General Management

Case Solution for Perna Arts: Managing the Complexity of Creativity and Commerce
Complete Case details are given below :
Case Name :      Perna Arts: Managing the Complexity of Creativity and Commerce
Authors :           Kajari Mukherjee
Source :             Ivey Publishing
Case ID :            W14483
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Perna Arts is a movie production company that has gradually branched into related businesses straddling distribution, exhibition, programming and education. The company was among the first to go public after the movie business attained industry status in India. It was also one of the first to recruit a professional manager as its chief executive officer to put in place processes, systems, performance metrics and procedures aligned to its strategic priorities. The company’s aim was to make two to four movies a year – enough to create a rolling stock that could open up multiple revenue streams and offset losses with hits. However, Perna Arts was battling against temporary setbacks, such as failing to deliver hit movies. The company’s management wondered whether it could adopt a more business-like approach to movie making, using sound management principles to wean Perna Arts away from its person-centric, intuitive process.
 
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Case Solution for Alliance Design Concepts: Foreign Exchange Risk
Complete Case details are given below :
Case Name :      Alliance Design Concepts: Foreign Exchange Risk
Authors :           Ryan Orchard
Source :             Ivey Publishing
Case ID :            W14493
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Alliance Design Concepts provided audio system solutions, which involved installing high-quality sound systems in customer facilities (such as large churches). A major cost component (60-80 per cent) for these systems was the equipment (speakers, amplifiers, etc.), which was sourced from the United States and paid for in U.S. dollars (USD). Alliance quoted prices to customers in Canadian dollars (CAD) by converting equipment costs from USD to CAD based on the exchange rate on the day of the quotation. Since it was often months later that Alliance actually converted cash and paid the supplier in USD, it found that a change in the exchange rate during that time could directly reduce the margin on the sale. The operations manager had to devise a risk mitigation strategy and/or business process change.
 
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Case Solution for Electrolux AB: Managing Innovation
Complete Case details are given below :
Case Name :      Electrolux AB: Managing Innovation
Authors :           Jean-Louis Schaan, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14500
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The world’s second largest home appliances company has introduced a change in its global organization structure. Electrolux AB has consolidated its research and development, marketing and design functions at the top to form what is known as the “Innovation Triangle.” This change is in tune with the pursuit of innovation as a source of differentiation in a competitive industry. The concept has been tested in Electrolux Brazil for four years before being scaled up globally. The amplified version of the Innovation Triangle has a singular objective: to facilitate innovation enterprise-wide by leveraging cross-functional, cross-geographical and cross-business synergies. The ultimate goal is to launch new products faster, better and in greater number. The unveiling of the new organizational structure presents an opportunity for the company’s Innovation team to review the company’s ongoing innovation initiatives. The four-member team grapples with issues around improving the company’s innovation pipeline.
 
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Case Solution for Time for a Change at The Change Foundation
Complete Case details are given below :
Case Name :      Time for a Change at The Change Foundation
Authors :           Anne Snowdon, Alexander Smith
Source :             Ivey Publishing
Case ID :            W14498
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Change Foundation is an independent charitable foundation founded in 1996 by the Ontario Hospital Association with the mandate to promote, support and improve health and the delivery of health care in Ontario. In 2006, its board of directors undertook a renewal process to evaluate its strategic directions and measure the value-add of progress to date. A planning session with a variety of key stakeholders had resulted in the development of a draft plan for going forward, which included hiring a new chief executive officer. When she began assessing the plan in January 2007, she faced several major issues and concerns about how the foundation should refocus its activities and transform itself. Before she could start to rebuild, however, she had to decide what its future direction should be.
 
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Case Solution for Anime News Network: Building a Sustainable Internet Business
Complete Case details are given below :
Case Name :      Anime News Network: Building a Sustainable Internet Business
Authors :           Timothy Craig
Source :             Ivey Publishing
Case ID :            W14496
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Anime News Network (ANN) is a Montreal-based news website that provides information and news about anime (Japanese animation) and manga (Japanese comics). The site’s primary readership and target audience is North American fans of anime and manga, but it is known and read by fans worldwide as “the world’s leading destination for news and information about manga and anime.” Under its founder and chief executive officer, ANN has grown from a hobby, staffed entirely by volunteers, to a profitable business with 3.3 million readers, annual sales of US$1 million, seven full-time and five part-time employees, and sister ANN websites in Australia and the United Kingdom. The critical question facing ANN is whether the company has reached its growth potential, given the niche nature of its readership base and a steady decline in the monetary value of the North American anime market.
 
