Author: casesolutionshub

Case Solution for Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
Complete Case details are given below :
Case Name :      Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
Authors :           Marleen Dieleman, Shawkat Kamal
Source :             Ivey Publishing
Case ID :            909M49
Discipline :        Operations Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case narrates the story of the Rodamas Group, owned by the ethnic Chinese Tan family in Indonesia. The company started as a trading firm in 1951 and, over time, became a joint venture partner in manufacturing businesses with a range of mainly Japanese partners after Indonesia started to embark on an industrialization program in the late 1960s. In the 1980s, the company was slowly transferred to the second generation leader, and continued to grow and prosper until it became part of the top-20 business groups in Indonesia. The businesses included glass manufacturing (with Asahi), personal care products (with Kao), packaging (with Dai Nippon) and MSG production. The role of Rodamas in these partnerships was to deal with local regulations, hire local personnel and distribute the products in Indonesia. When the then President Suharto was toppled in the Asian Crisis in 1998, Indonesia underwent several drastic changes, including the transition to democracy. Its economy became more open, and foreign firms were allowed to operate in the country without having a local partner. In addition, several global business developments, including the tendency of multinationals to rely on lawyers and consultants rather than local equity partners, threatened the Rodamas business model. In view of this, the current leader, Mucki Tan, is reconsidering the future of his company and weighing a few options. The case ends with these strategic options: 1) internationalize with existing partners; 2) develop own businesses that need little technology, such as property; 3) buy existing manufacturing firms; 4) focus on distribution of products for foreign multinationals; 5) focus on a traditional partnership role with a new wave of foreign direct investment (FDI) from developing market multinationals, more specifically, China. Students are asked to analyze the company and its environment, decide on a strategic direction and reflect on the consequences.
 
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Case Solution for Beck Taxi
Complete Case details are given below :
Case Name :      Beck Taxi
Authors :           Srinivas Krishnamoorthy, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            909M58
Discipline :        Operations Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Beck Taxi is Toronto’s leading cab brokerage. In May 2009, the company’s chief executive officer (CEO) is wondering whether the company could change the radio fee for the limited duration of summer, usually a lean season for the cab trade. The fee, paid by drivers for the dispatch service connecting them to customers in waiting, has not been increased in over a decade. That is enough reason to go for a straight upward revision on a permanent basis. The CEO is also considering introducing a variable component to pricing – a novelty in the cab trade. There are several forces at stake in the trade and any decision by Beck Taxi, as the market leader, will shake it up. Status quo is therefore an option in its own right for the CEO. The case provides the background against which the CEO will have to make a call on pricing Beck’s service.
 
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Case Solution for RONA Inc.- Dealing with Recession
Complete Case details are given below :
Case Name :      RONA Inc.- Dealing with Recession
Authors :           Darren Meister, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            909M76
Discipline :        Operations Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2009, the president and chief executive officer (CEO) of Rona Inc. was reviewing the company’s progress in relation to the ongoing economic recession. Rona was the largest retailer of hardlines in Canada. Rona had noticed definitive signs of slowdown in the third quarter of 2007 and had launched Strategic Plan 2008 – 2011 as a response. The two-phase program was nearing the completion of its first phase of Productivity, Efficiency and Profitability (PEP) and was gearing up for the 24 month-long Recovery Program. The Strategic Plan had been tweaked since its launch, all with a view towards strengthening the core platform. The objective of the Recovery Plan was to restore focus on growth vectors from which the company had become distracted. On the eve of commencement of the Recovery Plan, the CEO began to wonder if Rona was ready to act on increasing sales, recruiting independents, constructing new stores and pursuing acquisitions. Or was it necessary to redesign and relaunch the PEP program, thus deferring the Recovery Plan?
 
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Case Solution for Camp Lakeview
Complete Case details are given below :
Case Name :      Camp Lakeview
Authors :           John S. Haywood-Farmer, Tammy Shnier
Source :             Ivey Publishing
Case ID :            906D10
Discipline :        Operations Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of Camp Lakeview, an organization affiliated with a religious group was reviewing the camp’s operations. Although it had been successful over the past four years, the enterprise was reaching a capacity crossroads. The director realized that changes were required to avoid having to turn campers away. The director was considering three options: adding new facilities and cabins to the current campground, building a new campground nearby or sending some campers to an alternative facility. The magnitude of the potential changes required a decision soon if they were to be in place before the camp season arrived.
 
