Burns

Case Solution for Coca-Cola: Back in Burma
Complete Case details are given below :
Case Name :      Coca-Cola: Back in Burma
Authors :           Tatiana Lukoianova, Christopher Williams, Carolyn Burns
Source :             Ivey Publishing
Case ID :            W13315
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Coca-Cola has announced the opening of its first bottling plant in Burma in almost 60 years. Since 1962, Burma has been a closed and isolated country and under military rule. As a result of the military’s steady relinquishing of control over the government, Burma has begun opening its doors to international trade and investment. However, political instability is still very high and economic development is far from secure. Furthermore, although a framework agreement between the U.S. and Burmese governments has been signed, a bilateral investment treaty to provide protection for Coca-Cola’s direct investment is not yet in place. How should Coca-Cola pursue its strategy in Burma?
 
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Case Solution for Readiness to Internationalize at Maynooth Natural Granite
Complete Case details are given below :
Case Name :      Readiness to Internationalize at Maynooth Natural Granite
Authors :           Christopher Williams, Carolyn Burns
Source :             Ivey Publishing
Case ID :            W14325
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
While internationalization may present growth opportunities for Canadian small businesses, the challenges involved can be daunting. In August 2013 the founder and president of Maynooth Natural Granite was trying to decide whether he should expand his small business internationally. He was satisfied that he was able to turn his gravel pit into a well-recognized supplier of washed decorative rock in Ontario. However, the president was concerned that his success could be short-lived, as Ontario had a saturated gardening market. As he explored new international opportunities he must decide whether he would be able to replicate his success in the new markets while balancing the responsibilities of his Canadian business interests and his family life.
 
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Case Solution for Merlin’s Magic Mansion
Complete Case details are given below :
Case Name :      Merlin’s Magic Mansion
Authors :           Lesley A. Burns, Richard H. Mimick
Source :             Ivey Publishing
Case ID :            987K13
Discipline :        Accounting
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The owner and operator of Merlin’s Magic Mansion must attempt to reconcile his books to the bank statement. The bookkeeper has disappeared and the owner must determine the cash position of Merlin’s Magic Mansion.
 
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Case Solution for Intertech: Instructors who Consult. Consultants who Teach
Complete Case details are given below :
Case Name :      Intertech: Instructors who Consult. Consultants who Teach
Authors :           Cathleen S Burns, Paula S Weber
Source :             North American Case Research Association (NACRA)
Case ID :            NA0174
Discipline :        Strategy
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case focuses on an entrepreneurial training and consulting company considering if it should invest in new virtual training technology as part of its growth strategy. The decision could significantly impact the nature of the company’s face-to-face training business, change the company’s historically successful business model, and affect long-range plans for growth. Intertech was founded in 1991 and provided technology training and consulting for a wide variety of clients, primarily in Minnesota. Intertech CEO and founder, Tom Salonek, was evaluating the next steps to achieve the company’s growth goals. While the decision to spend $25,000 was not significant financially, the virtual training decision needed to be viewed from a variety of functional and strategic perspectives because of its impact on Intertech’s business model

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