General Management

Case Solution for GAZ Group Russia: The Gazelle Light Commercial Truck

Complete Case details are given below :

Case Name : GAZ Group Russia: The Gazelle Light Commercial Truck

Authors : Andreas Schotter, Dmitry Alenushkin, Mary B. Teagarden

Source : Ivey Publishing

Case ID : W13469

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In January 2013, the CEO of the Russian automotive company Gorky Automobile Plant (GAZ) was pleased with the results of the recently implemented changes to the company’s product-market strategy and the related organizational processes. He believed that this series of radical changes could help GAZ further cement its domestic market leadership position and at the same time allow it to complete a dramatic turnaround that had resulted in the company’s most profitable year ever. He was now planning the launch of the third generation all-new Gazelle Next light transport truck, which he believed would take the company to a new level of competitiveness and revenue growth in Russia, and even more importantly, in other emerging markets.

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Case Solution for McDonald’s Twitter Campaign: Hype Versus Reality

Complete Case details are given below :

Case Name : McDonald’s Twitter Campaign: Hype Versus Reality

Authors : Jana Seijts, Paul Bigus

Source : Ivey Publishing

Case ID : W13493

Discipline : General Management

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In early January 2012, the director of social media for the McDonald’s Corporation (McDonald’s) was challenged with a tall order. The corporation had just launched a large public relations campaign using the Twitter hashtag “#MeetTheFarmers” to promote connections with family farms and local suppliers. Maximizing a Twitter Promoted Trends expenditure, the director had switched the hashtag from “#MeetTheFarmers” to “#McDStories” halfway through the first day of the campaign. However, numerous detractors used the hashtag to express negative comments towards the corporation. A few days later, the media started to run negative coverage with mocking headlines and articles providing screenshots of the negative tweets but no statistics that explained or put proper context to the situation. The director needed to devise a better strategy for McDonald’s social media campaigns in order to prevent potential media fallouts.

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Case Solution for Walmart’s African Expansion

Complete Case details are given below :

Case Name : Walmart’s African Expansion

Authors : Karen Robson, Stefanie Beninger, Sudheer Gupta

Source : Ivey Publishing

Case ID : W13491

Discipline : General Management

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Walmart has decided to expand into Africa through the acquisition of the South African consumer goods retailer Massmart. In doing so, the world’s largest retailer faces significant backlash from South Africa’s largest union. The company must also contend with price-sensitive consumers and a lack of supplier relationships on the African continent. Will Walmart appeal to South African consumers and achieve the volume of sales needed to make its first African presence a success.

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Case Solution for Alta and SAIT: A Potential Private-Public Partnership

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Case Name : Alta and SAIT: A Potential Private-Public Partnership

Authors : Michael Roberts, Travis Guay

Source : Ivey Publishing

Case ID : W13497

Discipline : General Management

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A proposed private-public partnership (P3) involves a Calgary-based private enterprise, Alta Injection Molding (Alta), the Southern Alberta Institute of Technology (SAIT) and the government of Canada. Alta has been chosen to collaborate with SAIT because it developed a unique way to generate revenue throughout its value chain. Alta’s strategy towards fostering innovation revolves around a seven-step approach to turnkey innovation. In this P3, Alta would have access to the equipment, while SAIT students would gain exposure to the plastic manufacturing processes and have the opportunity to be connected to company leaders or distribution channels through Alta’s large network. Considering the parties involved in this P3, significant differences exist in terms of mindsets, goals and concerns. The president of Alta is wondering whether to participate in the P3, and, if he does, what steps he should take to ensure his business remains viable while not impeding SAIT or the government’s goals.

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Case Solution for Tesco’s Fresh & Easy: Learning from U.S. Exit

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Case Name : Tesco’s Fresh & Easy: Learning from U.S. Exit

Authors : Christopher Williams, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : W13504

Discipline : General Management

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In mid-April 2013, the chief executive officer of Tesco PLC, the world’s third largest global retailer headquartered in London, United Kingdom, must explain to shareholders his decision to close down the operations of the fully owned subsidiary, Fresh & Easy Neighborhoods Market Inc., in the United States. Following a December 2012 strategic review that reported that the subsidiary was not delivering acceptable returns, operations have already been discontinued and a buyer is being sought. Although the focus on fresh food to ameliorate the health care costs of obesity in the United States was a driver for establishing the subsidiary, the effects of the 2008 recession discouraged consumers from paying the higher costs of fresh food. Is exiting the United States the right decision for Tesco? How should the process of exit be managed? Are there any takeaways from the U.S. operations that Tesco can apply elsewhere in its global strategy?

