Case Analysis

Capitalism’s Next Frontier: Competing in Outer Space (A) Case Solution

Case Solution & Analysis for Capitalism’s Next Frontier: Competing in Outer Space (A) by Jean-Philippe Vergne, Ken Mark.

Complete Case details are given below :

Case Name :      Capitalism’s Next Frontier: Competing in Outer Space (A)
Authors :           Jean-Philippe Vergne, Ken Mark
Source :              Ivey Publishing
Case ID :           9B16M053 / W16564
Discipline :        General Management
Case Length :    18 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Several private startups, including Planetary Resources, SpaceX, and Deep Space Industries, had initiated plans to mine minerals in space. The ventures looked promising: an asteroid one kilometre in diameter contained, potentially, $20 trillion worth of industrial and precious metals. Governments had become involved in space exploration as well, with interests that ranged from projecting military power in space to claiming resources. The current legal framework surrounding space exploration was vague, but the United Nations Treaties and Principles on Outer Space recognized extraterrestrial resources as the “common heritage of humankind.” What should a privately funded venture company consider when developing a strategy for space exploration and mining? What would be the concerns of a senior government official or a representative from a global organization such as the United Nations? Are the concerns different for different countries?
 
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OYO Rooms: Another Unicorn in the Making? Case Solution

Case Solution & Analysis for OYO Rooms: Another Unicorn in the Making? by Saju B., Hari Krishnan K, Joseph Jeya Anand S..

Complete Case details are given below :

Case Name :      OYO Rooms: Another Unicorn in the Making?
Authors :           Saju B., Hari Krishnan K, Joseph Jeya Anand S.
Source :              Ivey Publishing
Case ID :           9B16M153 / W16574
Discipline :        General Management
Case Length :    15 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
OYO Rooms had been growing exponentially since its inception in 2013. By January 2016, it had registered 1 million check-ins and was set to become India’s largest budget hotel chain. The venture’s unique business model helped it to offer effective solutions for the difficulties that were faced by customers seeking budget hotel accommodation in India. OYO Rooms’ potential for rapid growth made it a candidate for even greater expansion in the global arena. However, OYO Rooms needed to prove its ability to sustain growth in the Indian budget accommodations market. The company’s success and the opening of a huge untapped market had led to a flurry of competition. Would the entrepreneurial founder be able to sustain his company’s early momentum in the wake of increased competition? What would be the best strategy to achieve growth and monetize the company’s operations? Should OYO Rooms diversify into allied services or apply a more focused strategy? The founder needed to answer these questions to retain the company’s dominant position in the market.
 
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Indian Oil Corporation: Vertical Specialization to Vertical Integration Case Solution

Case Solution & Analysis for Indian Oil Corporation: Vertical Specialization to Vertical Integration by Sushil Kumar, Satyasiba Das.

Complete Case details are given below :

Case Name :      Indian Oil Corporation: Vertical Specialization to Vertical Integration
Authors :           Sushil Kumar, Satyasiba Das
Source :              Ivey Publishing
Case ID :           9B16M155 / W16582
Discipline :        General Management
Case Length :    14 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Indian Oil Corporation Limited was a large public sector company operating in the downstream segment of the highly regulated oil and natural gas industry in India. It made large investments in the segment-specific assets in refining and distributing petroleum products. In fiscal year 2014/15, the annual turnover of Indian Oil Corporation Limited was ₹4,507 billion (US$73.7 billion), and its net profit was ₹52 billion. The strategic positioning of the company was heavily influenced by its social agenda and supported by the Indian government. After the liberalization of the Indian economy, the company was faced with serious competition from the private sector, and had limited access to the upstream segment. In 2015, Indian Oil Corporation Limited attempted to vertically integrate in order to become an integrated energy company. The senior management team evaluated the challenges and strategic choices available to Indian Oil Corporation Limited in terms of integration and exploration, brownfield investment in the petrochemicals sector, and modernization of refineries. The key question before the team was how to distribute Indian Oil Corporation Limited’s resources among these three strategic choices.
 
