Cadieux

Case Solution for GM in China – Abridged
Complete Case details are given below :
Case Name :      GM in China – Abridged
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            905M30
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
For General Motors (GM) China, 2004 brought a wide variety of new challenges that added to an already complex business environment. Industry structure was changing quickly, demand and supply projections for motor vehicles had promised substantial increases in sales and profits but suddenly optimism faded. China’s membership in the World Trade Organization created expectations of a level playing field for foreign investors, but major barriers remained, including continuing government intervention, competition from government-owned assembly firms, arbitrary rules such as sector-specific credit restrictions and violation of intellectual property with the copying of foreign automobile designs and false-branding of parts. Meanwhile, inflation was increasing and the government was unsure whether and how to use monetary and fiscal policies. This is an abridged version of GM in China.
 
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Case Solution for De Beers and the Global Diamond Industry
Complete Case details are given below :
Case Name :      De Beers and the Global Diamond Industry
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            905M40
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
De Beers Consolidated Mines has successfully managed the global diamond industry for many decades, propping up prices at all stages of the value chain, reducing price volatility and increasing consumer demand. By the end of the 20th century, however, a series of forces threatened De Beer’s role and profitability. New diamond mining firms were selling their production on the open market rather than through De Beers’ Central Selling Organization. The new competitors were attempting to grade, polish and cut diamonds outside of the De Beers value chain. Some retailers were purchasing shares in new mines in order to create their own value chain. New technology offered the possibility of creating synthetic diamonds that would be indistinguishable from diamonds created by natural forces. Governments were threatening antitrust actions. Meanwhile, an illicit trade in “conflict diamonds” was supporting revolutionary groups and disrupting the market. De Beers now had to decide whether to maintain its traditional functions or to embark on a new strategy. In particular, De Beers contemplated a shift into the retail jewelry business in a joint venture with France’s Moet Hennessy-Louis Vuitton luxury goods corporation that would sell De Beers-branded diamond jewelry.
 
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Case Solution for Future of “Big Pharma?”
Complete Case details are given below :
Case Name :      Future of “Big Pharma?”
Authors :           David W. Conklin, Murray J. Bryant, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            905M47
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Several new developments were threatening the success of Big Pharma. The patents on well-known blockbusters were reaching expiry, and generic manufacturers were eagerly waiting to produce lower-priced copies. Throughout the world, governments were taking a more active role in determining the prices at which drugs could be sold. The expansion of government insurance programs was adding to the complexity of the marketing challenges. Another change involved a shift towards direct-to-customer advertising, including the proliferation of information on the Internet, in addition to the traditional process of sales visits to family doctors. Research funding had doubled since 1991, but the number of new drugs emerging each year had fallen by half. The research and development process was also changing dramatically. Whereas blockbuster drugs had been developed as general treatments for common conditions, it was becoming increasingly apparent that not all patients reacted in the same ways to these drugs, and some – although a very small percentage – suffered serious side effects. This reality was expected to lead to the creation of a much larger number of niche drugs, each one targeted at a narrower group of patients. Related to this development was the growth of biopharma in which new biotech companies were creating drugs that could attack specific cells. Some analysts felt that Big Pharma was in a peculiar predicament in that profits were still very large, and this served as a barrier to necessary changes in strategy.
 
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Case Solution for Globalization Threatens Canada’s Auto Industry: Implications for the Economy and Society
Complete Case details are given below :
Case Name :      Globalization Threatens Canada’s Auto Industry: Implications for the Economy and Society
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M08
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
For many decades, the automobile industry had played a major role in Canada’s economy. A large portion of Canadian jobs depended on the auto industry, both directly and indirectly. However, by 2005, Canada faced serious globalization threats. Analysts were stating that in the future the number of automobile-related jobs in Canada would depend upon the international competitiveness of Canadian plants. To continue to increase wages would raise Canadian production costs so far above the levels in Mexico, China and other emerging nations, that the assemblers would shift production to low-cost jurisdictions. Meanwhile, the Big Three were losing market share to their non-union competitors, especially Toyota and Honda.
 
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Case Solution for Hugo Chavez’s Public Policy Vision for Venezuela: Rooted in the Past, Doomed in the Future?
Complete Case details are given below :
Case Name :      Hugo Chavez’s Public Policy Vision for Venezuela: Rooted in the Past, Doomed in the Future?
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M59
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Hugo Chavez often pointed to Simon Bolivar as the model for his political philosophy, centered on Bolivar’s vision of a unified and independent Latin America. In 1998, Chavez ran in the presidential election, on a platform that opposed what he termed the “savage neoliberalism” of the 1990s. Chavez’s speeches in the presidential election campaign emphasized the importance of “national sovereignty” and “economic justice.” As president, Chavez passed a new Hydrocarbons Law to enhance the share oil revenue that would be owed to the government; he created a new government-owned bank; he introduced a radical land reform law; and he encouraged takeovers by the government and employees of privately-owned factories. Venezuela sold oil to Cuba at reduced prices in return for professionals, especially doctors who created health missions in many low-income areas. Chavez sought to foment socialist anti-American revolutions throughout Latin America. In the context of this socialist agenda, analysts expected that Venezuela’s economy would experience serious challenges in the coming years. The combination of high inflation, fiscal pressure, and slow growth would be a boiling political cauldron in which violent opposition could ferment.
 
