Case

Case Solution for Activity-based Costing and Management

Complete Case details are given below :

Case Name : Activity-based Costing and Management

Authors : Owen Hall, Charles McPeak, Samuel Seaman

Source : Ivey Publishing

Case ID : 910B11

Discipline : General Management

Case Length : 04 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case summarizes some of the challenges – managerial and technical – associated with transitioning to an activity-based costing (ABC) model. The primary objective of this case is to introduce the student to the rationale and mechanics behind the ABC accounting approach and to explore the untoward consequences of using traditional accounting methods.

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Case Solution for Goodwill Industries of Greater Grand Rapids

Complete Case details are given below :

Case Name : Goodwill Industries of Greater Grand Rapids

Authors : Tony Francolini, W. Glenn Rowe

Source : Ivey Publishing

Case ID : 910M81

Discipline : General Management

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The president and chief executive officer (CEO) of Goodwill Industries of Greater Grand Rapids Inc. (Goodwill) was analyzing a staff proposal to begin selling donated books online. Her initial response to the proposal had been to approve the idea without any reservation; however, some pointed questions raised during discussion at a recent board meeting caused her to revisit her support for the project. The CEO determined that to make a thoughtful recommendation about the proposal, she needed to evaluate three main criteria: 1) The strategic and financial fit of the proposal in relation to the current salvage buyers of Goodwill’s books; 2) The operating and revenue needs of Goodwill’s retail stores, and; 3) Alignment of the proposal with Goodwill’s mission statement.

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Case Solution for Resuming Internationalization at Starbucks

Complete Case details are given below :

Case Name : Resuming Internationalization at Starbucks

Authors : Rob Alkema, Mario Koster, Christopher Williams

Source : Ivey Publishing

Case ID : 910M73

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Starbucks enjoyed tremendous growth over the previous two decades. In 2007, it had a global reach of over 17,000 stores in 56 countries. Between 2007 and 2009, however, Starbucks’ relentless march was slowed by three forces: increasingly intense competition, rising coffee bean prices and a global economic recession. In order to remain profitable, the company started to scale back its overseas operations. In 2010, Starbucks was faced with a critical strategic decision: Should the company resume its international expansion and once again intensify its commitments in overseas markets? If so, what approach should the company take? Had the pace of Starbucks’ internationalization (i.e. the rate of opening new stores abroad), the rhythm of its internationalization (i.e. the regularity by which stores were opened abroad) and geographical scope of its internationalization (i.e. number of new countries entered) had an impact on the company’s performance in previous years? Could Starbucks learn from its prior internationalization within the coffee industry in order to guide its future international strategy?

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Case Solution for UTV and Disney: A Strategic Alliance (A)

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Case Name : UTV and Disney: A Strategic Alliance (A)

Authors : Atanu Adhikari, Rama Deshmukh

Source : Ivey Publishing

Case ID : 910M43

Discipline : General Management

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case describes the dilemma faced by the senior vice-president of business development and strategy when deciding in 2006 whether UTV Software Communications Ltd. (UTV) should go ahead with a joint venture with Walt Disney Company (Disney) even if it meant selling Hungama TV, the leading children’s channel in India, to Disney. UTV was one of the large media companies in India and had diversified interests, including TV content, movies, animation and new media content. Although UTV had opened operations in the United States, the United Kingdom and other countries two years before, its international presence was limited. The CEO of UTV wanted UTV’s business to increase from Rs2 billion to Rs5 billion by 2008 and to Rs10 billion by 2010. This seemed possible if UTV went ahead with a strategic alliance with Disney. UTV anticipated that an alliance with Disney in India would help it increase its business in all other verticals globally. On the other hand, Disney, a large multinational, had several records of acquisition. The vice-president of UTV was concerned that Disney’s interest in a strategic alliance could be part of a long-term plan to acquire the company and benefit from its profitable business. Since UTV had established itself in the Indian media industry over the last 15 years, it could collaborate with different companies through its various verticals, thereby reducing the threat of losing its identity.<br><br>The case achieves the following learning objectives: 1) to explore various possibilities of strategic alliances with multinationals in order to expand business when it means selling off one part of the business toa multinational; 2) to assess the costs and benefits associated with cross-border mergers involving acquisitions of one part of the business and alliances in another part; 3) to identify business opportunities while integrating with a foreign entity; 4) to come up with “win-win” strategies that encompass multiple stakeholders of a business.

