Case

Case Solution for Jim Lander at Thamesford Logistics
Complete Case details are given below :
Case Name :      Jim Lander at Thamesford Logistics
Authors :           Michael Sider, Ken Mark
Source :             Ivey Publishing
Case ID :            909M90
Discipline :        General Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
An operating manager who as an equity stake in Thamesford Logistics is preparing himself for what he believes will be a difficult conversation with Thamesford Logistic’s chief financial officer (CFO) on a current project despite the fact that the operating manager has a legal dispute with the CFO on another deal. In the recent past, the operating manager and the CFO were partners trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and the CFO continued to push the project ahead, cutting the operating manager out of the proceeds. A disagreement over the ownership of the success fee led to the operating manager’s lawsuit against the CFO. Meanwhile, Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the operating manager and the CFO to cooperate on the deal. The operating manager is thinking about how he should approach a meeting with the CFO, what he should say, what he would not say and what he wanted to achieve by the end.
 
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Case Solution for The Ciputra Group: Shaping the City in Asia
Complete Case details are given below :
Case Name :      The Ciputra Group: Shaping the City in Asia
Authors :           Marleen Dieleman
Source :             Ivey Publishing
Case ID :            909M84
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Ciputra Group was set up by Mr. Ciputra in the 1980s, after a long entrepreneurial career with a vision to provide a business for his children. The case describes the development of this group, which evolved into a prominent and innovative player in the Indonesian property sector. Under Ciputra’s guidance, the company became known for its satellite cities, in which the group combined technical, construction and urban planning qualities, along with the ability to understand and manoeuvre in the difficult Indonesian environment. The Ciputra Group moved into areas where the government was weak (public facilities, roads, sewerage, city management, security, etc) and as such became an “institutional entrepreneur” that shaped Indonesia’s cities. This model was later exported to other emerging markets. The case ends with the company facing two sets of interlinked problems. One set is strategic, as the company’s business model has proven to be vulnerable, and it is undergoing various changes. The question is what strategic option the company should choose. The second set of issues concerns the leadership and corporate structure of the group. Since Ciputra is in his late 70s, a generational change in leadership is imminent, and students are asked to reflect on the most appropriate path towards further development of the business from one led by a charismatic entrepreneur towards a professional family business. The two sets of issues are interlinked with each other and pose opportunities and constraints.
 
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Case Solution for NASSCOM
Complete Case details are given below :
Case Name :      NASSCOM
Authors :           Abhijit Gopal, Akbar Saeed
Source :             Ivey Publishing
Case ID :            909M94
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The vice-president of the National Association of Software and Services Companies (NASSCOM) was reflecting on the role NASSCOM currently played: it was considered the “voice” of the software and services industry in India and had been extremely successful in promoting Indian information technology (IT) to the world. Each success had now forced NASSCOM to reconsider its goals to better align itself to the complex needs of the quickly evolving IT business process outsourcing (IT-BPO) industry in India. The vice-president had been asked to address attendees at a leadership conference with details of NASSCOM’s strategic refocusing. How could NASSCOM maintain its relevance in an industry that was already considered a global leader? How would NASSCOM position itself in response to its own president’s desire to focus on the small-medium enterprise (SME) segment of the Indian industry, and also in response to a report that identified the domestic market as a significant future growth driver of IT enabled services? What role would it play, and how would it get there?
 
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Case Solution for Alcan (A): Anticipating Industry Change
Complete Case details are given below :
Case Name :      Alcan (A): Anticipating Industry Change
Authors :           Johnny Boghossian, Karl Moore, Amrita Nain, Gregory Vit
Source :             Ivey Publishing
Case ID :            909M71
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In December 2006, Alcan was the second largest producer of aluminum in the world, but the industry was consolidating. The case traces the development of the aluminum industry since World War II to the recent emergence of China as an economic power and the accompanying rise in commodity prices. Alcan had to decide between two offers: to be acquired or to go it alone. The first offer was from Alcoa and the other from Rio Tinto. Alcoa was the world leader in the production of aluminum and, like Alcan, was engaged in significant technological research and development. Meanwhile, Rio Tinto was one of the largest mining companies in the world, but had minor aluminum operations and, in general, few downstream processing plants or technologies. Students are asked to identify Alcan’s key resources and consider which strategy would make best use of them.
 
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Case Solution for HyundaiCard’s Marketing Strategy
Complete Case details are given below :
Case Name :      HyundaiCard’s Marketing Strategy
Authors :           Chan Soo Park, Ronald D. Camp
Source :             Ivey Publishing
Case ID :            909A28
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In the competitive South Korean credit card market, a review of the past decade of HyundaiCard’s marketing strategies and evaluation of anticipated possible difficulties of being a market follower revealed several challenges for senior management. Despite a tremendously successful creative business model based on customer needs, innovative products and integration of online and offline customers, the company’s performance had not progressed in the past seven years. HyundaiCard had difficulty relating its creative business model to the strong personas of the leading players in the credit card industry. How could HyundaiCard, a market follower, successfully position itself as a market leader? Could HyundaiCard’s marketing strategy keep enhancing its competitive edge in the market? What future strategy would be best for HyundaiCard?
 
