General Management

Case Solution for Bank of America and the Chinese Credit Card Market
Complete Case details are given below :
Case Name :      Bank of America and the Chinese Credit Card Market
Authors :           Charles Dhanaraj, Jing Li, Justin W. Evans
Source :             Ivey Publishing
Case ID :            910M55
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case addresses Bank of America Corporation’s contemplated joint venture with China Construction Bank to enter the Chinese credit card market. The case builds on the questions of strategic alliances in foreign markets and the state of the banking and credit industries in China generally. The teaching purposes include 1) understanding the transferability of a business model to a foreign market and assessing the implications of the political, economic, social and technological environment on a firm’s strategy in that market; 2) understanding the institutional context of business in a foreign country – specifically the regulatory aspects of the banking industry in China; 3) exploring the cultural implications for business decisions, and the need to understand the nuances of the business model while translating it to radically unfamiliar environments; and 4) understanding the role that local partners play in joint ventures and exploring some aspects of partnering strategies in overcoming institutional handicaps.
 
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Case Solution for Sarajevo Graduate School of Business
Complete Case details are given below :
Case Name :      Sarajevo Graduate School of Business
Authors :           Paul Laux, John Stocker
Source :             Ivey Publishing
Case ID :            910N17
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2008, the manager of Sarajevo Graduate School of Business (SGSB) was looking ahead to a set of meetings that would mean a new beginning or the end for the fledgling business school he had managed over the past couple years. SGSB provided U.S.-style MBA education in English in Sarajevo, Bosnia and served an ethnically diverse student population of young managers from across Bosnia and six other countries. These meetings would, he hoped, bring two new partner organizations into the school’s leadership. He was contemplating the analyses he would need to prepare for the meetings.
 
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Case Solution for Let’s Take This Private: Linens ‘n Things Versus Bed Bath & Beyond
Complete Case details are given below :
Case Name :      Let’s Take This Private: Linens ‘n Things Versus Bed Bath & Beyond
Authors :           Frank C. Schultz, Tina Doede, Elizabeth Nicknam-Retana
Source :             Ivey Publishing
Case ID :            909M61
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case focuses on the housewares subgroup within the overall retail sector. During the period considered by the case (1970s to 2006), housewares in North America saw the emergence of two “big-box” retailers – Linens ‘n Things (LNT) and Bed Bath & Beyond (BBBY). LNT and BBBY were founded within four years of each other and their corporate headquarters were just 16 miles apart. Despite this remarkable similarity in starting conditions, their performance outcomes diverged sharply. On the surface, both companies were pursuing a similar business-level strategy of cost leadership, but key strategic decisions led them down quite different evolutionary paths. Both companies focused on providing consumers with high-quality houseware goods in a no-frills, value-priced environment, but LNT’s decision to build centralized warehouses – seemingly consistent with a cost leadership strategy – ended up bringing it into direct competition with Target and Walmart. In contrast, BBBY allowed for greater decentralization in decision making, thereby allowing more store-level decision making and greater customization to local consumers’ tastes. As a result, BBBY was able to better differentiate itself from Walmart and Target. The case allows instructors to introduce basic strategy concepts, such as industry and environmental analysis, business-level strategies, core competencies and administrative heritage. At the time of the case (February 2006), BBBY’s market capitalization was approximately $10.7 billion, while LNT had just been acquired for $1.3 billion by a private equity firm. The case begins right after the acquisition and takes the perspective of the new CEO of LNT, who is tasked with devising a turnaround plan.
 
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Case Solution for The Women’s Tennis Association Comes to China – But Who? (B)
Complete Case details are given below :
Case Name :      The Women’s Tennis Association Comes to China – But Who? (B)
Authors :           W. Glenn Rowe, Sharda Prashad
Source :             Ivey Publishing
Case ID :            910M27
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2007, the Women’s Tennis Association (WTA) was facing a saturated market for women’s tennis and identified Asia as a growth area. Subsequently, it committed to opening a regional office in Beijing but was unsure how to approach staffing the local office. The dilemma revolved around the intricacies of determining the appropriate mix of local employees and expatriates. The goal of the staffing plan was to achieve a quick, efficient and lasting presence to successfully bring women’s tennis to a developing market. The chief operating officer realized that it was no small task to analyze all the different factors to determine the best mix of employees.
 
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Case Solution for Women’s Tennis Association in Asia – But Where? (A)
Complete Case details are given below :
Case Name :      Women’s Tennis Association in Asia – But Where? (A)
Authors :           W. Glenn Rowe, Sharda Prashad
Source :             Ivey Publishing
Case ID :            910M26
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2007, the Women’s Tennis Association (WTA) was facing a saturated market for women’s tennis and identified the emerging middle-class in Asia as a growth area. The chief operating officer (COO) of the WTA was faced with a dilemma: He had to decide the new location of the Asian regional office of the WTA and present his recommendation at both the next board meeting and the WTA Global Advisory Council. The COO’s presentation had to include the rationale for the chosen location and a strategy to increase the sport’s popularity in the Asian market. With several cities to choose from, the COO had to weigh the pros and cons of each to present the most logical choice.
 