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Prima: Building Infrastructure for Growth Case Solution

Case Solution & Analysis for Prima: Building Infrastructure for Growth by Chitresh Kumar, Munish Thakur.

Complete Case details are given below :

Case Name :      Prima: Building Infrastructure for Growth
Authors :           Chitresh Kumar, Munish Thakur
Source :              Ivey Publishing
Case ID :           9B16M156 / W16589
Discipline :        General Management
Case Length :    19 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2014, the co-founders of Professionals for Resource Identification and Management (PRIMA), an architecture and planning consultancy firm in India, faced several issues. The company prepared feasibility and project reports, and provided project management services during a project’s construction stage for government organizations, the public sector, and the private sector. PRIMA’s consultancy services addressed the restoration of old buildings of historical importance (such as monasteries, temples, and museums), tourism development, urban planning projects, capacity building, and project management services. However, in the latter half of 2008, the global recession made it difficult for new companies to survive, and growth had further stagnated since 2012, with only one new project procured in 2013 and none in 2014. PRIMA’s cofounders were constrained by critical issues in three intricately linked categories: human resources, financial management, and project management challenges. To stabilize PRIMA’s cash flow, the co-founders needed to increase the firm’s project portfolio, which required hiring more people for business development, personnel management, and project work. How could the co-founders build PRIMA’s capabilities to compete with bigger companies in this fragmented but consolidating industry?
 
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To Mumbai with Love: Exiting the Family Firm Case Solution

Case Solution & Analysis for To Mumbai with Love: Exiting the Family Firm by Vanessa M. Strike, Alykhan Alidina.

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Case Name :      To Mumbai with Love: Exiting the Family Firm
Authors :           Vanessa M. Strike, Alykhan Alidina
Source :              Ivey Publishing
Case ID :           9B16M159 / W16596
Discipline :        General Management
Case Length :    12 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
It was the summer of 2015 when the son of a family-owned real estate business in Vancouver was struck by love and decided to follow his heart to India. However, leaving his family’s business was easier said than done. The family had no formal documents that provided members with an exit strategy or remuneration. There were no wills or financial plans, and whatever money was available to finance a move abroad was tied up in the family business, which was operating at a loss. At stake was the pending sale of a commercial property that could inject nearly $3 million into the family’s coffers. Before leaving, which short- and long-term issues needed to be addressed to ensure the business and the family estate were prepared for the future? How should the family move forward when faced with the realization that the children might not be interested in taking over the business?
 
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Managing the Sibling Partnership: The Ong Group Case Solution

Case Solution & Analysis for Managing the Sibling Partnership: The Ong Group by Marleen Dieleman.

Complete Case details are given below :

Case Name :      Managing the Sibling Partnership: The Ong Group
Authors :           Marleen Dieleman
Source :              Ivey Publishing
Case ID :           9B16M157 / W16593
Discipline :        General Management
Case Length :    04 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2016, the oldest member of the family business The Ong Group was concerned about the ailing firm that he and his siblings were running. The business had been started in 1957 in Hong Kong by their father. After the death of the father and one of the siblings, the remaining family members needed a plan for the future of the business. Should all of the remaining siblings and their children be allowed to become directors in the family firm? How could they create a workable governance structure that would help the family make the right decisions? How would they put the business back on track?
 
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HomeZilla: Attracting Homebuyers through Better Photos Case Solution

Case Solution & Analysis for HomeZilla: Attracting Homebuyers through Better Photos by Gregory S. Zaric, Hongmei Sun.

Complete Case details are given below :

Case Name :      HomeZilla: Attracting Homebuyers through Better Photos
Authors :           Gregory S. Zaric, Hongmei Sun
Source :              Ivey Publishing
Case ID :           9B16E029 / W16602
Discipline :        General Management
Case Length :    06 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In November 2014, the founder and chief executive officer of HomeZilla, in Toronto, Canada, was considering how to provide value-added services to his business. One of the company’s main services was to work with real estate agents to provide web listings to attract home shoppers. Many Internet companies were analyzing web-browsing data in an effort to better understand user behaviour and thus improve their business. Inspired by this trend, the founder considered how his company could use web-browsing data to better attract home shoppers on the company’s website and thereby add value to his business.
 
