Case

Case Solution for From In-house to Joint R&D: The Way forward for Nokia Denmark
Complete Case details are given below :
Case Name :      From In-house to Joint R&D: The Way forward for Nokia Denmark
Authors :           Torben Pedersen, Marcus Moller Larsen
Source :             Ivey Publishing
Case ID :            W11594
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes and discusses the organizational and strategic challenges of outsourcing research and development (R&D) activities from Denmark to China. Nokia Denmark was founded in 1996 as a subsidiary of the Nokia Corporation and contained the largest Nokia R&D unit, concentrating on the development of mobile telephones, outside Finland. In 2007, Nokia Denmark received instructions from corporate headquarters to drastically increase the number of mobile phones developed. Motivated by the need to release pressure on its in-house capacity, Nokia Denmark decided to outsource certain product development projects to the Taiwanese company Foxconn in a joint R&D (JRD) setup. Foxconn, one of the world’s largest electronic component manufacturers, which was also developing products for many of Nokia’s competitors, was given the responsibility of developing and testing selected standardized and less complex mobile phones, while more complex and sophisticated technology projects were retained in-house. However, by 2010, Foxconn had become a central figure in Nokia Denmark’s product development process with responsibility for increasingly complex projects. Given the increasing importance of Foxconn for Nokia Denmark, the rising pressure from the corporate headquarters and the competitive market environment on products and costs, Nokia Demark thus faced a central question on how to proceed with the JRD. Three alternatives were outlined for the future of Nokia Denmark’s JRD with Foxconn: the management could decide on scaling up, phasing out or continuing the status quo.
 
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Case Solution for Macy’s Department Store Repositioning
Complete Case details are given below :
Case Name :      Macy’s Department Store Repositioning
Authors :           Homer H. Johnson
Source :             Ivey Publishing
Case ID :            W11586
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
From 2005-2006, Federated Department Stores converted some 15 regional department store chains into a single national brand, Macy’s, with 810 stores across the United States. In addition, the company repositioned the consolidated Macy’s in the overall retail landscape in an attempt to differentiate the new company from its competitors. These maneuvers were undertaken to counter decreasing sales and profits in the traditional department store industry. Some retail analysts suggested that the consolidation of Macy’s, while interesting, was destined to fail because the traditional department store was an obsolete entity; however, other analysts suggested that Macy’s strategy may have held the key to success in a declining industry. In 2008, the U.S. economy entered a recession, and, by 2011, it remained far from booming. Did Macy’s need to change parts of its strategy to remain competitive? What would need to change?
 
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Case Solution for Ferro Industries – Exporting Challenge in a Small Firm
Complete Case details are given below :
Case Name :      Ferro Industries – Exporting Challenge in a Small Firm
Authors :           Justin Paul, Shruti Gupta, Parul Gupta
Source :             Ivey Publishing
Case ID :            W11620
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case deals with an exporting challenge faced by Ferro Industries (Ferro), a small enterprise within the steel industry in India. The company’s manufacturing facility was located in the National Capital Region of Delhi. Ferro’s main products were roll-forming machines, cut-to-length lines and slitting lines; the company was one of only three firms in the Indian sub-continent catering to the market for such products. This case raises two basic questions in relation to Ferro’s role as an exporter: Firstly, at what stage should an importer have to pay an exporter? Secondly, should the exporter release consignment to the importer before receiving payment? The case illustrates the challenges of exporting and international entrepreneurship for a small firm, taking into account payment risk, product pricing, deal-making strategies, promotional strategy and client-management strategies. It also addresses the complexities involved in the decision-making process while exporting, as well as outlining various conflict-resolution techniques for closing a deal effectively while considering the appropriateness of taking risks.
 