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Case Solution for Engro Chemicals Pakistan Limited – Business Disaster Overcome
Complete Case details are given below :
Case Name :      Engro Chemicals Pakistan Limited – Business Disaster Overcome
Authors :           Muntazar B. Ahmed
Source :             Ivey Publishing
Case ID :            909E24
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Engro Chemicals Pakistan Limited (Engro) was a very large manufacturer and marketer of fertilizer in Pakistan. It had a number of subsidiaries and joint ventures in a variety of businesses. The company was listed on the Karachi Stock Exchange (KSE) and was among the top companies as ranked by the KSE. In August 2007, the company’s head office was completely destroyed by a fire. The office was located in Karachi and the fire destroyed all the equipment as well as the hardcopies of the accounting records. The company was suddenly faced with a catastrophic loss as the records were critical to Engro’s day to day operations. The information technology (IT) department had developed a disaster recovery plan (DRP) in 2005 that was exclusively related to reestablishing the IT facilities after any event that could make the business systems inoperable. The company invoked the DRP as soon as the news of the complete destruction of the office facilities was received. The IT and finance staff had to use the backup equipment and data files to restart the transaction processing.The case includes a description of various business systems used by Engro and the data security processes that had enabled the company to restore the accounting and other systems needed at its head office. The main teaching objective is to focus on minimizing the business risks arising due to the destruction of the IT facilities. The case also has details of the DRP, which can be analysed as to its contents, and details of the management processes of Engro, which allows for a discussion on corporate governance within the company.
 
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Case Solution for Speed Race: Benelli and QJ Compete in the International Motorbike Arena
Complete Case details are given below :
Case Name :      Speed Race: Benelli and QJ Compete in the International Motorbike Arena
Authors :           Francesca Spigarelli, Ilan Alon, William Wei
Source :             Ivey Publishing
Case ID :            909M97
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2005, the Qianjiang Group (QJ), a large-scale Chinese state-owned group, acquired the Italian company Benelli to expand its business in Western markets beyond Italy. Benelli’s brand advantage was intended to provide the core competency for QJ to compete in the global motorbike markets; in addition, Benelli’s capabilities and know-how in motorbike and scooter engineering also helped QJ complete its product portfolio. After a successful start, the many cultural differences related to an Italian business model and a Chinese company became problematic. Problems arose in integrating Chinese and Italian cultures and in coping with a completely different way of doing business, and the company was facing stiff competition from Japanese competitors. Despite excellent press and large industrial investments aimed at gaining efficiency and reducing prices, penetration of Western markets was difficult.
 
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Case Solution for BCE Inc.: In Play
Complete Case details are given below :
Case Name :      BCE Inc.: In Play
Authors :           Stephen R. Foerster, Heather Tobin
Source :             Ivey Publishing
Case ID :            909N18
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
BCE Inc. (BCE), one of Canada’s leading telecommunications companies, had struggled under its weak stock price performance and low valuation relative to its comparable peers, and faced increasing pressure from its largest shareholder, the powerful Ontario Teachers’ Pension Plan (Teachers’). On March 29, 2007, it was reported that private equity firm Kohlberg Kravis & Roberts (KKR) had held informal meetings with BCE executives in the hopes of launching a friendly takeover bid for the company. This essentially put BCE “in play” with the leadership team confirming, on April 17, 2007, that it would be reviewing its strategic alternatives, which included discussions with various Canadian-led consortiums to explore the possibility of a privatization. As the deadline to the bid date drew closer, four contending bidding consortiums emerged, including three consortiums of financial buyers and one strategic buyer. The case provides a good opportunity to discuss private equity investments as well as valuation in a mergers and acquisition context.
 
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Case Solution for RBC – Financing Oil Sands (A)
Complete Case details are given below :
Case Name :      RBC – Financing Oil Sands (A)
Authors :           Michael Sider, Jana Seijts, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            910M15
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Under pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems to be sustainable? 2) What are the risks of lending to businesses some stakeholders deem unsustainable? 3) How should banks respond when pressured by an interest group? 4) How does a bank decide what is sustainable lending practice?
 
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Case Solution for Creating a Process-Oriented Enterprise at Pinnacle West
Complete Case details are given below :
Case Name :      Creating a Process-Oriented Enterprise at Pinnacle West
Authors :           T.S. Raghu
Source :             Ivey Publishing
Case ID :            910E02
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pinnacle West is in the energy-related services business and headquartered in Phoenix, Arizona. Its largest subsidiary, APS, is a power utility that serves over a million customers across Arizona. The case was written when one of the biggest recessions in recent history hit global and U.S. markets. Written from the perspective of the vice-president and chief information officer, the case chronicles the various recent successful process change initiatives at Pinnacle West. The vice-president has achieved initial success in instituting a process-oriented culture inside his own information technology (IT) services organization, and in some specific business units within Pinnacle West. He now faces a significant crossroads in his process orientation strategy for Pinnacle West. He has to devise a strategy for a wider rollout of a process-oriented strategy throughout Pinnacle West and determine if the larger enterprise is ready for this strategy. He has to consider various issues in making this decision – resource availability, change management competency and buy-in from other top-level managers. He has to carefully weigh the various options in rolling out this strategy, as he fears that any misstep may derail his carefully executed plans for bringing a process-oriented approach to managing at Pinnacle West. This case can be used in an introductory systems course. It can also be used in a course on business process management or operations management.
 
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