Author: casesolutionshub

Case Solution for Alpen Bank: Launching the Credit Card in Romania (Brief Case)
Complete Case details are given below :
Case Name :      Alpen Bank: Launching the Credit Card in Romania (Brief Case)
Authors :           V. Kasturi Rangan, Sunru Yong
Source :             HBS Brief Cases
Case ID :            4559
Discipline :        International Business
Case Length :    08 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2006, the country manager for Alpen Bank in Romania, Gregory Carle, considers whether to recommend the launch of a credit card business. The firm rejected the idea several years earlier because of poor economic conditions in Romania. However, Romania is experiencing a period of economic growth after joining the European Union and Carle believes it is time to reconsider the opportunity despite continued skepticism within the company. Carle faces several important decisions before he can present his plan to the head of International Consumer Businesses. He must decide whether to launch a credit card business in Romania, how to position the credit card, and how to acquire new customers most effectively. This case is appropriate for use in the product policy module of a general marketing course, in a new product course, or in a services management course.
 
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Case Solution for Raleigh & Rosse: Measures to Motivate Exceptional Service
Complete Case details are given below :
Case Name :      Raleigh & Rosse: Measures to Motivate Exceptional Service
Authors :           Robert L. Simons, Michael Mahoney
Source :             HBS Brief Cases
Case ID :            4353
Discipline :        Human Resource Management
Case Length :    11 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2010, U. S. luxury goods retailer Raleigh & Rosse is being sued by its employees for encouraging “off the clock” hours. At the center of the class action lawsuit is the famous Raleigh & Rosse performance measurement system previously thought to be the core of the retailer’s success. The system uses a sales-per-hour model to reward salespeople for time well spent on the floor. However, in this industry, where strong customer service is essential, many sales representatives feel they are encouraged to spend time off the clock tending to client needs; this issue and others have led to consequences that the company did not envision. The case illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences.
 
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Case Solution for Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry
Complete Case details are given below :
Case Name :      Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry
Authors :           Michael Beer, Ingrid Vargas
Source :             HBS Brief Cases
Case ID :            4360
Discipline :        Human Resource Management
Case Length :    11 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2011, Celeritas is a leading data communications company in the crowded, highly competitive, and ever-evolving enterprise-network optimization market. Having experienced rapid growth since its founding in 2003, Celeritas has recently seen sales decline and has begun to lose market share along with its status as the top player. The CEO, concerned about several problems that may have contributed to this decline, engages an organizational development consultant who leads the firm’s senior vice presidents through a two-day offsite exercise in team building. A followup meeting with a lower level of management raises questions about the effectiveness of those efforts.
 
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Case Solution for Performance Management at Vitality Health Enterprises, Inc.
Complete Case details are given below :
Case Name :      Performance Management at Vitality Health Enterprises, Inc.
Authors :           John B. Bingham, Michael Beer
Source :             HBS Brief Cases
Case ID :            913501
Discipline :        Human Resource Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Vitality Health Enterprises, a medium-sized firm that manufactures health and personal care products, has experienced six straight quarters of strong revenue growth. James Hoffman, the new Senior Vice President of Human Resources, fears that the chain of success is shifting the company’s focus away from effective performance management. Recently, Vitality has been faced with increasing turnover among the company’s talented research scientists that may be due to a performance management system that leaves top performing employees slighted by the practice of uniform ratings. In an effort to retain top employees, the company institutes a forced distribution model of performance rankings, moving from an absolute ranking system to a relative one. Hoffman and his performance management evaluation team must assess the practical and strategic effectiveness of the new system and present their findings and recommendations to the Board.
 
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Case Solution for ARISE: A Destination-for-a-Day Spa
Complete Case details are given below :
Case Name :      ARISE: A Destination-for-a-Day Spa
Authors :           Michael Beer, Lynda St. Clair
Source :             HBS Brief Cases
Case ID :            913521
Discipline :        Human Resource Management
Case Length :    15 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A new Dallas-based health and beauty spa aims to use a highly distinctive human resource system as the foundation of its competitive strategy. By encouraging employees to act as “personal wellness coaches” (PWCs) with high commitment and broad responsibilities, the leadership intended to provide a level of client service that would justify premium rates. However, the system is not working. Issues include: tips are lower than expected, reducing expected compensation; scheduling issues create bottlenecks; and the level of commitment varies among PWCs. The result is a high employee turnover rate, and departing employees take an average of 35% of their client base with them when they go. Now, with financials for the spa’s second year completed, the VP of spa operations, the VP of business operations, and the CEO must evaluate what is and what isn’t working.
 