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Case Solution for Hungary’s Reform Process
Complete Case details are given below :
Case Name :      Hungary’s Reform Process
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M81
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
By 2006, Hungary had experienced more than 15 years of transition from central planning to free markets. The reform process had involved several distinct phases. The initial “leap to the market,” with its widespread privatizations, included a dramatic deregulation with a “guillotine” procedure. A more refined process of “regulatory impact assessments” (RIAs) followed this period. A newly empowered competition office sought to strengthen the extent of competition within markets dominated by a single firm or a small group of firms. The goal of EU membership was a consistent driver of the reforms as early as 1991, since the EU model was compulsory for EU members. These years had been turbulent, and the transition was not yet complete. In 2006, Hungary faced the challenge of a fiscal deficit that was 9.5 per cent of GDP, and responded by raising corporate tax rates from 16 per cent to 20 per cent as an attempt to close the fiscal gap. However, Hungary was in an intense competition with Poland, the Czech Republic and Romania to attract opportunities. Tax rates were an important element in this competition, but so were the regulatory impediments and distortions that still remained in the economy. How to create a rapidly growing economy was a question at the forefront of public policy debate. A 2006 Financial Times article discussed this dilemma.
 
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Case Solution for India’s Negotiations Concerning the Dabhol Power Company 2001-2005
Complete Case details are given below :
Case Name :      India’s Negotiations Concerning the Dabhol Power Company 2001-2005
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M74
Discipline :        General Management
Case Length :    02 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2001, the Dabhol Power Company (DPC) ceased operations following several years of bitter acrimony between the state of Maharashtra and the foreign owners. GE and Bechtel each owned 10 per cent of the equity, the Maharashtra State Energy Board (MSEB) owned 15 per cent and Enron owned 65 per cent. The Overseas Private Insurance Corporation (OPIC), a U.S. government agency, had lent $138 million and also had provided insurance against “political risk” for some of the other 19 foreign lenders. The lengthy and convoluted experiences of the Enron Dabhol power project are described in detail in Andrew Inkpen’s case “Enron and the Dabhol Power Company,” Thunderbird Case # A07020008. The purpose of “India’s Negotiations Concerning the Dabhol Power Company 2001-2005” is to discuss the negotiation between the various foreign investors and the government of India in an attempt to reactivate the Dabhol project. Ultimately, in 2005 a settlement was negotiated. This case adds a further dimension to the case by Andrew Inkpen, and it can be taught most effectively as a sequel to that case.
 
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Case Solution for India’s Failure to Attract FDI
Complete Case details are given below :
Case Name :      India’s Failure to Attract FDI
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M82
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case uses several reports to compare China and India, and it encourages students to analyse the long list of public policies that have restrained India’s economic growth and FDI inflows, and that have acted as barriers to liberalization reforms. Presented are the historical realities that supported India’s political philosophy of autarky and government intervention. Finally, the case leads students to consider the future prospects for India, and potential foreign investors there, through comparisons with China.
 
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Case Solution for Geely’s Acquisition of Volvo: Challenges and Opportunities
Complete Case details are given below :
Case Name :      Geely’s Acquisition of Volvo: Challenges and Opportunities
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            910M57
Discipline :        General Management
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
For more than a decade, the government of China had sought to develop an automotive industry. The government’s initial steps involved the creation of joint ventures in which government-owned firms became partners of foreign privately owned corporations. Most of these joint ventures were extremely successful financially. However, ongoing differences in management preferences created a continual tension within the joint ventures. Of particular concern was a desire of the government of China to ensure that its new automotive industry would adopt the latest advances in technologies. This subject of technology transfer, and how the government of China could best support it, became a central issue in China’s automotive industry. From the perspective of the government of China, Geely’s acquisition of Volvo would be a major step in achieving technology transfer on an ongoing basis. Geely’s China operations would be able to quickly and easily adopt Volvo’s cutting-edge safety features and production operations. From Geely’s perspective, the Volvo acquisition would provide it with a new set of luxury vehicles for sale in China that would fill a gap in Geely’s automotive lineup. Nevertheless, Geely faced the challenge that Ford had continually lost money in Volvo. How to reverse these losses would become a major challenge for Geely.
 
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Case Solution for Transformations of Wal-Mart: Experimenting with New Retail Paradigms
Complete Case details are given below :
Case Name :      Transformations of Wal-Mart: Experimenting with New Retail Paradigms
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            W11056
Discipline :        General Management
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Beginning in the 1990s, Wal-Mart sought to maintain its rapid growth by investing outside of the United States. Wal-Mart chose to enter other countries through the purchase of existing retail chains. This process created a new set of challenges, since the existing chains had their own corporate cultures and operating procedures. Wal-Mart experienced several surprising defeats. In 2000, Wal-Mart launched a chain of what it called “Neighborhood Markets,” limited to the sale of groceries. Meanwhile, its Latin American acquisitions included stores of only 4,000 square feet. In 2010, Wal-Mart announced a strategy to create a major chain of mini-Supercentres, each of some 40,000 to 60,000 square feet, to be located within cities. Some of the new smaller stores would be focused on local ethnic groups. Hispanic neighborhoods were an obvious target for this paradigm. In addition to the need to change its inventory levels, and to rely on parking buildings rather than large parking lots, Wal-Mart encountered strong opposition from labour unions. Meanwhile, Wal-Mart was using its new small-format stores in China. Wal-Mart was also experimenting with on-line grocery sales with home delivery. Wal-Mart was continuing to cut costs by consolidating its global purchases, shifting to more global supply chains with the elimination of many wholesalers. At the same time, Wal-Mart was taking a dramatic position in compelling its suppliers to adopt “green” practices, conducting audits of its suppliers and refusing to purchase from those who failed to measure up to new environmental standards.
 
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