General Management

Case Solution for TowneBank: Of David and Goliaths
Complete Case details are given below :
Case Name :      TowneBank: Of David and Goliaths
Authors :           Anil Nair, Joseph Trendowski
Source :             Ivey Publishing
Case ID :            W11335
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
During the summer of 1998, Bob Aston and his partners, all bankers, spent many days discussing their plans to start a bank in the south-eastern region of Virginia, USA. Deregulation was transforming the banking industry. In Virginia, mergers and acquisitions in the industry had led to the emergence of large banks that had headquarters in other states. Aston felt that banking as he knew it was disappearing. However, before they could start a bank, Aston and partners faced many questions and decisions: How would they raise the capital? Who would the bank serve? How would they compete with the larger banks that had emerged due to the deregulation? The decisions they made at the founding had a lasting imprint on TowneBank. This became evident a decade later as financial institutions around the country experienced a severe crisis that was sparked by exposure to risky mortgages, while TowneBank remained relatively unscathed. However, the management team had to consider several issues as the crisis unfolded. Should they accept the Troubled Asset Relief Program (TARP) funds that the U.S. Treasury had offered to even banks that were unlikely to fail and were adequately capitalized? How could they ensure TowneBank’s growth? Should they acquire distressed banks in the local market?
 
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Case Solution for From Hand-helds to Smart Phones – The Pioneers of Palm Inc.
Complete Case details are given below :
Case Name :      From Hand-helds to Smart Phones – The Pioneers of Palm Inc.
Authors :           Anne K. Hoenen, Phillip C. Nell
Source :             Ivey Publishing
Case ID :            W11355
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Palm Inc. was the “founder” of an entire industry. In the mid nineties, the firm had developed the first hand-held which could be marketed successfully. They became the uncontested leaders within the young and extremely dynamic industry within short time – both with regard to hardware as well as software. By 2010, however, Palm was not in a good shape. The new product, a top-notch smartphone was not very successful and there were even signs of Palm’s bankruptcy on the horizon. But how could it have come this far? Palm had been the leader in the market of handheld computers with high market share and profitability, and a brand name recognition level many other firms could only dream of. So what had happened to Palm?
 
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Case Solution for Canadian Cancer Society: Fundraising Controversy
Complete Case details are given below :
Case Name :      Canadian Cancer Society: Fundraising Controversy
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W11363
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On Wednesday, July 6th, 2011, the communication director, for the Canadian Cancer Society (CCS), in Toronto, Ontario, was faced with a challenging situation. The Canadian Broadcasting Corporation (CBC) had just released an online article that focused on the 2011 CCS budget, more specifically how the CCS allocated millions of dollars each year. Furthermore, the CBC article provided details on how the proportion of donation money the CCS spent on cancer research each year had decreased from 40 per cent in 2000 to under 22 per cent in 2011. With the CBC report circulating in both television and online media, public speculation into CCS’s financial management of public donations was starting to grow. It was clear that the CCS communication team would need to respond. A communication strategy would need to be developed for the CCS to follow moving forward, along with a press release to be posted the next day on the CCS website.
 
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Case Solution for Growth of Bannari Amman Group – A Family-owned Enterprise
Complete Case details are given below :
Case Name :      Growth of Bannari Amman Group – A Family-owned Enterprise
Authors :           Bala Krishnamoorthy, K. Abhinay, Ramesh Kumar
Source :             Ivey Publishing
Case ID :            W11466
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bannari Amman Group (BAG) was one of the largest industrial conglomerates in South India with manufacturing, trading, distribution and financing corporations in the group. This group had the legacy of conducting business ventures over the past 40 years. Starting as a group of related and unrelated businesses in a purely family-owned entity, now the group had three publicly listed companies and over 15 family-owned businesses in its fold. Following the tradition that the eldest in the family headed the group, the group performed under the leadership of the chairman. The chairman of BAG had a day long meeting with the unit heads of BAG on January 6, 2011 to review whether the business heads were capable of handling their units by themselves, what was the appropriate method of hand holding for the new generation of entrepreneurs and how would the unit heads act to optimize performance of their units. He observed that the business group’s units emerged as independent entities, but the businesses were complementing each other to a certain extent. This was especially true for the logistics. Due to this, the group’s businesses enjoyed an inherent advantage. As he looked at the challenges that the units would come across under new leadership in the forthcoming years, he was also aware of the need to develop the vision across the spectrum of units big and small, flagship companies and the smaller stragglers. The chairman looked for processes to keep the group synergies in place and identify the businesses that could be strengthened over time.
 
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Case Solution for 3M Taiwan: Product Innovation in the Subsidiary
Complete Case details are given below :
Case Name :      3M Taiwan: Product Innovation in the Subsidiary
Authors :           Christopher Williams, Liaw Emily
Source :             Ivey Publishing
Case ID :            W11460
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On January 17, 2005, the function head in the Health Care Business in 3M Taiwan, found himself in a meeting with the Acne Dressing project team. In 2004, the function head initiated a project team to exploit local market needs for 3M Hydrocolloid Dressing, a technology that existed in the company for many years without any practical applications. The local project team suggested applying the material for acne treatment. The product would be known as Acne Dressing. There was no standardized solution for acne treatment in Taiwan. If developed, Acne Dressing would be a brand new product in the local market. The biggest challenge would be how to change local consumer behaviors on new acne treatment products. In addition, since there were no similar products in the market, the project team only had limited information. The potential sales and volume estimation were all uncertain. If the local development were to be launched, Acne Dressing would be 3M’s first product application from Hydrocolloid Dressing technology. With little previous experience in product development and no similar products existing in the market, the function head had to decide fast whether to proceed with this new product development. Should the team carry on with the project? If so, what options did the local project team have? What kind of resources and support should the local Health Care business segment seek from the headquarters for the product development? Should the local product development collaborate with other subsidiaries?
 