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Case Solution for Lake Eola Charter School: Securing the Brand Through Environmental Analysis

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Case Name : Lake Eola Charter School: Securing the Brand Through Environmental Analysis

Authors : Mary Conway Dato-on, Eileen Weisenbach Keller

Source : Ivey Publishing

Case ID : 910M70

Discipline : General Management

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In late 2009, the principal of the Lake Eola Charter School (LECS) in downtown Orlando, Florida completed a course on nonprofit branding at the Philanthropy & Nonprofit Leadership Center at a local college. She was energized and ready to apply the information she had learned to evaluate the school’s competitive position and to determine its level of mission fulfillment and progress toward goals. Well-suited for running a school, with a doctorate in education administration, the principal had taken the class to shore up her understanding of planning for and managing a nonprofit organization (NPO). In her mind, the key lesson was the need for an environmental analysis to better understand the school’s internal environment and external competitors in order to improve the position of the school vis-a-vis the community’s educational needs. She employed an MBA intern to help her develop tools for an internal and external environmental scan. The intern had just wrapped up the data collection and analysis. The principal was ready to use the summer “down time” to make changes for the 2010 academic year, if only she knew how to proceed. This case is suitable for marketing strategy courses. The detailed treatment of environmental analysis could also make the case useful in business policy and strategy courses. Instructors will find the case particularly well-suited for classes on marketing, strategy and management in the area of public administration and nonprofit organizations.

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Case Solution for Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (C)

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Case Name : Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (C)

Authors : Explosion (A) Jean-Louis Schaan, Ken Mark

Source : Ivey Publishing

Case ID : 910M34

Discipline : General Management

Case Length : 02 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In August 2008, there was a large explosion at a propane facility located in Toronto, Ontario. The Technical Safety and Standards Authority (TSSA) was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring technical safety, and fell under the supervision of the Ministry of Small Business and Consumer Services (the Ministry). After the explosion, with the TSSA facing intense public and political scrutiny, the Ministry requested that the TSSA perform audits at every propane facility in Toronto. The audit results were reported by the media in such a way as to damage TSSA’s reputation. The Ministry then ordered an organizational review of the governance structure of the eight Delegated Administrative Authorities (DAAs) of which the TSSA was one. Determined to act in the best interests of the province, the Ministry subsequently ordered a 30-day Propane Safety Review but needed to make three decisions: 1) select an insider or outsider to lead the panel? 2) should the leader be a prominent figure or technical expert? 3) what is the optimal timing of the review?

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Case Solution for Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (B)

Complete Case details are given below :

Case Name : Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (B)

Authors : Explosion (A) Jean-Louis Schaan, Ken Mark

Source : Ivey Publishing

Case ID : 910M33

Discipline : General Management

Case Length : 02 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In August 2008, there was a large explosion at a propane facility located in Toronto, Ontario. The Technical Safety and Standards Authority (TSSA) was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring technical safety, and fell under the supervision of the Ministry of Small Business and Consumer Services (the Ministry). By day four of the crisis, the TSSA was perceived to be underperforming and the minister was called to deliver a statement. He decided neither to support nor reject the TSSA but instead called for the TSSA to audit all propane facilities in Ontario. The audits revealed that many of the facilities had minor compliance issues. The reporting of these results, combined with intense public scrutiny of the event, again called TSSA’s credibility into question. Faced with TSSA’s damaged reputation, the minister evaluated three actions: 1) change TSSA’s leadership; 2) bring TSSA back into the government; or 3) perform an organizational review.

