General Management

Case Solution for Of Orangutans and Chainsaws: Cargill Inc. Confronts the Rainforest Action Network Advocacy
Complete Case details are given below :
Case Name :      Of Orangutans and Chainsaws: Cargill Inc. Confronts the Rainforest Action Network Advocacy
Authors :           Ram Subramanian
Source :             Ivey Publishing
Case ID :            W12080
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Cargill, Inc., the privately owned, U.S.-based agribusiness company, was one of the largest sellers of palm oil in the world. Starting in 2007, the company was targeted by the Rainforest Action Network (RAN), a non-governmental organization (NGO) that advocated environmentalism. RAN targeted Cargill because the production of palm oil in countries such as Indonesia and Malaysia destroyed rainforests. RAN pressured Cargill’s customers such as Nestle to demand palm oil produced by sustainable farming. Palm oil producers formed an industry monitoring body called the Roundtable on Sustainable Palm Oil (RSPO). A September 2011 announcement of Indonesia’s withdrawal from the RSPO warranted a response from Cargill to combat the strident protest of RAN. Cargill’s CEO had to come up with a plan of action to respond to RAN’s demands.
 
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Case Solution for Sustainability at Tetra Pak: Recycling Post-Consumer Cartons
Complete Case details are given below :
Case Name :      Sustainability at Tetra Pak: Recycling Post-Consumer Cartons
Authors :           Garima Sharma, Indrajeet Ghatge, Chris Laszlo
Source :             Ivey Publishing
Case ID :            W12434
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case explores the problems that Tetra Pak India faced in its ambitious goal of recycling post-consumer cartons (PCC) in India, and the approach that it adopted in overcoming obstacles. It provides a deep understanding of PCC recycling and Tetra Pak’s broad program of incorporating social, environmental, health, and ethical issues in its day-to-day operations. Evident in the case are Tetra Pak India’s efforts to meet environmental objectives and the seemingly insurmountable challenges in India that appeared to prevent it from attaining its goals. The case offers students an opportunity for an intellectually stimulating discussion on whether or not, and how, Tetra Pak India overcame problems to succeed in its PCC recycling initiative. Students will be able to understand the importance of the partnerships and alliances that Tetra Pak forged with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments, and organizations that championed the cause of the environment. With ever-changing mindsets, increasing regulations, and growing customer expectations in India, Tetra Pak would have to be on its toes to ensure that its success from the PCC recycling initiative could be sustained and scaled up in the future. The case explores how Tetra Pak India could face the challenges of the future.
 
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Case Solution for Mountain Equipment Co-op: The Private Label Strategy
Complete Case details are given below :
Case Name :      Mountain Equipment Co-op: The Private Label Strategy
Authors :           Matthew Thomson, Ken Mark
Source :             Ivey Publishing
Case ID :            W12055
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Mountain Equipment Co-op (MEC) is a well-known Canadian retailer of outdoor clothing and equipment. While it stocks a range of branded products in its stores, a key source of profits is its private label line of products, which spans the entire range of products offered at MEC. The challenge MEC faces is how to continue to develop and launch innovative private labeled products while recognizing that these private labeled products may be direct competitors of MEC’s assortment of global brands. MEC needs to be able to develop its line-up without being seen as infringing on intellectual property or being too much of a “follower.” In assessing how MEC can develop its line-up, students can review MEC’s philosophy as a co-operative (in which it positions itself as being different from corporations) and its design philosophy.
 