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Case Solution for Southfield Packaging
Complete Case details are given below :
Case Name :      Southfield Packaging
Authors :           Michael Beer, Alisa Zalosh
Source :             HBS Brief Cases
Case ID :            913562
Discipline :        Human Resource Management
Case Length :    13 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Southfield Packaging provides packaging materials and services to medical device manufacturers. The case examines the relationship between a corporate vice president, Mark Sanders, and one of his direct reports, Regional Manager Frank Belby. Sanders’ preparation for Belby’s annual performance review provides a foundation for discussing the common challenges and difficulties associated with performance reviews. Specific issues include the need to clearly define criteria for evaluation and the question of whether Belby’s physical health should play a role in his performance review. Overall, is Southfield’s appraisal process a fair and effective way of evaluating employee potential?
 
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Case Solution for WeaveTech: High Performance Change
Complete Case details are given below :
Case Name :      WeaveTech: High Performance Change
Authors :           Michael Beer, Paul Swiercz
Source :             HBS Brief Cases
Case ID :            914553
Discipline :        Human Resource Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
WeaveTech, formerly Johnson-Ware, is a clothing company that produces jackets, coats, overalls, coveralls, and fire resistant clothing for the military. A private equity firm renamed the company after it acquired Johnson-Ware several years ago. WeaveTech now faces a changing market, and its new CEO is planning to change its strategy. As part of this strategy, the CEO wants to cut the number of WeaveTech managers by 20%. He asks Frank Jennings, WeaveTeach’s VP for Human Resources, to recommend how to do so. Jennings has done his best to balance these changes with the company’s long history, its small-town culture, and its high-performance culture. The case presents information on the implicit lifetime employment contract, a significant change in strategic direction, and a problematic performance appraisal system. Jennings finds the decision to reduce headcount to be challenging. Is it ethical to discharge high-performing managers? Is the new strategy sound? How should Jennings respond to the managerial reduction mandate, and what should he recommend to the board?
 
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Case Solution for Calveta Dining Services, Inc.: A Recipe for Growth?
Complete Case details are given below :
Case Name :      Calveta Dining Services, Inc.: A Recipe for Growth?
Authors :           James L. Heskett, Patricia Girardi
Source :             HBS Brief Cases
Case ID :            4261
Discipline :        General Management
Case Length :    13 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Calveta Dining Services contracts with senior living facilities (SLFs) for the management of food service to residents. Created by Antonio Calveta and built on his passion for food and traditional family values, the firm had enjoyed three decades of strong growth when Antonio retired and named his eldest son, Frank, CEO. Frank Calveta now struggles to carry out his father’s directive: double revenues within five years while maintaining the humanistic and emphatically pro-employee company culture. Should he expand beyond the SLF market? Can he continue to maintain the quality level for which Calveta is renowned? Can he contend successfully with organizational and communications challenges?
 
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Case Solution for Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)
Complete Case details are given below :
Case Name :      Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)
Authors :           Christopher A. Bartlett, Benjamin H. Barlow
Source :             HBS Brief Cases
Case ID :            4199
Discipline :        General Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Clayton Industries, a sixty-year-old U.S.-based firm in the HVAC (heating, ventilation, and air conditioning) industry, with nearly $1 billion in revenues, has gradually built a presence in a number of countries, including several in Europe. Peter Arnell, previously Clayton’s successful country manager for the U.K., has been asked to take over the Italian subsidiary, which has recently been struggling on several fronts. Arnell must juggle the strategic objectives of his manager (the head of Clayton Europe) and of the firm’s Wisconsin-based CEO while overseeing the day-to-day activities of the business in this new setting. Many of Arnell’s challenges derive from his dual responsibilities of handling manufacturing as well as sales of Clayton products in his new home country.
 
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Case Solution for Westlake Lanes: How Can This Business Be Saved?
Complete Case details are given below :
Case Name :      Westlake Lanes: How Can This Business Be Saved?
Authors :           Richard G. Hamermesh, Alisa Zalosh
Source :             HBS Brief Cases
Case ID :            4431
Discipline :        General Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Shelby Givens, a new MBA, is the general manager of Westlake Lanes, a near-bankrupt bowling alley that her grandfather founded decades earlier. Givens has been given one year to turn a profit; if the goal is not met Westlake will close. During the first few days on the job, Givens learns that the business is in worse shape financially than she – or the board – thought. She also finds that Westlake’s employees exhibit minimal productivity. Givens tackles these two issues, creatively uncovering ways to reduce costs while building morale. After nine months, the business has its first profitable month in over two years. Yet Givens is worried it is too little, too late and begins to sketch a bolder long-term strategy based on pursuing one of two alternative new markets. Students are invited to consider whether the board should accept her potentially transformative proposal, maintain existing operations, or liquidate to pay off pressing loan responsibilities. The case includes a quantitative assignment for students.
 
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