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Case Solution for Souk El Tayeb: The Good Food Market in Lebanon
Complete Case details are given below :
Case Name :      Souk El Tayeb: The Good Food Market in Lebanon
Authors :           Dima Jamali, Haitham Khoury
Source :             Ivey Publishing
Case ID :            W11589
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Souk el Tayeb, the farmers’ market, and Tawlet, the farmers’ kitchen are two legal entities, the former adopting the legal structure of an NGO and the latter, an income generating company, joined by one vision namely to “celebrate food and traditions that unite communities and support small-scale farmers and producers and a culture of sustainable agriculture.” Souk el Tayeb founder, Kamal Mouzawak, first launched Souk el Tayeb, a farmer’s market, in May 2004 in Beirut, Lebanon. The idea was to create a communal space for farmers across the country to sell their organic produce and products. The over-arching vision was to create a platform that joined different people celebrating food, culture and traditions and in parallel promoting and supporting the agricultural sector in Lebanon. Mouzawak and his business partner were in the process of brainstorming ways to scale the impact of their social business while not compromising quality standards and meeting the ever looming challenge of financial sustainability.
 
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Case Solution for GameStop
Complete Case details are given below :
Case Name :      GameStop
Authors :           Sayan Chatterjee, Timothy Yee
Source :             Ivey Publishing
Case ID :            W11640
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
GameStop has effectively utilized a business model based on retailing new and used electronic games. The case allows the instructor to develop the strategies that GameStop used to consolidate its game retail business in the country. The case provides the instructor with the opportunity to explore the peculiar target market segments in the electronic gaming industry. Finally, the instructor can explore competition and future expansion into different markets, where the environments are not similar. Management responses to the following questions regarding company growth are further explored: 1) Can you continue your aggressive store growth? 2) What about digital downloading? 3) Will the used business continue to grow?
 
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Case Solution for Alliance Management at Forbes Marshall
Complete Case details are given below :
Case Name :      Alliance Management at Forbes Marshall
Authors :           Naga Lakshmi Damaraju, Harshdeep Singh
Source :             Ivey Publishing
Case ID :            W11618
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case traces the history and growth of Forbes Marshall (FM), a family-owned company in India. FM provides steam engineering and control instrumentation solutions for the process industry. The company has evolved into a leader in process efficiency and energy conservation through technology tie-ups and focused investments in manufacturing and research. Their joint ventures (JV) with the world’s leading names enable them to deliver quality solutions in 14 countries. Forbes Marshall’s business practices and processes have combined into a singular philosophy of being trusted partners who provide innovative solutions.
 
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Case Solution for The Beer Cases (C): Tsingtao Brewery
Complete Case details are given below :
Case Name :      The Beer Cases (C): Tsingtao Brewery
Authors :           Andrew Delios, Donna Jimenez
Source :             Ivey Publishing
Case ID :            W11615
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Beer Cases present a means to explore industry evolution in a rapidly globalizing industry. In 2011, the beer industry had elements of sub-national, national and global competition. Giants, such as AB Inbev, as well as national champions, such as Tiger Breweries and Tsingtao, which were aspiring to become major regional and global players, populated the industry. Further, industry players used alternative models (strategic approaches) to meet their objectives for national, regional and global expansion. By focusing on presentations of the strategies of five major beer companies (AB InBev, Groupo Modelo, Tiger Breweries, Tsingtao and San Miguel), this set of cases helps to illustrate these points. The format used for the cases involves in-class presentations of each case, alongside rigorous questioning from the instructor to not only explore the logic of the analysis and strategy proposed in the presentation for each company, but to also nudge the class toward an understanding of the major trends in the growth of the beer industry and key success factors for companies that operate in the beer industry. The class can be pushed further to connect the implications of one’s assumptions about what drives success in beer sales, alongside their understanding of industry growth trends and drivers, to understand models of global competition in this industry, and forecast anticipated outcomes and strategies for the major beer companies considered in this set of presentations. Ultimately, the observations from the beer industry, which is a fairly easy product and industry to understand, can be extrapolated to other industries, to see how closely they fit the development of the beer industry. Further, lessons can also be drawn about how industry pressures influence the four key components of an international expansion strategy: product choice for expansion, market choice for geographic expansion, timing of entry and mode of entry.
 