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Case Solution for Agile Electric: Quality Issues in a Global Supply Chain
Complete Case details are given below :
Case Name :      Agile Electric: Quality Issues in a Global Supply Chain
Authors :           Dhruv Dar, Sanjay Kumar, Vijay Aggarwal
Source :             Ivey Publishing
Case ID :            W12056
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes issues related to supply chain quality and how they evolve in the context of a multi-tiered global supply chain. The case involves a global multi-tier automotive supply chain made up of one of the world’s largest automotive original equipment manufacturers (OEMs), its tier 1 supplier that is also a U.S.-based global corporation and the tier 2, tier 3 and tier 4 suppliers based in India. With Automek’s engineering support, Agile had developed many parts successfully for the OEM in the past. Based on this experience with the company, Automek buyers placed an order with Agile for a new product (an actuator assembly). In developing this product with little support from Automek, Agile was concerned due to its lack of knowledge concerning the suppliers for the actuator assembly components and the critical requirements. To allay its concerns, Automek promised to support Agile by (a) locating the critical global suppliers for specialized components and (b) assessing and validating the critical suppliers based in India on behalf of Agile. Agile then invested in the assembly line and developed the actuator assembly. When supplies started, the OEM reported many quality problems that were traced to the tiered suppliers. Along with the quality and part supply issues, the issues of subsequent liability in the case of a recall by the OEM were faced by the members of the supply chain. Agile felt that since Automek had selected or approved the suppliers, and also as Agile had no knowledge of the product, that Automek should take the responsibility of resolving the quality problems arising from the supplier base. To complicate matters, some of the tiered supply chain members were not willing to invest time and effort in implementing improved manufacturing and process control practices as desired by Automek.
 
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Case Solution for RLEK: Survival with the Real Bottom Line
Complete Case details are given below :
Case Name :      RLEK: Survival with the Real Bottom Line
Authors :           Jiban Mukhopadhyay, Garg Mayank, Saumya Oli, Amit Kumar
Source :             Ivey Publishing
Case ID :            W12062
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Rural Litigation and Entitlement Kendra’s (RLEK) transformation from a small movement to a well-established organization of more than 150 people. The focus of the case is on identifying the main features of the hill community advocacy group’s seemingly perfect setup and recommending solutions to help RLEK move to the next level. The case briefs the reader on RLEK’s background as a non-governmental organization (NGO), the reason for its inception, and its current methodology and strategy. Sections on finance, operations, projects, awards, organizational structure, and culture provide insight into the functioning of the NGO. The case also discusses the various problems faced by RLEK in its day-to-day operations, including intense competition, employee attrition, non-streamlined operations, and challenges to its operating principle of “the real bottom line” (i.e., the development of marginalized and underprivileged societies). The protagonist in the case faces a host of unanswered questions.
 
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Case Solution for Coloplast: Ten Years of Global Operations
Complete Case details are given below :
Case Name :      Coloplast: Ten Years of Global Operations
Authors :           Marcus Moller Larsen, Torben Pedersen
Source :             Ivey Publishing
Case ID :            W12101
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In just a decade, the Danish health care product manufacturer Coloplast underwent a major transformation from a local Danish manufacturing company to a truly multinational corporation. In 2001, Coloplast conducted all its production in-house in three production facilities in Denmark. Ten years later, the company had relocated almost 90 per cent of the production to four different countries, with the majority in Hungary and China. However, a transformation of this caliber rarely comes without challenges. Coloplast’s relocation of production abroad had to a large extent been carried out through a trial-and-error process without an overarching corporate strategy. In this process, the company had experienced many challenges. Although Coloplast had by 2011 successfully identified and changed the critical issues created by the offshoring initiatives, the executive management now faced a substantial challenge in understanding what the company had learned over the last 10 years and how it could excel based on this history.
 
