Operations Management

Case Solution for Shopster.com
Complete Case details are given below :
Case Name :      Shopster.com
Authors :           Malcolm Munro, Sid L. Huff
Source :             Ivey Publishing
Case ID :            907E05
Discipline :        Operations Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Shopster.com is a Calgary-based e-business company whose business is to assist other individuals or companies in setting up their own retail transactional websites. Shopster differs significantly from ordinary website developers in that retailers are able to select from a huge inventory of salable products, through Shopster’s network of goods providers. Shopster also provides software tools, and expertise, to allow anyone wishing to create an online retail store to do so quickly and easily. Shopster’s business has done well to date, but there are plenty of operational challenges ahead. As well, the principals would like to “raise the bar” substantially, to something they refer to as “Shopster 2.0,” the specifics of which are still at a formative stage. The Shopster case provides an interesting example of a small but rapidly growing Canadian company with an innovative business model and big dreams for the future.
 
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Case Solution for Nissan Canada Inc.
Complete Case details are given below :
Case Name :      Nissan Canada Inc.
Authors :           P. Fraser Johnson, Kyle S.K. Hunter
Source :             Ivey Publishing
Case ID :            907D18
Discipline :        Operations Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The corporate manager of vehicle planning at Nissan Canada Inc. had been asked by the director of vehicle ordering for Nissan North America (NNA), to review the proposed vehicle ordering process as part of the new Integrated Customer Order Network (ICON). The ICON project would change Nissan’s North American vehicle ordering process from a ‘make-to-stock’ into a ‘make-to-order’ environment which called for a significant process transformation for Nissan’s operations in North America and Japan. The corporate manager of vehicle planning was hoping that the new process would be exactly what the dealers were seeking in an effort to closer align production with customer demand. However, he needed to evaluate the new process from the perspective of all stakeholders to ensure that Nissan’s business objectives could be met.
 
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Case Solution for Hong Kong Disneyland
Complete Case details are given below :
Case Name :      Hong Kong Disneyland
Authors :           Michael N. Young, Donald Liu
Source :             Ivey Publishing
Case ID :            907M13
Discipline :        Operations Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Disney began internationalizing its theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney attempted to replicate this success in France, which is the largest consumer of Disney products outside of the United States. In 1992, they opened Disneyland Resort Paris, which is largely regarded to be much less successful than the park in Japan. This case explores Disney’s efforts to open its third park outside the United States; Hong Kong Disneyland. It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were tailored to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the particular problems that were encountered during the first year of operations. The stage is set for students to discuss whether Disney’s strategic assets have a good semantic fit with Chinese culture.
 
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Case Solution for St. Clement’s School
Complete Case details are given below :
Case Name :      St. Clement’s School
Authors :           Mary Heisz, Jeana Poon, Kelly McKenna, Nooreen Bhanji
Source :             Ivey Publishing
Case ID :            907B12
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The principal of St. Clement’s School was considering a potential expansion to the school’s facilities. There were many issues for the principal to consider including how to fund the expansion, the impact on the school’s programs, and the impact on the school of increased enrollments. Most importantly, she had to consider the impact of an expansion on the distinct culture of the school. This case is an introductory capital budgeting example set in a non-profit organization rich in context.
 
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Case Solution for Samsung Electronics (B): In India
Complete Case details are given below :
Case Name :      Samsung Electronics (B): In India
Authors :           Sumit Chakraborty, Shushil Sharma, Sougata Ray
Source :             Ivey Publishing
Case ID :            906M35
Discipline :        Operations Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In part A of this case, Samsung’s managing director had to decide whether Samsung should enter the Indian market. Now, three years later, he was ready to relinquish the position. The three years had been very successful and the managing director was promoted to vice-president of global sales and marketing of display products. One of the first decisions facing the new managing director as he takes the position is what type of products Samsung should compete with in India. One option is to compete in the low and medium segments. Another option is to take the high end segment.
 