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Case Solution for The Beer Cases (B): Groupo Modelo
Complete Case details are given below :
Case Name :      The Beer Cases (B): Groupo Modelo
Authors :           Andrew Delios, Donna Jimenez
Source :             Ivey Publishing
Case ID :            W11614
Discipline :        General Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Beer Cases present a means to explore industry evolution in a rapidly globalizing industry. In 2011, the beer industry had elements of sub-national, national and global competition. Giants, such as AB Inbev, as well as national champions, such as Tiger Breweries and Tsingtao, which were aspiring to become major regional and global players, populated the industry. Further, industry players used alternative models (strategic approaches) to meet their objectives for national, regional and global expansion. By focusing on presentations of the strategies of five major beer companies (AB InBev, Groupo Modelo, Tiger Breweries, Tsingtao and San Miguel), this set of cases helps to illustrate these points. The format used for the cases involves in-class presentations of each case, alongside rigorous questioning from the instructor to not only explore the logic of the analysis and strategy proposed in the presentation for each company, but to also nudge the class toward an understanding of the major trends in the growth of the beer industry and key success factors for companies that operate in the beer industry. The class can be pushed further to connect the implications of one’s assumptions about what drives success in beer sales, alongside their understanding of industry growth trends and drivers, to understand models of global competition in this industry, and forecast anticipated outcomes and strategies for the major beer companies considered in this set of presentations. Ultimately, the observations from the beer industry, which is a fairly easy product and industry to understand, can be extrapolated to other industries, to see how closely they fit the development of the beer industry. Further, lessons can also be drawn about how industry pressures influence the four key components of an international expansion strategy: product choice for expansion, market choice for geographic expansion, timing of entry and mode of entry.
 
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Case Solution for The Beer Cases (A): A-B InBev
Complete Case details are given below :
Case Name :      The Beer Cases (A): A-B InBev
Authors :           Andrew Delios, Donna Jimenez
Source :             Ivey Publishing
Case ID :            W11613
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Beer Cases present a means to explore industry evolution in a rapidly globalizing industry. In 2011, the beer industry had elements of sub-national, national and global competition. Giants, such as AB Inbev, as well as national champions, such as Tiger Breweries and Tsingtao, which were aspiring to become major regional and global players, populated the industry. Further, industry players used alternative models (strategic approaches) to meet their objectives for national, regional and global expansion. By focusing on presentations of the strategies of five major beer companies (AB InBev, Groupo Modelo, Tiger Breweries, Tsingtao and San Miguel), this set of cases helps to illustrate these points. The format used for the cases involves in-class presentations of each case, alongside rigorous questioning from the instructor to not only explore the logic of the analysis and strategy proposed in the presentation for each company, but to also nudge the class toward an understanding of the major trends in the growth of the beer industry and key success factors for companies that operate in the beer industry. The class can be pushed further to connect the implications of one’s assumptions about what drives success in beer sales, alongside their understanding of industry growth trends and drivers, to understand models of global competition in this industry, and forecast anticipated outcomes and strategies for the major beer companies considered in this set of presentations. Ultimately, the observations from the beer industry, which is a fairly easy product and industry to understand, can be extrapolated to other industries, to see how closely they fit the development of the beer industry. Further, lessons can also be drawn about how industry pressures influence the four key components of an international expansion strategy: product choice for expansion, market choice for geographic expansion, timing of entry and mode of entry.
 
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Case Solution for HR 500 Plus Scanner — Rapid Commercialization or Bust at Kodak
Complete Case details are given below :
Case Name :      HR 500 Plus Scanner — Rapid Commercialization or Bust at Kodak
Authors :           Donald Pillittere
Source :             Ivey Publishing
Case ID :            W11629
Discipline :        General Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The HR 500 Plus Scanner case examines how, in 2000, the Eastman Kodak Company confronted a drastic change in technology (from traditional to digital photography) that is eroding revenue and margins by double digits in its core film, paper and chemical business. Matt Giorgio, the worldwide product manager for film scanners, is being pushed by upper management to extend the life of film to provide cash for the painful and less profitable transition to digital photography. With limited overall research and development (R&D) and a dictate from the CEO for flawless execution of projects, Giorgio and his team take an aggressive approach to develop, in less than a year, a scanner that can both stave off film erosion and minimize the program’s impact on corporate R&D. Missing the team’s goal of nine months could cost him his job and leave the company vulnerable to even greater erosion of film, paper and chemical sales.
 
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