General Management

Case Solution for Apple (B)
Complete Case details are given below :
Case Name :      Apple (B)
Authors :           William Watson, Mary M. Crossan
Source :             Ivey Publishing
Case ID :            W12775
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Apple A and B cases provide two perspectives on the evolution of Apple and are designed to evoke debate about models of strategy, organization and leadership.
 
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Case Solution for Apple (A)
Complete Case details are given below :
Case Name :      Apple (A)
Authors :           William Watson, Mary M. Crossan
Source :             Ivey Publishing
Case ID :            W12774
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Apple A and B cases provide two perspectives on the evolution of Apple and are designed to evoke debate about models of strategy, organization and leadership.
 
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Case Solution for Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Complete Case details are given below :
Case Name :      Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Authors :           Lucia Miree, John Galletly
Source :             Ivey Publishing
Case ID :            W12802
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case is about a software development company, Telerik, which was based in Sofia, Bulgaria, with offices in the United States, Canada, the United Kingdom, Australia and Germany. The company was founded in 2002 and had become a world-leader in user interface (UI) components for Microsoft’s .NET framework. The company was still managed by its original four founders and had grown to 400 employees. In response to rapid growth and to retain its rapid development product process, Telerik adopted agile development in 2006. Agile development is a values-driven process that includes the elements of decentralization, rapid development cycles, intense customer service, teamwork and face-to-face communication. Telerik has fully implemented this process, including the software development components, communication, coordination and management tools that are collaborative and rely heavily upon communication and widespread team interaction and responsibility. Telerik had moved into a new and modern building that included game and quiet rooms, and its physical environment was designed specifically to facilitate agile development. The company’s management style was informal, hands-on, consultative and development-driven, and their culture was youth-focused. Telerik’s human resource (“human capital”) practices were innovative and flexible and its benefits and compensation package had allowed Telerik to attract a high quality workforce. Its recent innovations in benefits, including concierge services and stock options, had given Telerik an edge in human capital with an employee turnover rate of under five per cent. The founders had worked diligently to create a high performing, cohesive organization that was an exciting place to work. They had built a company with an excellent reputation, both in technical achievements and product development, and as an employer. Their success was based upon the rapid deployment of committed human capital in a culture of teamwork and custom.
 
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Case Solution for We Are So Sorry: Sedang Prestige Resort
Complete Case details are given below :
Case Name :      We Are So Sorry: Sedang Prestige Resort
Authors :           Jim Kayalar
Source :             Ivey Publishing
Case ID :            W12792
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
North American and European branded hotel chains in their quest to maximize shareholder wealth have recently shed ownership of assets and freed up capital to focus on their core businesses with the help of strenuous contracts. The ensuing pursuit of further business development has expedited the internationalization process and a new business model of franchising the brand/value proposition in international locations has evolved. Globally accepted brands hold the promise of global quality. It is widely believed that Western brands deliver more value than brands from emerging nations, such that they can charge global prices to global customers. Service delivery failure is encountered frequently in the accommodation and food services industry. Such failures can act as an important performance measurement criteria. Managers are taught how to recover from service delivery failure and address loyalty issues of existing customers. They fear losing them as the cost of acquiring new customers may exceed the cost of keeping existing customers. The case illustrates how a globally branded North American hotel chain disregarded the basic tenets of maintaining the global brand promise, ignored generally accepted North American customer service standards, failed to instigate delivery failure recovery and leveraged firm specific capabilities to maximize shareholder wealth. The reaction of the local counterpart, the reaction to countermand the imbalance in the ensuing business relationship and adaptation of the value proposition are told from the perspective of a vacationing couple that experienced the diluted brand firsthand.
 
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Case Solution for World Championship Wrestling – A Crisis of Leadership (D)
Complete Case details are given below :
Case Name :      World Championship Wrestling – A Crisis of Leadership (D)
Authors :           Lyn Purdy, Jason Ravesi
Source :             Ivey Publishing
Case ID :            W12798
Discipline :        General Management
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2000, World Championship Wrestling (WCW)’s executive VP is faced with a challenging decision. He had been appointed the executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s onscreen product was suffering; ratings for the flagship WCW Monday Nitro (Nitro) program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already-low morale among WCW’s on-screen talent and support staff.
 