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Case Solution for Shanghai NSE Electric Co. Ltd. and Its International Cooperation
Complete Case details are given below :
Case Name :      Shanghai NSE Electric Co. Ltd. and Its International Cooperation
Authors :           Miao Cui, Lei Xue, Dashuang Dai
Source :             Ivey Publishing
Case ID :            W14502
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Shanghai NSE Electric Co. Ltd. (NSE), a medium-sized manufacturer of marine switch panels, had entered into a joint venture with Schneider Electric under which NSE was Schneider’s sole technology licensee in China. NSE felt fortunate because the world shipbuilding market was strong and orders were often full. With comprehensive and close cooperation, NSE was confident in Schneider. Nevertheless, Schneider announced that it would issue a second license to NSE’s outsourcing manufacturer, SaierNico Electric & Automation. This meant that a competitor that produced and sold products of the same brand would emerge in the Chinese market. What was worse, this competitor had been cultivated by NSE. The CEO of NSE believed that NSE had three options: (1) continue to cooperate with Schneider; (2) broaden its business and cooperate with other powerful companies; or (3) invest more in local innovation to develop its own brand.
 
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Case Solution for GENICON: Keep Growing or Sell the Company?
Complete Case details are given below :
Case Name :      GENICON: Keep Growing or Sell the Company?
Authors :           Allen H. Kupetz, Gary Haberland
Source :             Ivey Publishing
Case ID :            W14506
Discipline :        General Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chief executive officer (CEO) of GENICON is at a crossroads. The private medical device manufacturing business he started over 15 years ago has several acquisition offers as the industry starts to consolidate ahead of changes to the U.S. healthcare system. He can sell it now and make millions for himself and his investors or he can grow the business for a couple more years and, assuming a constant multiple of acquisition price to revenue, make millions more since his business is in fact growing. However, the business needs capital to grow and the CEO does not want to take on more debt. Should he sell the whole company and start his next venture? Or sell it and continue to help the acquirer grow the business? Or sell a part of the company and lose some autonomy and control? The CEO knows he is in a fortunate position but he still has to make a decision and soon.
 
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Case Solution for Shelby Division 2012
Complete Case details are given below :
Case Name :      Shelby Division 2012
Authors :           Christopher Williams, Ken Mark
Source :             Ivey Publishing
Case ID :            W14517
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The vice-president and general manager for Michigan Plastic Inc.’s Shelby Division (Shelby) is faced with various options. Shelby specializes in thermoforming plastic gasoline tanks for global automotive companies such as General Motors, Ford and Toyota. The vice-president is looking at ways to restart growth at Shelby, a division that has been the subject of a turnaround effort from 2007 to 2010. In fact, the vice-president has committed to his chief executive officer to double sales in the next five years. This case looks at the competitive environment – competitors and the state of technology – and the vice-president’s challenge in selecting the growth option.
 
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Case Solution for Prince Pipes and Fittings Pvt. Ltd., India
Complete Case details are given below :
Case Name :      Prince Pipes and Fittings Pvt. Ltd., India
Authors :           Tulsi Jayakumar
Source :             Ivey Publishing
Case ID :            W14519
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Prince Pipes and Fittings (Prince) – a family managed enterprise in the Indian PVC pipe industry – had not only navigated the 2008 Global financial crisis, a period when more than 1000 Indian pipe companies had shut down within 90 days, it had in fact used the crisis as an opportunity to successfully transition from an small and medium enterprise (SME) to a large enterprise through acquisitions. In 2013, the company faced a bleak macroeconomic environment of declining GDP growth rates, tight monetary conditions, a pessimistic industrial outlook, a depreciating rupee and rising crude prices. It also faced growing domestic competition. Would Prince be able to reach its goals for 2013/14?
 
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Case Solution for Sheng Siong Supermarket: Building and Sustaining Competitive Advantage
Complete Case details are given below :
Case Name :      Sheng Siong Supermarket: Building and Sustaining Competitive Advantage
Authors :           Yi Rong Loh, Ye Jun Lee, Marleen Dieleman
Source :             Ivey Publishing
Case ID :            W14526
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Sheng Siong was the third-largest supermarket chain in Singapore. Its chief executive officer co-founded it with his two brothers in 1985. Sheng Siong’s business model was well suited to cater to the price-sensitive and more traditional customer segment in Singapore, with a dominant presence in suburban areas called “heartlands.” It also had a unique corporate philosophy, which was influenced by the personal values of its founding family. However, the market became increasingly saturated, competitors were aggressive and costs were rising. The key question was whether Sheng Siong’s original competitive advantage was sustainable and how it could grow.
 
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