Strategy

Case Solution for Artesanías de Colombia

Complete Case details are given below :

Case Name : Artesanías de Colombia

Authors : Guillermo D’Andrea, Javier Jorge Silva, Emmanuel ER Raufflet, Maricruz Prado

Source : North American Case Research Association (NACRA)

Case ID : NA0304

Discipline : Strategy

Case Length : 22 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Upon becoming General Manager of Artesanías de Colombia (AC) in January 2007, Paola Muñoz faced the challenge of redefining the organization’s strategy. The mission of AC, a mainly government organization with a 3 % private ownership, was to foster, promote, and market Colombian handicrafts, thus creating economic development opportunities for artisans, a low-income, mainly indigenous population. In early 2007, soon after assuming her role as General Manager, Paola evaluated the strategy, achievements, and limitations of her predecessor’s 16-year-long management tenure, in order to craft her own strategy for the organization. Whereas the previous strategy focused on crafts-with a strong emphasis on the promotion of design and the positioning of crafts as very differentiated products among high-income clients-Paola wanted to discuss with her staff the pros and cons of reorienting the AC’s strategy toward the artisans, through increased training, support, and capacity building especially in administrative, economic and organizational areas. The case is based on an organization that is primarily a public/ government organization with a social mission. Governments and government agencies still represent in most OECD countries between 40% and 50% of the economy. This case invites students to (1) strategy formulation in not-for-profit or governmental contexts (specifically in this case a hybrid organization with (a) a dual mandate -social and business orientations (b) in a sector in which the small focal organization promotes value creation with a vast number of producers -over 350,000 artisans in the country) and to (2) highlight the relevance and limitations of strategic management concepts and tools in such contexts. Besides a strategic management course, this case can be used in a corporate social responsibility course to illustrate the challenges of a hybrid organization, in which profit-making and social mission are complementary objectives.

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Case Solution for Damaí Lovina Villas: Can Eco-standards and Certification Create Competitive Advantage for a Luxury Resort?

Complete Case details are given below :

Case Name : Damaí Lovina Villas: Can Eco-standards and Certification Create Competitive Advantage for a Luxury Resort?

Authors : Nicole Darnall, Mark B. Milstein

Source : North American Case Research Association (NACRA)

Case ID : NA0300

Discipline : Strategy

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The general manager of Damaí Lovina Villas, a boutique hotel located in northern Bali, wants to strengthen the hotel’s competitive position by increasing utilization rates beyond the hotel’s 65% occupancy. The central question that the case poses is whether leveraging an organization’s sustainability activities, and participating in a voluntary environmental program (VEP) that promotes standardization and certification, is a reasonable vehicle to do so. This case considers what sustainability means in the context of a specific company, including issues related to value creation stemming from efficiency and productivity, reputation and legitimacy, innovation and repositioning, and strategic visioning opportunity framing. It presents an assessment framework (1) to evaluate a firm’s environmental and social activities, (2) to assess the sustainability activities of various VEPs, and (3) compare the two to determine whether and how a company’s sustainability programs align with the choices of VEPs under consideration. The framework creates a foundation to assess whether VEPs can offer strategic competitive advantage, and at what cost. The case is intended for an MBA or advanced undergraduate course to explore issues around strategic differentiation and standardization and strategy-environment fit, as well as courses dealing with topics related to sustainable enterprise, corporate social responsibility, international management, hospitality or hotel management, and eco-tourism.

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Case Solution for Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision.

Complete Case details are given below :

Case Name : Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision.

Authors : Erica Berte, Christine Vujovich

Source : North American Case Research Association (NACRA)

Case ID : NA0308

Discipline : Strategy

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 1998, the United States Environmental Protection Agency (EPA) and US manufacturers of heavy-duty diesel engines signed a consent decree which included among other things, pulling forward (“pull ahead”) by 15 months a new nitrogen oxide (NOx) emission standard. By early 2002, Caterpillar and Detroit Diesel were requesting EPA to delay the “pull ahead”. Cummins was being pressured by its competitors to join in this request. On the other side, the Environmental Protection Agency (EPA) and several environmental organizations wanted Cummins to adhere to the requirements of the consent decree. Cummins was navigating through a very difficult economic time and could not afford to make a mistake. Joe Loughrey, Cummins Engine Business President and his team needed to make a strategic decision. Would they a) agree with the competitors’ position asking EPA to delay the consent decree which required the company to pull ahead an expensive environment requirement, thus allowing manufacturers to continue using the established engine technology that had customer support, or b) accept the terms of the consent decree and continue to develop a new engine technology against the wishes of many in the industry and thus face possible market retraction. Both strategic decision options had substantial consequences and needed to be carefully evaluated. Not only was the future of Cummins Engine Business in jeopardy, but as we learn later, this decision impacted the future of the whole industry.