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Case Solution for Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (A)

Complete Case details are given below :

Case Name : Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (A)

Authors : Explosion (A) Jean-Louis Schaan, Ken Mark

Source : Ivey Publishing

Case ID : 910M32

Discipline : General Management

Case Length : 06 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In August 2008, there was a large propane explosion at a propane facility located in Toronto, Ontario and the resulting media coverage was nothing short of extensive. Within 24 hours of the explosion, media coverage shifted from developments at the site to the responsibilities of the Technical Safety and Standards Authority (TSSA). The TSSA was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring technical safety in a number of areas. It currently fell under the supervision of the Ministry of Small Business and Consumer Services (the Ministry), although it had been separated from the government since 1996. By the fourth day of the crisis, the TSSA was perceived to be underperforming and had lost all credibility with the media and public. Opposition parties were calling for the TSSA to be brought back in-house. The Ministry was under criticism for actions of this arm’s-length body, and was determined to deliver a media statement that would accurately capture the nuances of this politically sensitive event, thus showing leadership without taking ownership.

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Case Solution for The IOI Group: Creating a Malaysian Palm Oil Multinational

Complete Case details are given below :

Case Name : The IOI Group: Creating a Malaysian Palm Oil Multinational

Authors : Marleen Dieleman, Megha Mittal

Source : Ivey Publishing

Case ID : 910M68

Discipline : General Management

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case discusses the story of the IOI Group, one of the largest palm oil players in Malaysia, which has seen rapid growth in the past two decades. Family-controlled since 1982, the IOI Group’s main businesses initially were property and palm plantations. As a relative latecomer in the palm oil industry, it grew both organically and through acquisitions, and, in 2010, had sales of about US$4.3 billion and employed 30,000 people. Over the years, the IOI Group moved away from producing crude palm oil (CPO), a key commodity, and pursued a strategy of vertical integration by moving into downstream activities such as food ingredients manufacturing and oleochemicals. This transformed IOI from a Malaysian plantation company to a global ingredients manufacturer, making IOI a good example of a so-called “emerging market multinational.” The case takes the point of view of the second generation family leader who is currently in charge of the downstream businesses, and discusses three challenges he faces in IOI’s transformation process: 1) the issue of optimizing and integrating the global value chain; 2) the most suitable way to coordinate a multinational company with substantial global sales and operations; and 3) adaptation to changing needs of global customers. All this is supported by extensive information on the changing dynamics in the palm oil industry, where emerging market players are moving up the value chain, snapping up manufacturing assets from global fast-moving consumer goods companies, such as Unilever, while the latter increasingly focus on branded goods and seek to exit the lower margin and capital intensive manufacturing of ingredients. Students are asked to analyze the changing industry dynamics and provide recommendations given the goal to make IOI a leading palm oil player.

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Case Solution for Taino Construction Supplies: Managing Innovation Risks at an SME in a Small, Developing Nation

Complete Case details are given below :

Case Name : Taino Construction Supplies: Managing Innovation Risks at an SME in a Small, Developing Nation

Authors : Carmen Rios Figueroa, Julia Sagebien

Source : Ivey Publishing

Case ID : 909M85

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The president of Taino Construction has to make several strategic decisions that can guide the firm during very difficult times for the construction industry – globally and locally. He is trying to find ways to capitalize on the company’s innovations and international advantages. At the same time, he is trying to adapt the company to the needs of the local market, which requires smaller volumes and simpler products. In order to do this, management must assess the level of risk inherent in the company’s portfolio of innovations by estimating the potential of the markets for these products, determining how to strategically position the products in the markets and making a sober assessment of the company’s financial strength. The case can be used in a management of innovation course as well as in an international business or marketing strategy or integrative strategy course. It could also be used in a family business course. It lends itself to use in a green products/sustainability module. The objectives of the case are 1) to allow students an opportunity to analyze a company’s innovation portfolio and, more specifically, the level of risk inherent in market opportunities 2) to explore how innovative international strategies can help a company survive adverse local market conditions, though it may add to the overall risk of the innovation portfolio of the company 3) to showcase a company committed to green products, allowing for a discussion on sustainability in the construction industry, as well as on how what is considered a “green product” by some stakeholders is not considered a green product by others 4) to showcase the complexity of the relationship between a company’s clients/competitors/partners and the way in which government initiative can offer opportunities and challenges to a company 5) to offer an opportunity to conduct financial performance analysis.

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