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BN Spice N Nice Kitchens Pvt., Ltd.: Runaway Costs Case Solution

Case Solution & Analysis for BN Spice N Nice Kitchens Pvt., Ltd.: Runaway Costs by Dolphy M. Abraham, Mohan Gopinath, Nandini Balasubramaniam.

Complete Case details are given below :

Case Name :      BN Spice N Nice Kitchens Pvt., Ltd.: Runaway Costs
Authors :           Dolphy M. Abraham, Mohan Gopinath, Nandini Balasubramaniam
Source :              Ivey Publishing
Case ID :           9B16M149 / W16601
Discipline :        General Management
Case Length :    13 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2008, an ambitious entrepreneur was eager to succeed in India’s corporate catering industry despite having no prior experience. She learned the intricacies of the business and developed processes and systems that made her company stand out among the competition. However, an inflationary surge in food prices exposed the weaknesses in her business model-namely, the fixed-price contracts and her resolve to self-finance the venture. The entrepreneur also faced new competitors who were able to undercut her prices because they could leverage alternative revenue streams to compensate for the increased food costs. Should she make changes to her business or was it time to exit?
 
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Supor: How to Resolve Channel Conflict Case Solution

Case Solution & Analysis for Supor: How to Resolve Channel Conflict by Miao Cui, Yiwei Du, Jingqin Su, Sitara Aziz, Yi Hu.

Complete Case details are given below :

Case Name :      Supor: How to Resolve Channel Conflict
Authors :           Miao Cui, Yiwei Du, Jingqin Su, Sitara Aziz, Yi Hu
Source :              Ivey Publishing
Case ID :           9B16M161 / W16611
Discipline :        General Management
Case Length :    09 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2007, the chairman of Supor Group led the company in a new venture in the sanitary ware industry. Supor Group was the first listed company in the Chinese cookware market, and Supor Sanitary Ware Co., Ltd. (Supor) was Supor Group’s most important industry. Supor established three production bases in Zhejiang and Shenyang, China. Its marketing channels included brand agents and direct-sale stores. The company also opened an online flagship store on Tmall, a Chinese-language website for business-to-consumer online retail. Since its performance on Tmall was poor, the company outsourced this channel to Company X. However, this led to channel conflict between online and offline channels. How could Supor Group resolve the conflict, improve channel performance, and achieve channel synergy?
 
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The Kitchener Rangers Hockey Club: Skating into the Future Case Solution

Case Solution & Analysis for The Kitchener Rangers Hockey Club: Skating into the Future by Karin Schnarr, Mathew Krizmanich, Chelsea Lee.

Complete Case details are given below :

Case Name :      The Kitchener Rangers Hockey Club: Skating into the Future
Authors :           Karin Schnarr, Mathew Krizmanich, Chelsea Lee
Source :              Ivey Publishing
Case ID :           9B16M160 / W16605
Discipline :        General Management
Case Length :    15 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2015, the chief operating officer of the Kitchener Rangers Hockey Club had to consider short- and long-term options to maintain and increase the success of the organization. Given its strong community support, the Kitchener Rangers Hockey Club was in the enviable position of having an 800-person waiting list for season tickets; however, this scenario caused a perception that games were always sold out, which discouraged a new generation of fans from attending. Given the organization’s nonprofit governance model, any plan the chief operating officer considered would have to be adopted by the players and staff, as well as ticket holders, fans, local municipalities, and community residents. Possible courses of action included building a larger stadium, leveraging new marketing opportunities, and bidding for control of stadium concessions. How could the Kitchener Rangers Hockey Club continue its success while attracting a new generation of fans?
 
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