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Case Solution for Water Crisis in India

Complete Case details are given below :

Case Name : Water Crisis in India

Authors : Gary Clendenen, James F. Booker, Michael A. Card, Raj Devasagayam

Source : North American Case Research Association (NACRA)

Case ID : NA0323

Discipline : Strategy

Case Length : 24 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

India had long suffered floods during the monsoons, droughts during the dry seasons, and periodic death causing famines during multi-year droughts. The old canal-based irrigation system developed by the British had crumbled from neglect and wealthier famers had turned to wells. Water shortages were compounded by the rapid population growth in India and water pollution. Dinesh Shindey had been asked by the prime minister to chair a task force to study the social, environmental, technical, and economic aspects of the proposed River Linking Project. It was a massive federal government project that required the construction of 34 new dams, 94 tunnels, and 12,500 kilometers of new canals. Proponents believed it would greatly increase the supply of water, but opponents believed it would never work as designed. Many simply believed that it was impossible to complete such a massive project in corruption plagued India. A former Secretary of the Ministry of Water Resources of India named S. Kannan believed that the solution to the water crisis in India lay instead in a decentralized approach based on conservation, the completion of numerous small, decentralized regional and local projects, and in managing the demand for water. After meeting with S. Kannan, Shindey’s task force would write their recommendations in a report that would become a basis for how India would respond. This case presents a complex multicriteria decision problem that requires students to examine the relevant political, economic, cultural, environmental, and legal aspects as related to a wide-ranging mix of stakeholders. Students can assign probabilities and do a decision tree analysis before looking at the situation through the rational, incremental, and garbage can models of decision making. The case illustrates both how carefully humans need to manage natural resources in the face of rapidly growing demand and also how incredibly complex it is to manage such resources in a democratic system.

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Case Solution for Fisdap: The Nursing Opportunity

Complete Case details are given below :

Case Name : Fisdap: The Nursing Opportunity

Authors : Derek Lehmberg

Source : North American Case Research Association (NACRA)

Case ID : NA0317

Discipline : Strategy

Case Length : 21 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In January 2013, Mike Johnson, CEO of Headwaters Software, was weighing the opportunity to diversify into a new but related market. Despite being a small company, Fisdap, as everyone called it, was the leading provider of software solutions and content to students and educators in the field of emergency medical services (EMS). Since its inception, Fisdap had played a key role in facilitating new ways to track and manage clinical internships of EMS students. Now, it appeared that educational programs for other healthcare occupations were likely to adopt methods similar to those now used in EMS. Johnson had recently returned from a visit to a community college using Fisdap’s EMS software, which had requested Fisdap to consider developing solutions for their nursing program as well. Nursing education was a large market, offering substantial growth potential for Fisdap. However, entering the market involved a number of risks, and meant that the company would move away from its existing strategy and direction. Johnson was concerned about whether the company could manage growth while maintaining its company culture and conservative approach to financing. Furthermore, the size of the nursing education market might entice larger competitors than Fisdap had encountered to date. Johnson felt that the nursing education software tools market might develop rapidly, so if he was going to enter, he had better do it now.

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Case Solution for Aegis Analytical Corporation’s Strategic Alliances

Complete Case details are given below :

Case Name : Aegis Analytical Corporation’s Strategic Alliances

Authors : Paul M. Olk, Joan Winn

Source : North American Case Research Association (NACRA)

Case ID : NA0117

Discipline : Strategy

Case Length : 15 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Aegis Analytical Corporation was founded in 1995 by Gretchen L. Jahn and Justin O. Neway to provide process manufacturing software and consulting services to pharmaceutical and biotech manufacturers. Aegis developed a software program that quickly compiles disparate data into a single report. Within minutes, the program develops reports on drug tests and manufacturing quality that previously might take months to compile. With a target market of large pharmaceutical manufacturers, Aegis knew it faced a challenge of getting “in the door” of these companies and of convincing them that Aegis and its software would be around for awhile. To help with the marketing, Aegis formed two alliances with two companies that manufactured and sold complementary products to pharmaceutical manufacturing companies. While there were advantages to partnering with these divisions of Honeywell and Rockwell, most notably the visibility and credibility that these big names offered, many disadvantages developed. Most important is that Aegis’s product was just one of many that Honeywell or Rockwell would promote. While there were incentives in place to encourage Honeywell and Rockwell to promote Aegis’s product, after a year neither strategic alliance had resulted in a sale of Aegis’s software. Aegis’s founders were faced with the decisions of whether they should continue with either or both of the alliances. If they chose to continue the alliances, what could they as a small company do to encourage their much larger partners to promote the Aegis product? If they chose to terminate the alliances, can they rely only upon their internal sales staff to adequately promote and sell their product? What would be the effect on their reputation by no longer partnering with Rockwell or Honeywell? Another option might be to attempt to set up new alliances? If so, what steps should they take to increase the probability of success?

