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Case Solution for Crescent Standard Investment Bank Limited – Governance Failure
Complete Case details are given below :
Case Name :      Crescent Standard Investment Bank Limited – Governance Failure
Authors :           Muntazar B. Ahmed
Source :             Ivey Publishing
Case ID :            908M68
Discipline :        Organizational Behavior
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005 the market was taken by surprise. There had been some rumors that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the affairs of the bank. Since the main shareholders were individuals or companies of the well-known business group known as the Crescent Group, there was enormous interest in the CSIBL affairs by financial and political circles as well. The case describes the various types of entities that were merged to form the CSIBL, principally to protect the stakeholders by creating an entity with a large capitalization. The bank had reported in its annual reports that all the internal control mechanisms for good governance stipulated by the SECP were in place and the auditors (internal and external) had reported that these were satisfactory. Yet, when subjected to an investigation, it was revealed that the internal management was involved in a variety of acts of misrepresentation and concealment. The case focuses on the weaknesses in the structure of the corporate governance regime in Pakistan. The fact remains that no amount of internal or external checks can stop the internal management from colluding to perpetuate a fraud.
 
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Case Solution for Recruitment at China Sunwah Bank: Guanxi versus Talent
Complete Case details are given below :
Case Name :      Recruitment at China Sunwah Bank: Guanxi versus Talent
Authors :           Stephen Grainger
Source :             Ivey Publishing
Case ID :            W14180
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The human resources department at China Sunwah Bank had to decide on 22 new appointments – only 12 of which were officially advertised – to Sunwah Bank’s 28 branches. More than 4,000 applications had been received and the final list of candidates based on merit had been reduced to 48. The department members had spent many hours reading applications and conducting interviews; however, some members had been coping with specific endorsements for certain applicants from government officials, friends, former teachers and bank managers in a system known as “guanxi,” which was based on a reciprocal exchange of favours that bound individuals together. The challenge was how to choose the most qualified and talented recruits for the new positions at Sunwah Bank, keeping in mind the guanxi-based requests for favours from important stakeholders and friends – including some who had granted significant favours to Sunwah Bank executives in the past. The choice would require sensitivity and cultural awareness. Who would the department hire and why?
 
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Case Solution for Furniture Bank
Complete Case details are given below :
Case Name :      Furniture Bank
Authors :           P. Fraser Johnson, John S. Haywood-Farmer, Jean Salamat
Source :             Ivey Publishing
Case ID :            910D06
Discipline :        Operations Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Furniture Bank was an organization that collected and distributed donated, gently used furniture to those in need. After several years of tight financial circumstances, the interim executive director was relieved that the past year had provided relief via generation of record amounts of excess cash. He was preparing a report to be presented to the board of directors concerning his thoughts on what direction he thought the Furniture Bank should take, concerning opportunities for growth and the community’s needs. With several thousand dollars of unrestricted reserves to access, but competing ideas for use of those reserves, the executive director realized the organization faced some difficult strategic and tactical decisions. All the ideas seemed to be important for Furniture Bank but the executive director was unsure if the organization had the capability to implement them; and he was unsure how to evaluate their relative priority. Any recommendation he made had to consider Furniture Bank’s long-term direction and build on its recent financial success.
 
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Case Solution for Nipissing Bank
Complete Case details are given below :
Case Name :      Nipissing Bank
Authors :           John S. Haywood-Farmer, Eric Janssen
Source :             Ivey Publishing
Case ID :            910D19
Discipline :        Operations Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case was written for an introductory business course, particularly the section on operations. It deals with managing capacity and demand. In early 2008, McKenzie Scott, manager of administrative services at Nipissing Bank (Nipissing) in Ottawa, Ontario, was trying to decide how to carry out a management initiative to add additional marketing materials to client mail-out packages. In particular, Scott was considering upgrading the bank’s current envelope stuffing equipment, replacing it or outsourcing the activity entirely.
 
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Case Solution for Performance Evaluation at Bank of Maharashtra
Complete Case details are given below :
Case Name :      Performance Evaluation at Bank of Maharashtra
Authors :           Asmita Chitnis, Omkarprasad S. Vaidya, Darroch A. Robertson
Source :             Ivey Publishing
Case ID :            W14204
Discipline :        Operations Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2013, the general manager of the Planning Division of the Bank of Maharashtra in Pune, India, is considering how best to analyze the performance of the bank’s 1,728 branches in 28 states and two union territories and its staff of nearly 14,000 people. Such a process would help develop a comprehensive yearly plan by setting realistic targets for each of the bank branches, which have a wide variety of operating conditions. With its market share falling and increasing competition from major players in both the private and public sectors, the bank must take proactive steps to develop a strategy for expansion. The general manager meets a business school graduate who suggests using performance evaluation and benchmarking tools that will not only help evaluate performance in terms of an efficiency score but also indicate possible potential improvements. Should the general manager trust that the young analyst can pinpoint why some branches are not meeting their targets and suggest how their performance can be improved, or should he hire a more experienced consultant?
 