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Case Solution for Vancity: Doing Good, Doing Well
Complete Case details are given below :
Case Name :      Vancity: Doing Good, Doing Well
Authors :           Saul Klein
Source :             Ivey Publishing
Case ID :            910M69
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the situation facing Vancity in the wake of the 2008 financial crisis, in an environment where monetary policy was being used to stimulate the economy. The immediate decision facing the CEO was whether to raise interest rates on loans to make up for falling interest income. With close to zero per cent interest rates being advocated by the Bank of Canada, the spread between deposit and loan rates had narrowed to unprecedented levels. The situation was complicated for Vancity by its structure as a member-owned cooperative and its strategy of community engagement, as well as by its need to get members to sign consent to the rate change.
 
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Case Solution for Activity-based Costing and Management
Complete Case details are given below :
Case Name :      Activity-based Costing and Management
Authors :           Owen Hall, Charles McPeak, Samuel Seaman
Source :             Ivey Publishing
Case ID :            910B11
Discipline :        General Management
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case summarizes some of the challenges – managerial and technical – associated with transitioning to an activity-based costing (ABC) model. The primary objective of this case is to introduce the student to the rationale and mechanics behind the ABC accounting approach and to explore the untoward consequences of using traditional accounting methods.
 
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Case Solution for Goodwill Industries of Greater Grand Rapids
Complete Case details are given below :
Case Name :      Goodwill Industries of Greater Grand Rapids
Authors :           Tony Francolini, W. Glenn Rowe
Source :             Ivey Publishing
Case ID :            910M81
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president and chief executive officer (CEO) of Goodwill Industries of Greater Grand Rapids Inc. (Goodwill) was analyzing a staff proposal to begin selling donated books online. Her initial response to the proposal had been to approve the idea without any reservation; however, some pointed questions raised during discussion at a recent board meeting caused her to revisit her support for the project. The CEO determined that to make a thoughtful recommendation about the proposal, she needed to evaluate three main criteria: 1) The strategic and financial fit of the proposal in relation to the current salvage buyers of Goodwill’s books; 2) The operating and revenue needs of Goodwill’s retail stores, and; 3) Alignment of the proposal with Goodwill’s mission statement.
 
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Case Solution for Resuming Internationalization at Starbucks
Complete Case details are given below :
Case Name :      Resuming Internationalization at Starbucks
Authors :           Rob Alkema, Mario Koster, Christopher Williams
Source :             Ivey Publishing
Case ID :            910M73
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Starbucks enjoyed tremendous growth over the previous two decades. In 2007, it had a global reach of over 17,000 stores in 56 countries. Between 2007 and 2009, however, Starbucks’ relentless march was slowed by three forces: increasingly intense competition, rising coffee bean prices and a global economic recession. In order to remain profitable, the company started to scale back its overseas operations. In 2010, Starbucks was faced with a critical strategic decision: Should the company resume its international expansion and once again intensify its commitments in overseas markets? If so, what approach should the company take? Had the pace of Starbucks’ internationalization (i.e. the rate of opening new stores abroad), the rhythm of its internationalization (i.e. the regularity by which stores were opened abroad) and geographical scope of its internationalization (i.e. number of new countries entered) had an impact on the company’s performance in previous years? Could Starbucks learn from its prior internationalization within the coffee industry in order to guide its future international strategy?
 
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Case Solution for UTV and Disney: A Strategic Alliance (A)
Complete Case details are given below :
Case Name :      UTV and Disney: A Strategic Alliance (A)
Authors :           Atanu Adhikari, Rama Deshmukh
Source :             Ivey Publishing
Case ID :            910M43
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the dilemma faced by the senior vice-president of business development and strategy when deciding in 2006 whether UTV Software Communications Ltd. (UTV) should go ahead with a joint venture with Walt Disney Company (Disney) even if it meant selling Hungama TV, the leading children’s channel in India, to Disney. UTV was one of the large media companies in India and had diversified interests, including TV content, movies, animation and new media content. Although UTV had opened operations in the United States, the United Kingdom and other countries two years before, its international presence was limited. The CEO of UTV wanted UTV’s business to increase from Rs2 billion to Rs5 billion by 2008 and to Rs10 billion by 2010. This seemed possible if UTV went ahead with a strategic alliance with Disney. UTV anticipated that an alliance with Disney in India would help it increase its business in all other verticals globally. On the other hand, Disney, a large multinational, had several records of acquisition. The vice-president of UTV was concerned that Disney’s interest in a strategic alliance could be part of a long-term plan to acquire the company and benefit from its profitable business. Since UTV had established itself in the Indian media industry over the last 15 years, it could collaborate with different companies through its various verticals, thereby reducing the threat of losing its identity.<br><br>The case achieves the following learning objectives: 1) to explore various possibilities of strategic alliances with multinationals in order to expand business when it means selling off one part of the business toa multinational; 2) to assess the costs and benefits associated with cross-border mergers involving acquisitions of one part of the business and alliances in another part; 3) to identify business opportunities while integrating with a foreign entity; 4) to come up with “win-win” strategies that encompass multiple stakeholders of a business.
 
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