In the case of Taseko Mines it is clear to see how the First Nations can play a social and political external factor to the success of their business. While they did acknowledge their environmental review was imperfect, the mistake of not fully taking the First Nation’s stance into complete consideration is a huge contributing factor for the loss of their mine site. Not only did the First Nations swiftly take down the uninvited entrance of a possible mine site with a Tribal Park, but ensured protection for their heritage landscape from future industrial sites. Had Taseko taken additional steps to analyze the current and past political issues surrounding the First Nations and their land they may have approached with a better business strategy that included benefits for the First Nations.

A prime example of this can be seen from another article shared below. Just this week the federal government’s property arm, Canada Lands Company was able to form partnerships with three First Nations and strike a deal of $307.2 million for valuable Vancouver land. Despite numerous attempts from developers over the past few years nobody had been able to get their hands on the properties until now. What was different this time around?  The three nations received $86 million of the company value and had their local residents’ concerns assured by Canada Lands. Through keeping up communication with the First Nations and taking into consideration their view this business deal was able to be successful.

“I think what is really exciting is that at one time the three First Nations would compete with each other for the scarce resources within our territories but now by coming together under the protocol agreement and with cooperation and collaboration we are able to achieve better results for our members.”  – “Chief Ian Campbell, an elected councillor and hereditary chief of the Squamish First Nation”

http://www.vancouversun.com/business/commercial-real-estate/Huge+land+deal+opens+tracts+Vancouver+development/10252565/story.html?__lsa=6140-bd03

http://www.vancouversun.com/news/metro/Unilateral+park+declared+Tsilhqot+includes+Prosperity+mine/10192766/story.html

I won’t lie, Sabrina’s post definitely caught my attention because food was mentioned and one of my favourite guilty pleasures nonetheless!

The article raises awareness to such a common hurdle for many businesses that often leads to their ultimate downfall. A change in consumer’s preference and taste is one of the hardest to overcome because human behaviour can be unpredictable. One of the most noticeable differences in the childhood of children growing up in the 2000s versus the 90s is the spike in healthy eating. While this is a good direction to go in for the sake of this generation’s health, understandably this cannot be good press for companies that produce unhealthy snacks. This made me question if I was in Kraft’s position how I would realign the company when faced with the wave of healthy conscious eating which was a really stumping question. Interesting enough I started thinking about how the cola industry has managed to continue to thrive despite the reality one can has roughly 39 grams of sugar. Cola is not by any means the healthiest option but Coke and Pepsi have already made such an impression on consumers that it keeps them coming back. This had me questioning how it was possible and how could Kraft follow suit? I believe Kraft has made a good step in repainting their image as a “fun” snack but they shouldn’t stop just there. If other companies that produce unhealthy drinks or foods are still going strong Kraft should take a few notes and see what could work for them. Sabrina raised a good point that Jell-O’s presence has disappeared in recent years so a huge comeback is crucial and necessary if they want to break back into the market.

http://www.caffeineinformer.com/sugar-in-drinks

Tangoo is a Vancouver based company with the mission to eliminate the stress of planning a fun night out and expand horizons so meeting new and different types of people is not only possible but done effortlessly. The company’s original strategy was through online bookings and upfront paying consumers could enjoy a three-course meal by hopping restaurants having their bills paid already. The problem that soon arose was that customers were cancelling or signing up last minute. Instead of trying to salvage their losses they decided to change their business strategy and transform Tangoo into an app that matches restaurants to users based on their mood.

Tangoo’s founder and CEO, Paul Davidescu, came up with the idea for this company while he was getting his Bachelor of Commerce from the Sauder School of Business at the University of British Columbia. This really brings to light how entrepreneurship can spring from anything. It’s interesting to see in this new day and age what types of businesses are emerging to take advantage of the constant opportunities with technology. I believe Tangoo made the right decision because they took a weakness and turned it into a strength; creating a free app eliminated their previous booking dilemmas and simultaneously invited a larger audience to participate.

http://www.theglobeandmail.com/report-on-business/small-business/sb-managing/leadership/dinner-planning-company-re-emerges-overnight-as-pocket-concierge/article20898113/