
“management by walking around,” leaving his sixth-floor office daily to mingle with staff as well as the
street-involved clients who rotated through the facility. He measured success by the DI’s ability to serve
others in times of need through offering community and relationship to those suffering or in trauma.
“People gravitate towards a safe hub,” he said, “and that’s us.”
By spring of 2016, Facey was becoming frustrated with the DI’s donor and volunteer information system
(IS). He had been exploring ways to leverage technology in order to improve operational effectiveness in
the non-profit organization, which relied on manual processes to capture information. The DI had not
been able to replace the director of information technology (IT), who had retired more than a year before,
and Facey had assumed additional responsibilities as a result. The legacy systems built over time by the
former IT director were antiquated, and the DI was in desperate need of an overall technology upgrade to
support its five business strategies. Communication, fundraising, and stewardship were not operating at
optimal levels, and, with the board of trustees watching closely, Facey had a fiduciary duty to marshal
limited resources. He cared about each of the clients passing through the DI. As the DI continued to
expand its service offerings, and as demand for donor and volunteer stewardship increased—at least 75
homeless Albertans were dying each year due to substance abuse, violence, and suicide1—improved
technology and operational effectiveness were essential (see Exhibit 1).
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- Funding will support existing programs like the superclusters as well as graduate scholarships. However, concerns are raised about declining long-term R&D investment and performance.
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Cadbury should develop new products and promote them domestically as well as internationally. Such product/market growth approach will ensure that the company has diversified range of products which are available and well-recognizable in many countries of the world [17] . Such strategic choice will provide the company with enormous comparative advantages over its competitors and will help it to better cope with the hurdles of the global economic crisis.
Most importantly, such strategic step will erase the common stereotype claiming that consumers mostly associate Cadbury with chocolate. Evidently, ‘Chocolate is Cadbury’ marketing approach much facilitated the company’s success over the last decade. However, considering the challenges of the global competitive markets, this strategy will not be suitable any longer. Hence Cadbury should transform it into more powerful and innovative global image.
The variety of new high-quality and reasonably-priced products will add value to the business activity of Cadbury and will win new overseas markets for the company. This task would require the company to carefully design and develop innovative brands of its products which are not yet present on any of the foreign markets, and which will be potentially demanded by the consumers (i.e. target markets) [18] .
While developing innovative products and penetrating overseas markets, Cadbury should initially consider the demand-side of its target markets. Among the most important criteria are the following:
(1) Average income;
(2) Average spending amount on one-time supermarket/store purchasing;
(2) Average amount consumers are ready to spend on chocolates, candies, cookies, and/or sweets;
(3) PESTLE analysis of the target market with the consideration of the adverse affects caused by the global economic meltdown; and
(4) Porter analysis of the targeted market.
Such wide coverage of strategic issues will win Cadbury competitive advantage and increase its share on the foreign markets.
5) Preferred strategy
Cadbury’s choice of the optimal marketing strategy should consider their chances of success in terms of market diversification. To reach optimal market diversification, the company should ensure that its new product adheres to the customers’ needs and preferences. Extensive market research will help Cadbury to explicitly identify its potential target markets for a new product. Herewith, Cadbury’s marketers should consider the following strategic factors:
(1) Financial health of the targeted market;
(2) Purchasing capacity of target market;
(3) National and individual preferences of target market;
(4) Previous experiences of target market in terms of buying and tasting the similar products produced by competitor companies;
(5) SWOT analysis in each individual case will ensure that Cadbury eliminates all the possible constraints to the minimum and transforms the threats into potential opportunities.
Realistic and achievable strat
DH Inspire 21 Feb 2012 DCW
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About the Red Dot Project
- 1. WHAT THE EFF IS THE RED DOT PROJECT ?
- 2. THE RED DOT PROJECT IS A ISSUES-BASED PROJECT MEDIA CENTER AIMED AT ERODING APATHY AMONG CANADIAN VOTERS.
- 3. POLARIZATION: Is Canada more complex than LEFT VS RIGHT ?
- 4. We believe Canadians are versatile, PROJECT with views that break down the political barriers built to polarize our country.
- 5. CT Some of the nationally supported PROJECT issues we are highlighting are:
- 6. LEGALIZATION OF MARIJUANA: Are Canadians Ready?
- 7. BILL C-10: Do pedophiles deserve a tougher minimum sentence than someone caught with 6 or more pot plants?
- 8. ENVIRONMENT: Canada has opted out of Kyoto. Was it an effective plan to begin with?
- 9. RISING TUITION COSTS: Young Canadians are spending thousands of dollars to be educated? How do we grant access to more students?
- 10. MENTAL HEALTH: The number of Canadians affected by mental health continues to grow. Is our current science and research funding sufficient?
- 11. Visit RedDotProject.ca and tell us what you think. RED DOT PROJECT PR