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Case Solution for World Championship Wrestling – A Crisis of Leadership (C)
Complete Case details are given below :
Case Name :      World Championship Wrestling – A Crisis of Leadership (C)
Authors :           Lyn Purdy, Jason Ravesi
Source :             Ivey Publishing
Case ID :            W12797
Discipline :        General Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2000, World Championship Wrestling (WCW)’s executive VP is faced with a challenging decision. He had been appointed the executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s onscreen product was suffering; ratings for the flagship WCW Monday Nitro (Nitro) program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already-low morale among WCW’s on-screen talent and support staff.
 
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Case Solution for World Championship Wrestling – A Crisis of Leadership (B)
Complete Case details are given below :
Case Name :      World Championship Wrestling – A Crisis of Leadership (B)
Authors :           Lyn Purdy, Jason Ravesi
Source :             Ivey Publishing
Case ID :            W12796
Discipline :        General Management
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2000, World Championship Wrestling (WCW)’s executive VP is faced with a challenging decision. He had been appointed the executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s onscreen product was suffering; ratings for the flagship WCW Monday Nitro (Nitro) program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already-low morale among WCW’s on-screen talent and support staff.
 
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Case Solution for World Championship Wrestling – A Crisis of Leadership (A)
Complete Case details are given below :
Case Name :      World Championship Wrestling – A Crisis of Leadership (A)
Authors :           Lyn Purdy, Jason Ravesi
Source :             Ivey Publishing
Case ID :            W12795
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2000, World Championship Wrestling (WCW)’s executive VP is faced with a challenging decision. He had been appointed the executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s onscreen product was suffering; ratings for the flagship WCW Monday Nitro (Nitro) program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already-low morale among WCW’s on-screen talent and support staff.
 
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Case Solution for Tennant Company: Can
Complete Case details are given below :
Case Name :      Tennant Company: Can
Authors :           Garima Sharma, Chris Laszlo, Eric Ahearn, Indrajeet Ghatge
Source :             Ivey Publishing
Case ID :            W12808
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Companies in every industry are attempting to reduce their use of chemicals, particularly synthetic organic compounds, where there is a perception of harm to human health or the environment. The industrial and commercial floor-cleaning equipment industry is no different, with many equipment manufacturers seeking to reduce their use of harsh cleaning chemicals such as petroleum solvents. But with every competitor pursuing similar greening efforts in a mature market, companies find it difficult to differentiate their offers to customers. Tennant Company chose to differentiate itself through a technology-driven business strategy based on chemical-free cleaning. Instead of reducing the use of harsh cleaning chemicals, or reducing the harshness of those chemicals, Tennant offered its customers a cleaning solution that used ionized tap water to clean and disinfect surfaces, thereby eliminating harsh chemicals altogether. The benefits to customers were numerous, including lower total cost of ownership and improved health and safety, while maintaining cleaning performance relative to conventional chemical-based products. This case helps to illustrate the challenge of profitably going beyond incremental “greening” efforts (aimed at doing less harm) to offer a disruptive step-change in environmental performance as the central argument for the company’s value proposition.
 
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Case Solution for Wolters Brewery (B): Traditions for the Future
Complete Case details are given below :
Case Name :      Wolters Brewery (B): Traditions for the Future
Authors :           Klaus Meyer
Source :             Ivey Publishing
Case ID :            W12806
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The (B) case tells the story of a management buy-out (MBO), and then focuses on the marketing strategy of the newly independent local brewery aiming to survive and prosper with a distinctly local strategy. It presents the twists and turns of how a group of entrepreneurs, with the support of the local community, took over brewing facilities from multinational brewer Inbev, and revived the historical Wolters brand in a newly independent firm. Five years after independence, the company is prospering in a local niche market using a range of marketing approaches that play on their local connections, and considering how to develop its export business. The case is suitable as debriefing for the (A) case. It is also an independent case on small- and medium-sized enterprises facing issues of local brand marketing in an industry increasingly dominated by global players, and of developing exports from scratch.
 
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