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Case Solution for Infusion’s Greenfield Subsidiary in Poland
Complete Case details are given below :
Case Name :      Infusion’s Greenfield Subsidiary in Poland
Authors :           Christopher Williams, van Eerde Wendelie, Danielle The
Source :             Ivey Publishing
Case ID :            W12104
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president of Infusion Development Corporation was reviewing the progress of the new subsidiary the company had set up 15 months earlier in Krakow, Poland. The purpose of the subsidiary was to work with other Infusion offices around the world to provide innovative software development services to global clients. The investment, a big success, had grown in size from eight to forty staff in one year, and there were plans to double that by the end of the following year. The issues facing the president were threefold. Firstly, how could he work with the country manager to continue to grow the subsidiary? Attracting the right talent was vital to Infusion’s culture and business model. Initial growth in Poland was based partly on local referrals in the community of .NET professionals in Krakow. It was also based on being a new start-up with an entrepreneurial culture. The president and country manager were concerned that there were limits to these factors. Secondly, what role should Infusion Poland have in the wider company in the future? Should it become a global centre of excellence and a pivotal hub for the company’s innovative capability? If so, how? Thirdly, what kind of succession planning should be put in place for the country manager in Poland? If he moved to another post at Infusion, as expected, should the company seek a local country manager instead of transferring one from headquarters?
 
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Case Solution for Scholtes Waterservices
Complete Case details are given below :
Case Name :      Scholtes Waterservices
Authors :           Venessa M. Strike, Lisa Barendse
Source :             Ivey Publishing
Case ID :            W12122
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Scholtes Waterservices was a second-generation family firm in the Netherlands that specialized in installing and selling water pipes, primarily for the horticultural industry. In 2008, Rijk Scholtes Jr. and his brother, Ben, took over management of the firm from their father and gradually assumed ownership through a buyout plan. It soon became evident that their father, Rijk Sr., could not let go of the company. This especially affected Rijk Jr., as he worked in an office close to the place where Rijk Sr. lived. As a result, the relationship between father and son began to steadily deteriorate. Moreover, Rijk Jr. began to feel isolated as the relationship and collaboration between Rijk Sr. and Ben was not adversely affected. Instead, the once-strong relationship between the brothers began to deteriorate. Rijk Jr. was left wondering whether anything could be done to rectify the situation or whether it was time to leave the family firm.
 
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Case Solution for Cate & Levi: Evaluating Options for Growth
Complete Case details are given below :
Case Name :      Cate & Levi: Evaluating Options for Growth
Authors :           Brian Anderson
Source :             Ivey Publishing
Case ID :            W12130
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Cate & Levi is a specialty gift manufacturer – primarily of children’s toys and clothing – based in Toronto, Canada. The founder of Cate & Levi is pondering growth options for his firm, recognizing that the business model so successfully employed to earn the company its first $1 million in revenues is not likely to sustain the company’s momentum. Just three years old, the company has grown dramatically in no small part due to its unique business model and design. Looking ahead, however, the founder is concerned that the business is not sustainable – the predominant raw materials used for the products are reclaimed wool sweaters, and each product is cut and sewn by hand both in-house and through contract labour across Canada. The case presents a series of growth alternatives for students to analyze and consider, contrasted against the constraints found in an adolescent business: constrained capital and human resources, limited brand recognition, and an underdeveloped supply chain.
 
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Case Solution for I-Star: Expanding in North America
Complete Case details are given below :
Case Name :      I-Star: Expanding in North America
Authors :           William Wei, Yang Xiaohua, Roger Chen, Kimberley Howard, Stanley Kwong
Source :             Ivey Publishing
Case ID :            W12132
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president of I-Star America, Inc. and vice-president of I-Star Corporation reflected on the success of I-Star in the Chinese and Japanese IT markets and the challenges of increasing market share in North America, one of the largest markets in the world. I-Star was expected to grow about 30 per cent in the next few years, and the president considered whether the strategy used in Japan could be applied to North America. Many Chinese firms that experienced success in China were less successful in international (western) markets for a host of reasons, including failure to adapt business processes and products to the new market and the perception that Chinese goods and services might be of lower quality. The president believed that I-Star’s past and future success relied on the company’s ability to innovate in creating value for its customers. He believed that with the right strategy I-Star could generate revenues of US$50-100 million and build up a cadre of more than 200 employees in the software and services division in North America. How could I-Star increase its brand awareness and presence in North America to best achieve these goals?
 
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