Balancing

Case Solution for Jabong.com: Balancing the Demands of Customers and Suppliers

Case Solution & Analysis for Jabong.com: Balancing the Demands of Customers and Suppliers by Jaydeep Mukherjee, Punit Bhardwaj.

Complete Case details are given below :

Case Name :      Jabong.com: Balancing the Demands of Customers and Suppliers
Authors :           Jaydeep Mukherjee, Punit Bhardwaj
Source :              Ivey Publishing
Case ID :           9B16A028 / W16394
Discipline :        Marketing
Case Length :    10 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Jade eServices Pvt. Limited (Jabong), an e-retailer of fashion products in India, regularly had to balance conflicting expectations from its supplier brands and consumers. The discounts that e-retailers had to offer to consumers to generate sufficient sales resulted in brand dilution, which compelled these brands to avoid the online channel. After allowing large discounts on Jabong’s website for two years, Puma, a major international sports shoe brand, decided to stop discounting product lines that were contributing to 14 per cent of Jabong’s footwear sales. Puma products helped to attract new customers, and Puma’s decision had the potential to affect the commercial terms offered by other footwear brands, which would have even more impact on Jabong. Jabong’s director of sports apparel knew that he was unlikely to meet the required growth figures without discounts on Puma’s products. He needed a new strategy to compensate for Puma’s withdrawal of discounting options, and he needed it immediately.
 
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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 Balancing Stakeholder Interests at the Indonesian Railways

Complete Case details are given below :
Case Name :      Balancing Stakeholder Interests at the Indonesian Railways
Authors :           Marleen Dieleman
Source :             Ivey Publishing
Case ID :            W13137
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chief executive responsible for the Indonesian railways, a state-owned enterprise, is under pressure to show profits, but he also needs to balance widely diverging stakeholder expectations that include inexpensive transportation and excellent customer service. The government subsidizes the railway’s passenger travel segment and has capped its fare prices, which has turned the railway’s mainstay into a loss-making business. The chief executive wonders how to best trade off the different stakeholder expectations. He needs to develop a plan to present to the minister for State-Owned Enterprises.
 
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