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Case Solution for Caterpillar Tunnelling: Revitalizing User Adoption of Business Intelligence

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Case Name : Caterpillar Tunnelling: Revitalizing User Adoption of Business Intelligence

Authors : Frances Leung, Murat Kristal

Source : Ivey Publishing

Case ID : W13513

Discipline : General Management

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Caterpillar Tunnelling Canada Corporation, a Toronto-based subsidiary of the U.S. company Caterpillar Inc., specializes in the custom design and manufacture of tunnelling boring machines used in the construction of transportation and utility tunnels such as subway, sewage and telecom cable tunnels. After the acquisition by Caterpillar, the company was chosen as one of the sites to undergo enterprise resource planning (ERP) transformation. After over a year of localization effort to adapt the corporate ERP template to the subsidiary’s business processes, the project was called off due to both the strained local resources and the significant gap between the parent company’s repetitive manufacturing model and the subsidiary’s concurrent engineering/project-based model. Moreover, the lack of executive buy-in and a mandate in establishing company-wide performance metrics and consistency in business semantics led to sporadic user adoption of business intelligence tools and the creation of sometimes irreconcilable reporting. The business resource manager and head of finance has to rethink the management of business intelligence technologies and come up with a strategy to achieve coherent data analytics for effective business decision making.

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Case Solution for Should Ranbaxy Launch an Energy Candy in India?

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Case Name : Should Ranbaxy Launch an Energy Candy in India?

Authors : Sandeep Puri, Subhajit Bhattacharya, Harsh Ajmera

Source : Ivey Publishing

Case ID : W13511

Discipline : General Management

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case chronicles the growth and evolution of Revital, the bestselling vitamin and mineral supplement in India. The Indian nutraceutical market was booming, as the growing economy and increasingly demanding job requirements were pushing young Indian consumers to look for products like energy drinks, energy candy and health supplements. Stressful work conditions and lifestyle changes were resulting in an increased incidence of chronic disorders, and more and more consumers were taking nutraceuticals as a preventive measure. No company had launched an energy candy in the Indian market and imported brands were of limited availability. The case explores the possible options for Ranbaxy – one of the largest pharmaceutical companies in India -with brand expansion opportunities for Revital through introducing Revital energy candy. Should Ranbaxy introduce an energy candy in the Indian market? If so, should it be a brand extension of Revital or a new brand altogether?

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Case Solution for The Canadian Boreal Forest Agreement: A Revolutionary Partnership for Sustainable Development

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Case Name : The Canadian Boreal Forest Agreement: A Revolutionary Partnership for Sustainable Development

Authors : Michael Valente, Mark Desjardine

Source : Ivey Publishing

Case ID : W13515

Discipline : General Management

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The Canadian Boreal Forest Agreement (CBFA) had two primary purposes: (1) to protect Canada’s boreal forest from harmful logging practices; and (2) to improve and protect the reputation of Canada’s forest industry and companies. But the CBFA’s ambitious plans overlooked the fundamental challenges associated with the agreement’s implementation. Two years after its signing, the agreement suffers from a severe lack of funding, the withdrawal of one signatory and major hurdles at the regional working group level. The CBFA’s secretariat needs to develop a plan of action to realize the full potential of the agreement but faces numerous issues in terms of implementation: (1) the CBFA’s exclusion of First Nations communities; (2) funding issues; (3) disagreement at the local regional levels and among some signatories; (4) slow pace of implementation and (5) limited concrete signs of success thus far.

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Case Solution for Yancoal: The Saskatchewan Potash Question

Complete Case details are given below :

Case Name : Yancoal: The Saskatchewan Potash Question

Authors : George Peng, Paul W. Beamish

Source : Ivey Publishing

Case ID : W13583

Discipline : General Management

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 2011, a major coal producer in China – Yancoal – must make several decisions in terms of product and geographic diversification. One option is to retain its focus on the coal business. Here, it can acquire other coal assets in Australia to further increase its coal reserves. Another option is to acquire 19 potash-exploration permits in Saskatchewan, Canada. This represents an opportunity for both product diversification and further geographic diversification. Yancoal has to decide whether it should focus on the coal industry or pursue the potash opportunity as well.

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Case Solution for Bonazzi Indo Joint Venture: Culture Clash or Pure Economics?

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Case Name : Bonazzi Indo Joint Venture: Culture Clash or Pure Economics?

Authors : Naresh Warrier, Gita Bajaj

Source : Ivey Publishing

Case ID : W13530

Discipline : General Management

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Owing to the rapidly growing automotive market, international joint venture activity in the auto-components sector has been increasing in India, both in terms of frequency and strategic importance.Bonazzi Indo Fasteners Limited, a joint venture between the Turin-based Bonazzi Group and the Mumbai-based Indo Group, was set up to manufacture automotive fasteners, primarily for global original equipment manufacturers. There is a confrontational relationship between the two joint venture partners, and the chief executive officer has been unable to broker peace between them.

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