General Management

Fresh to Table Case Solution

Case Solution & Analysis for Fresh to Table by Gautam Mukunda, Brooks C. Holtom.

Complete Case details are given below :

Case Name : Fresh to Table

Authors : Gautam Mukunda, Brooks C. Holtom

Source : HBS Brief Cases

Case ID : 9-917-541

Discipline : General Management

Case Length : 10 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

After the contentious firing of an office manager, the leadership at Fresh to Table, a software-as-a-service provider for luxury hotels and restaurants, make an unpleasant discovery. While reviewing the office manager’s internal electronic communications, company leaders discover that several key employees, including two that were recently promoted, had been spending substantial time on internal social media channels disparaging other employees, citing days when they skipped work, and referring to other instances of unprofessional behavior. This 5-page case explores issues related to electronic communications, termination and disciplinary procedures, and leadership, culture and values. It can be used in General Management, Organizational Behavior, Human Resource Management, Management Communication, Leadership, and Employee Relations courses. The case also allows students to consider how technology affects organizational interactions and culture.

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Kreative Works: Extending the Boundaries Case Solution

Case Solution & Analysis for Kreative Works: Extending the Boundaries by Tuhin Sengupta, Priyavrat Sanyal, Vishal Kakkar.

Complete Case details are given below :

Case Name : Kreative Works: Extending the Boundaries

Authors : Tuhin Sengupta, Priyavrat Sanyal, Vishal Kakkar

Source : Ivey Publishing

Case ID : 9B16M210 / W16830

Discipline : General Management

Case Length : 10 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

In April 2016, the owner of Kreative Works, a small-scale furniture manufacturer in Lucknow, Uttar Pradesh, India, decided to expand his company’s product line in response to increased market competition and a shift in consumers’ buying patterns and preferences. The intent was to extend the company’s market reach from its traditional target of educational institutes and offices to a consumer market by marketing a premium lounge chair and a family of dining chairs. The owner also wanted to expand the market geographically. Kreative Works did not have the capacity to open multiple retail outlets. Given these circumstances, should the company market its new product line in a single retail outlet or through an exclusive dealer or distributor (a centralized channel structure), or by distributing its products through multiple distributors or retailers (a decentralized channel structure)?

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Born Global: Timeless Herbal Care Prepares to Supply Medical Marijuana to Canadians Case Solution

Case Solution & Analysis for Born Global: Timeless Herbal Care Prepares to Supply Medical Marijuana to Canadians by Brian C. Pinkham, Ken Mark.

Complete Case details are given below :

Case Name : Born Global: Timeless Herbal Care Prepares to Supply Medical Marijuana to Canadians

Authors : Brian C. Pinkham, Ken Mark

Source : Ivey Publishing

Case ID : 9B16M212 / W16827

Discipline : General Management

Case Length : 07 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

In 2012, a former crown attorney for Canada’s Department of Justice started Timeless Herbal Care, a company that was intended to capitalize on Jamaica’s deregulation of marijuana for medical purposes. The entrepreneur and his family relied on their ties to Jamaica and his legal expertise to create a legislative framework for Jamaica’s medical marijuana industry to meet international standards. Concurrently, Canada was readying legislation to allow qualified individuals to purchase and use medical marijuana. As one of about a dozen Health Canada-authorized licensed producers of the product, the new venture was entering uncharted space where legal and business issues would likely emerge within the next few years. The entrepreneur needed a strategy to combat the misconceptions about the use of marijuana for medical purposes and concerns regarding the importation of Jamaican marijuana product into Canada.

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CircusTrix: The Ups and Downs of International Expansion Case Solution

Case Solution & Analysis for CircusTrix: The Ups and Downs of International Expansion by Simon Greathead, Case Lawrence, Jonathan Richards.

Complete Case details are given below :

Case Name : CircusTrix: The Ups and Downs of International Expansion

Authors : Simon Greathead, Case Lawrence, Jonathan Richards

Source : Ivey Publishing

Case ID : 9B16M211 / W16832

Discipline : General Management

Case Length : 09 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

CircusTrix Trampoline Parks (CircusTrix) was started in San Francisco, California, in 2011 after the founder first experienced an indoor trampoline park. Less than five years later, the business had grown to more than 28 facilities worldwide, grossing US$24.5 million in 2014 alone. The company had originally expanded internationally to maintain its first-mover status in the emerging extreme recreation industry, but was now facing a problem that could derail the company’s international growth for years to come. A customer in the brand new CircusTrix park in Edinburgh, Scotland, had injured himself and blamed CircusTrix. As a result, city officials had shut down the facility, with another park scheduled to open in just over two weeks in Glasgow. The public relations issue was threatening to cost the founder not only his brand new operations in the United Kingdom, but likely also the additional upcoming locations in Germany, France, and Holland.

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JFDI Asia: Southeast Asia’s Leading Accelerator Case Solution

Case Solution & Analysis for JFDI Asia: Southeast Asia’s Leading Accelerator by Sarah L. Y. Cheah, Vivien K. G. Lim, Norvin Chan.

Complete Case details are given below :

Case Name : JFDI Asia: Southeast Asia’s Leading Accelerator

Authors : Sarah L. Y. Cheah, Vivien K. G. Lim, Norvin Chan

Source : Ivey Publishing

Case ID : 9B16M214 / W16836

Discipline : General Management

Case Length : 12 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

In 2010, two entrepreneurs launched Joyful Frog Digital Incubator (JFDI), Southeast Asia’s first start-up accelerator in Singapore. They aimed to help develop Singapore’s start-up environment through a structured program that provided access to early stage funding and mentorship. More than 70 start-ups had graduated from the program, and more than half had raised substantial funding. However, five years later, in 2015, JFDI faced challenges as a result of Singapore’s small market size, the more than 20 accelerators that had entered the market, and an uncertain macroeconomic climate. The founders wondered whether JFDI should open up new revenue streams by diversifying into advisory and consultancy services, such as in-house accelerator programs in established corporations. Alternatively, should the company expand geographically to broaden its access to capital, talent, and new markets? Or were there still other options that the founders should pursue?

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EBS in China Case Solution

Case Solution & Analysis for EBS in China by Lin Lu, Paul W. Beamish, Jiao Bo, Jiajia Lu.

Complete Case details are given below :

Case Name : EBS in China

Authors : Lin Lu, Paul W. Beamish, Jiao Bo, Jiajia Lu

Source : Ivey Publishing

Case ID : 9B16M215 / W16844

Discipline : General Management

Case Length : 09 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

Environmental & Best Safety (EBS) China was the subsidiary of an American mid-sized firm in the safety products and services industry. Between 2000 and 2015, it had employed at different points a variety of strategic approaches to the Chinese market, including local market exploration and learning, autonomous local research and development (R&D), the transfer of local knowledge to centralized R&D, and the return of localization. The global business of EBS had experienced a continuous downturn over the last five quarters. The situation in China was even worse, with sales significantly under the initial target for the Chinese market, which had been the fastest-growing market for EBS over the last 10 years. In 2015, the global EBS president and the head of EBS China needed to make a decision about the next stage in the business strategy of EBS China. The meeting would be critical for EBS China to re-position itself within EBS worldwide.

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