Boeh

Case Solution for MapQuest
Complete Case details are given below :
Case Name :      MapQuest
Authors :           Paul W. Beamish, Kevin K. Boeh
Source :             Ivey Publishing
Case ID :            904M44
Discipline :        Strategy
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
MapQuest is a leading provider of mapping services and destination information as well as a publisher of maps, atlases, and other guides. On the Internet, it provides these products and services both to consumers directly and to other businesses, enabling these businesses to provide location, mapping, and destination information to their own customers. The company completed a successful initial public offering five years ago and was in a strong competitive position. However, the markets allowed competitors to get funding quickly in both private and public deals. In addition, there were perceptions of a general stock market bubble for technology companies. The CEO wanted to consider the available options and present a recommendation to the board. Possible options included: splitting the firm’s old and new-line business units, raising capital to fund an acquisition strategy, forging a set of alliances, focusing on organic growth, and pursuing the sale of the firm.
 
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Case Solution for CQUAY Technologies Corp.
Complete Case details are given below :
Case Name :      CQUAY Technologies Corp.
Authors :           Paul W. Beamish, Kevin K. Boeh
Source :             Ivey Publishing
Case ID :            904M68
Discipline :        Strategy
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
CQUAY Technologies Corp. was a privately held Canadian software company with offices in Toronto, Calgary, and Washington, D.C. CQUAY marketed a patented location intelligence engine called Common Ground. The company’s technology was designed for an emerging, multibillion dollar segment of the spatial information management market. A year earlier, the board had asked the CEO to shape the company into an acquisition target over the next 18 to 24 months. A year later, there were no imminent acquisition discussions, and recent customer traction and the sales pipeline seemed to merit raising growth capital instead of following the acquisition-focused plan. The CEO wanted to keep his stockholders and board happy by executing the plan they had given him, but without jeopardizing possible customer growth. Refocusing the plan might change acquisition opportunities. Without further contracts, the existing cash would sustain the company for only another six to eight months. The CEO thought the most likely outcome was to sell the company, but he needed to make the company more attractive. He planned to present options and a recommendation to the board of directors later that month.
 
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