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Case Solution for Samsung Electronics (A): Entering India
Complete Case details are given below :
Case Name :      Samsung Electronics (A): Entering India
Authors :           Sumit Chakraborty, Shushil Sharma, Sougata Ray
Source :             Ivey Publishing
Case ID :            906M34
Discipline :        Operations Management
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Samsung Electronics (Samsung) managing director had presented the new management philosophy for achieving leadership in a global market. The three-part strategy would prioritize quality, globalization, and multifaceted integration, in that order. After a restructuring effort, Samsung had emerged as a leader in the global electronics industry. Now, considering the new management philosophy and several other factors, the managing director faced the decision of whether Samsung should enter the Indian market.
 
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Case Solution for Mekong Corporation and the Vietnam Motor Vehicle Industry (B)
Complete Case details are given below :
Case Name :      Mekong Corporation and the Vietnam Motor Vehicle Industry (B)
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            907M74
Discipline :        Operations Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This (B) case examines the government’s interventionist policies that stimulated the expansion of production capacity while restraining vehicle sales. A key element was the continuation of very high import tariffs and other taxes that maintained a protected market for domestic manufacturers. In this context, Mekong continued to operate successfully. This case encourages students to consider the appropriate role of government in stimulating economic development, as well as appropriate corporate strategy in a protected market.
 
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Case Solution for MacTara Limited and the Wood Products Industry in Nova Scotia
Complete Case details are given below :
Case Name :      MacTara Limited and the Wood Products Industry in Nova Scotia
Authors :           Julia Sagebien, Rick Shaver
Source :             Ivey Publishing
Case ID :            907M70
Discipline :        Operations Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case centers around the strategic planning retreat of MacTara Limited (MacTara), the largest wood products company in Nova Scotia. While there are some very good opportunities for the company in some sectors, like wood pellets for fuel (high demand for inexpensively priced renewable energy sources), the Canadian lumber industry as a whole is not attractive at this time (distortionary effects of the Canadian-U.S. softwood lumber dispute, low price of lumber, sales denominated in the free-falling U.S. dollar, inflexible cost structure, etc). The fact that MacTara is a somewhat vertically integrated company – from construction lumber, to chips for paper mills, to fuel pellets made out of wood waste – makes planning very difficult because the health of each sector impacts on the prospects for the others. Company executives need to find a way to make all the various pieces of the business fit together into a profitable whole while they still have money and time. The Canadian lumber industry is in crisis and the eastern Canadian industry is ripe for consolidation.
 
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Case Solution for Decorative Interiors Inc.
Complete Case details are given below :
Case Name :      Decorative Interiors Inc.
Authors :           Elizabeth M.A. Grasby, Joe Figliomeni
Source :             Ivey Publishing
Case ID :            907M77
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The owners of Decorative Interiors Inc. (DI) must decide the future of their business. DI had been their family’s sole source of income for the past 18 years. Although the owners would like to increase sales and profitability, they are unsure how to proceed after one of the owners suffered a heart attack and the doctor advised him to change his lifestyle. The case provides the opportunity to discuss the following: the strategic management tension model (“can, want, need” analysis); the evaluation of industry key success factors; the evaluation of strategic alternatives; and firm valuation.
 
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Case Solution for Mattel and the Toy Recalls (B)
Complete Case details are given below :
Case Name :      Mattel and the Toy Recalls (B)
Authors :           Hari Bapuji, Paul W. Beamish
Source :             Ivey Publishing
Case ID :            908M11
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On August 14, 2007, the U.S. Consumer Product Safety Commission (CPSC) in cooperation with Mattel announced five different recalls of Mattel’s toys. On September 4, Mattel announced three more recalls. Some were due to the use of lead paint, while others were due to small magnets coming loose. The (B) case outlines the handling of the recalls and its consequences, such as consumer outrage, media scrutiny, government intervention, and the effect on China. Further, it discusses the design flaws for which large toy companies are responsible. The (B) case raises many issues, such as who Mattel’s stakeholders are, what values Mattel followed, and whether Mattel needs to revisit its China strategy.
 
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