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Case Solution for Your Home is a Good Place, Inc.
Complete Case details are given below :
Case Name :      Your Home is a Good Place, Inc.
Authors :           Kevin Coulson, Zane Swanson
Source :             Ivey Publishing
Case ID :            909A25
Discipline :        Operations Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Your Home is a Good Place, Inc. was a unique business. It brought together homeowners, contractors and other service suppliers in a “one-stop shopping” environment that emphasized convenience as a marketing strategy. Your Home is a Good Place, Inc. (YHGP) needed to know more about the demand in the area and to decide how to attract both suppliers of services and customers as well as promote the business and build a brand identity. The owner has decided to hire a consultant to: 1) identify target market demographics in Michiana developed from the census data provided 2) provide a general description of potential competitors for YHGP 3) develop a marketing plan focused on bringing in clients as well as contractors and facilitators as partners. Discussion of building a brand identity for a new business will be a consideration here. This case will fit with upper-level marketing strategy or entrepreneurship courses, a management capstone course or within an MBA-level marketing course. The objectives for this case are for the students to learn SWOT analysis, to apply the data to complete a marketing plan, and to advise a difficult client. It is best suited for team applications although individuals can complete the exercises. Additionally, students should consider the implications of, and how to deal with, a client who is in need of advice but is reluctant to accept ideas that are not his own.
 
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Case Solution for OLGC Finds Its Match (B)
Complete Case details are given below :
Case Name :      OLGC Finds Its Match (B)
Authors :           Chris K. Anderson, John G. Wilson
Source :             Ivey Publishing
Case ID :            909E15
Discipline :        Operations Management
Case Length :    02 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This supplement to OLGC Finds Its Match (A), summarizes the results from a series of bets and provides the email response from the game provider following the discontinuation of this particular game.
 
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Case Solution for OLGC Finds Its Match (A)
Complete Case details are given below :
Case Name :      OLGC Finds Its Match (A)
Authors :           Chris K. Anderson, John G. Wilson
Source :             Ivey Publishing
Case ID :            909E14
Discipline :        Operations Management
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case illustrates a sports betting product offered by the Ontario Lottery and Gaming Commission. The particular game involved has odds that favour the bettor over the game provider under certain settings. The supplement B case, summarizes the results from a series of bets made and provides an email response from the game provider following the discontinuation of this particular game. The case provides an interesting introduction into probability or simulation and expected value calculations.
 
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Case Solution for Vestas Wind Systems A/S – Exploiting Global R&D Synergies
Complete Case details are given below :
Case Name :      Vestas Wind Systems A/S – Exploiting Global R&D Synergies
Authors :           Torben Pedersen, Marcus Moller Larsen
Source :             Ivey Publishing
Case ID :            909M79
Discipline :        Operations Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
With a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with R&D centres in Denmark, the United Kingdom, Singapore and India, and, in early 2009, a centre was opened in the United States. This transformed Vestas into a high-tech company and put a greater emphasis on its technological innovations.
 
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Case Solution for Metropolitan College
Complete Case details are given below :
Case Name :      Metropolitan College
Authors :           P. Fraser Johnson, Robert Klassen
Source :             Ivey Publishing
Case ID :            909D12
Discipline :        Operations Management
Case Length :    02 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A manager of Student Services at a small college was very concerned about the delays and costs of processing student registrations during the annual orientation week. She glanced at recently collected data on processing times for the six major steps that the registration process required. She wondered how the process might be improved while balancing budgetary pressures to reduce costs.
 
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Case Solution for Sirius XM Radio Canada
Complete Case details are given below :
Case Name :      Sirius XM Radio Canada
Authors :           David Wood, Craig Dunbar
Source :             Ivey Publishing
Case ID :            W11558
Discipline :        Finance
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On April 11, 2011 the merger between Canadian Satellite Radio Holdings Inc. (the parent company of XM Canada) and SIRIUS Canada Inc. (SIRIUS Canada) had received the approval of CRTC (Canadian Radio-television and Telecommunications Commission). This was that last obstacle standing in the way of the president and CEO of the new organization. The president had plenty of time to prepare for this merger since it was first announce in November of 2010. However, with only a few months before the implementation plan was to go into place the president was reviewing the proposal that he had prepared one more time. The merger of XM Canada and SIRIUS Canada was not going to be easy. Both organizations had been fierce competitors, but it was clear that their survival was dependant on a successful merger. The president’s plan had to consider the make-up of the management team, the consolidated marketing strategy, operations and information systems integration, and how all of this was to be financed.
 
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