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Case Solution for National Australia Bank (B)
Complete Case details are given below :
Case Name :      National Australia Bank (B)
Authors :           Graham Hubbard, Judy Hubbard
Source :             Ivey Publishing
Case ID :            908M36
Discipline :        Strategy
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This is a chronological series of two cases. The (A) case is about the fall from grace of a revered, high-performing Australian company that had gone international in its quest for growth. The (B) case is about the turnaround that followed. The (A) case covers the period 2000 to 2004. It includes the National Australia Bank (NAB) 2000 corporate/business strategy, the MLC acquisition, the sale of Michigan National, the HomeSide financial disaster and consequent sale, and the 2003 foreign exchange trading disaster that ultimately led to recognition that NAB was truly in trouble. The (B) case is about the turnaround that followed. It covers the period 2004 to 2006, at which point the new chief executive office (CEO) declares that the three year turnaround is almost over and the new NAB is back in business. It covers the investigation of the foreign exchange trading scandal disaster, the changes in personnel in the top management team and the board, the introduction of new external people to support the new CEO and many other detailed events that took place as part of the turnover. The (A) case is primarily about implementation of strategy and the (B) case is primarily about implementation of strategy for a turnaround. Both cases are mainly corporate strategy cases, though they could be used in the business strategy section of a strategic management course, since the corporation is narrowly diversified and centrally controlled, so it acts like a business.
 
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Case Solution for Victory Bank Limited (A)
Complete Case details are given below :
Case Name :      Victory Bank Limited (A)
Authors :           W. Glenn Rowe, Uhnat Kohli
Source :             Ivey Publishing
Case ID :            908M96
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 of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. He needs to respond to the request by VBL’s head of retail and private banking to join his team, even though the vice-president shares an excellent relationship with his current boss and is a star performer within the organization. The vice-president needs to decide his next steps: whether to accept that new role or to decline it. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization. Students will also learn to think their way through the various options faced when tackling similar situations.
 
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Case Solution for Bank of America and the Chinese Credit Card Market
Complete Case details are given below :
Case Name :      Bank of America and the Chinese Credit Card Market
Authors :           Charles Dhanaraj, Jing Li, Justin W. Evans
Source :             Ivey Publishing
Case ID :            910M55
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case addresses Bank of America Corporation’s contemplated joint venture with China Construction Bank to enter the Chinese credit card market. The case builds on the questions of strategic alliances in foreign markets and the state of the banking and credit industries in China generally. The teaching purposes include 1) understanding the transferability of a business model to a foreign market and assessing the implications of the political, economic, social and technological environment on a firm’s strategy in that market; 2) understanding the institutional context of business in a foreign country – specifically the regulatory aspects of the banking industry in China; 3) exploring the cultural implications for business decisions, and the need to understand the nuances of the business model while translating it to radically unfamiliar environments; and 4) understanding the role that local partners play in joint ventures and exploring some aspects of partnering strategies in overcoming institutional handicaps.
 
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Case Solution for Bank Vozrozhdeniye (V.Bank) (B)
Complete Case details are given below :
Case Name :      Bank Vozrozhdeniye (V.Bank) (B)
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M14
Discipline :        General Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
By 2006, in spite of lack a of significant reforms, the Russian banking system had recovered from the 1998 crisis, and its indicators such as capital, assets, and loans greatly exceeded the levels prior to 1998. The Russian economy had expanded rapidly, largely as a result of higher energy prices. However, many analysts were concerned about the large role played by oil and gas, and feared that energy exports were keeping the value of the ruble so high that non-energy manufacturing was being hurt. V. Bank had survived the 1998 crisis, and was considered one of the top 25 banks. In spite of this progress, its financial reports emphasized a series of concerns. Furthermore, Russia’s political situation seemed precarious, as illustrated in the Khodorkovsky crisis, as a result of which Gazprom and the Yukos assets returned to majority state ownership. Some analysts pointed to a revival of authoritarian and arbitrary state intervention, and debated the possibility of a liberal political reaction in Russia similar to the “Orange Revolution” in the Ukraine.
 
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Case Solution for Capitec Bank: Leveraging Banking Innovations to Attract Wealthier Customers
Complete Case details are given below :
Case Name :      Capitec Bank: Leveraging Banking Innovations to Attract Wealthier Customers
Authors :           Helena Barnard, Gwen Ansell
Source :             Ivey Publishing
Case ID :            W12296
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Capitec Bank was a new bank established at the end of apartheid to offer banking services and loans to the large numbers of low-income potential customers newly opened to economic progress and aspiration by the end of the discriminatory system. The banking context was dominated by four major and long-established banks characterized by conservative legacy practices. Capitec planned to create an innovative offering to serve the low-income market and to migrate this offering into higher income groups. At the same time, the competitive context began to change, as other banks sought to attract lower-income clients as well. The case examines Capitec’s strategic options for survival and expansion in this context.
 
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