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Case Solution for CAA Saskatchewan: Future of Auto Club
Complete Case details are given below :
Case Name :      CAA Saskatchewan: Future of Auto Club
Authors :           Michael Rouse, Bruce Anderson
Source :             Ivey Publishing
Case ID :            W11481
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president and chief executive officer (CEO) of a provincial auto club is assessing opportunities to grow his organization in light of industry consolidation and punitive changes in allocating of national operating costs. The auto club has diversified from automobile towing and travel services into insurance, package travel, automobile sales and service. However, his vision to the upcoming board of directors’ meeting calls for a 300 per cent increase in operating revenues over next 10 years. Without a larger critical mass, the auto club cannot support its allocated costs of branded national and international products. The CEO’s challenge is where are the growth opportunities.
 
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Case Solution for Drowling Mountain
Complete Case details are given below :
Case Name :      Drowling Mountain
Authors :           David Wood, David Huang, Lorian Leong
Source :             Ivey Publishing
Case ID :            W11487
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
It was August 2011 and Martin Cartier, senior board member, was beginning to feel the pressure of Drowling Mountain’s 2010 general meeting that was coming up in two months. Drowling Mountain had historically been the ski resort of choice for the local residents of Syracuse, New York. However, the company had recorded losses for the past two years. At last year’s annual general meeting, Cartier explicitly stated that he would bring the company to sustainable operations. He felt personally responsible for the company’s struggles since he was the longest serving member on the board. Management had been keen on developing a new marketing plan focused on increasing sales and new pricing schemes, but Cartier thought an advance meeting to discuss the plan with select board members would be advantageous. Cartier held significant influence in the meeting coming up in October, and any recommendations that he made were likely to determine the future success of the company.
 
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Case Solution for India’s Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Complete Case details are given below :
Case Name :      India’s Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Authors :           K. Ramachandran, John Ward, Rachna Jha, Sachin Waikar
Source :             Ivey Publishing
Case ID :            W11496
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
There are not many families in the world that can claim continuity of existence for over 76 generations in either business or otherwise. Families that manage such a feat tend to have strong roots of values and culture that are in line with the basic principles of trusteeship – to preserve and grow wealth (both material and spiritual) for the benefit of future generations. This case is based on the history of and current challenges faced by such a family, the Mewar dynasty from India.
 
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Case Solution for WorldSpace Satellite Digital Radio Service
Complete Case details are given below :
Case Name :      WorldSpace Satellite Digital Radio Service
Authors :           Srinivasan Sunderasan
Source :             Ivey Publishing
Case ID :            W11518
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Termination of WorldSpace India operations in 2009 was a part of restructuring efforts of the Maryland, U.S.-based parent company that had filed for bankruptcy in October 2008. As of June 30, 2008, WorldSpace Inc. (later 1 WorldSpace) had listed debt of US$ 2.1 billion and assets of US$ 307.4 million and had sought bankruptcy protection to help raise fresh funding to repay its debts. The parent’s two regional satellites, AfriStar and AsiaStar, and related ground assets had been acquired by U.S.-based Liberty Media, which also owned 40 per cent of satellite radio service provider Sirius XM Radio . The termination of WorldSpace raised a series of questions regarding early mover disadvantages, business ideas and pricing strategy. Analysts further extended the arguments to draw parallels with the likes of Iridium to question strategic decisions relating to the service-hardware mix, service provision and pricing, power of complementors, power of substitutes and overall, the consumers’ willingness to pay for incremental choice.
 
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Case Solution for Barnes & Noble, Inc.: The Yucaipa Proxy Challenge
Complete Case details are given below :
Case Name :      Barnes & Noble, Inc.: The Yucaipa Proxy Challenge
Authors :           Ram Subramanian
Source :             Ivey Publishing
Case ID :            W11508
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Ron Burkle is an activist investor and stockholder of Barnes & Noble, Inc. (BN). In September 2010, through his company, The Yucaipa Companies (Yucaipa), Burkle filed a “Definitive Proxy” to challenge BN’s slate of board-of-director nominees at the upcoming stockholder meeting. The proxy was made in response to a ruling against Yucaipa by the Delaware Chancery Court concerning a lawsuit that challenged Barnes and Noble’s poison-pill provision, which prevented outsiders becoming majority stockholders. Burkle disagreed with BN’s founder, chairman and owner of the majority stake in the company, Leonard Riggio, concerning BN’s long-term strategy. While Burkle wanted the company to cede ground to Amazon in the digital reader marketplace and instead concentrate on BN’s physical stores, Riggio believed that the Nook eReader should be the centrepiece of the company’s strategy. Riggio had to respond to the Yucaipa proxy in the short-term and come up with a plan of action to retain control of the company in the long term.
 
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