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Case Solution for J&J Electrical Contractors, Inc.: Remaining Viable in a Highly Competitive Industry

Complete Case details are given below :

Case Name : J&J Electrical Contractors, Inc.: Remaining Viable in a Highly Competitive Industry

Authors : Olukemi Sawyerr, Stanley Abraham

Source : North American Case Research Association (NACRA)

Case ID : NA0023

Discipline : Strategy

Case Length : 18 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The J&J Electrical Contractors case is an example of a small regional family business that has found a way to compete against the larger and more comprehensive electrical contractors in the industry and be successful. The company is currently run by a husband-and-wife team, John and Jean Abernathy, with John serving as CEO and Jean as CFO. The Abernathys took the company to 2005 revenues of $5.22 million, a growth of 75.2% over revenues of $2.98 million in 2001. However, despite increasing revenues, profit margins have eroded over the past four years. The case describes the electrical-contracting industry, the type of work done by the firms in the industry and the forces acting in the industry such as the high cost of homes, especially in Southern California, increasing the demand for remodeling and the continued increases in energy costs and metal prices, many of which are critical in performing electrical contracting work. The case ends with the need for the Abernathys to improve the company’s deteriorating profitability and a number of possible future directions the company could take to accomplish that. The case has benefited from extensive interviews and complete access to the company and its principals. Several excerpts from interviews with them give a good account of what it’s like managing a small growing company. The case will challenge students to integrate industry and competitive dynamics with regulatory and market demands to devise a set of worthy strategic alternatives to help revive J&J’s flagging profitability.

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Case Solution for Sula Vineyards

Complete Case details are given below :

Case Name : Sula Vineyards

Authors : Armand Gilinsky Jr., Raymond H. Lopez

Source : North American Case Research Association (NACRA)

Case ID : NA0054

Discipline : Strategy

Case Length : 24 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Rajeev Samant, founder of Sula Vineyards, was a pioneer in the nascent Indian wine industry. After selling off a minority equity stake to private investors in 2005 to raise funds for expansion of his winery, Rajeev in mid 2007 again faced the challenge of deciding whether or not and if so, at what rate to grow Sula to meet forecasted rapid growth in demand for Indian wines. He developed financial projections to present to Sula’s board. Rajeev now needed to decide on the appropriate plan to present to his board as well as the anticipated level and sources of funding needed to support this plan. In seeking new funding, Rajeev was mindful of the tradeoffs inherent in new equity financing, which could lead to a further dilution of ownership control, versus new debt financing, which would place additional claims on future cash flows and increase Sula’s financial risk.

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Case Solution for Antrix Corporation Limited: A strategy for the global market

Complete Case details are given below :

Case Name : Antrix Corporation Limited: A strategy for the global market

Authors : C. Gopinath, L. Surendra

Source : North American Case Research Association (NACRA)

Case ID : NA0066

Discipline : Strategy

Case Length : 20 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Antrix is the marketing arm of the Indian government space agency. The company slowly established a track record for technical capability in the manufacture and launch of satellites, apart from supplying remote sensing data from its own satellites, for international clients. Seeing opportunities in the global commercial space industry, the company decided to set market share goals to pursue the segments of satellite manufacturing, satellite services and launch services globally. However, as a government-owned company that relies on a network of other government agencies for its manufacturing and services, it is not clear that the company has either picked its segments and goals carefully, or whether it has the organizational capabilities to deliver on its ambitions. The Managing Director is faced with the challenge of aligning organizational capabilities to take advantage of global opportunities.

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Case Solution for Wildfire Protection: Conflict in the Bitterroot National Forest

Complete Case details are given below :

Case Name : Wildfire Protection: Conflict in the Bitterroot National Forest

Authors : Tom D. Hinthorne, Patricia A. Holman

Source : North American Case Research Association (NACRA)

Case ID : NA0105

Discipline : Strategy

Case Length : 15 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case features a dispute between the US Forest Service and conservation groups over forest management practices on the Bitterroot National Forest in Montana. The conservation groups sued the Forest Service in US District Court and the US Court of Appeals for the Ninth Circuit Court with the Forest Service eventually winning on the issues. However, in August 2008, Dave Bull, the Forest Service Supervisor, was frustrated with the recurrent conflicts that impeded the Forest Service’s ability to pursue important forest management projects (e.g., fuel reduction projects to protect people’s lives and properties). Dave’s staff of 145 people spent 80% of its time on data collection and analysis, much of it preparing for anticipated lawsuits, and 20% on project implementation. Dave wanted to reverse those numbers, but after 50 years of conflict, he was not sure where to start. He felt he needed a strategy to improve collaboration, but that carried some risks. If he made things worse, he might get an early retirement. As the case closes, Dave is examining the Forest Service’s approach to collaboration. The Forest Service encouraged collaborative strategies but it said, “The final decision still rests with the agency.” Given this caveat, Dave was wondering how he could effectively encourage collaboration among the stakeholders. The case explores this issue and gives Dave some direction.

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