Case

Case Solution for Olympus and the Whistleblower President
Complete Case details are given below :
Case Name :      Olympus and the Whistleblower President
Authors :           Christopher Williams, Seijiro Takeshita
Source :             Ivey Publishing
Case ID :            W12751
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The newly appointed president and chief operating officer (COO) of Olympus Corporation of Japan was called to an emergency board meeting. The purpose of the meeting was to discuss governance issues regarding corporate mergers and acquisitions (M&A). However, it would be no ordinary meeting. Since assuming the role of president in April 2011, the president discovered evidence of corporate fraud on a large scale. He had commissioned an external auditor report that showed a significant loss of shareholder value. His call for changes to be made to the Japanese board of directors had been met by resistance. How should he plan for the meeting? What could he expect? What position should he take? How should he influence decisions regarding the company’s immediate problems and its longer-term corporate governance?
 
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Case Solution for Firstwell Corporation and the Production Mandate Question
Complete Case details are given below :
Case Name :      Firstwell Corporation and the Production Mandate Question
Authors :           Paul W. Beamish
Source :             Ivey Publishing
Case ID :            W12762
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Two facilities owned by large U.S.-based multinational enterprise (one in Canada, one in the United States) are competing for a regional manufacturing and distribution mandate. The head of Firstwell’s global operating committee must decide whether the proposal from Firstwell Canada is best not only for the Kingston, Ontario plant but also for Firstwell Corporation worldwide.
 
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Case Solution for Mining and Corporate Social Responsibility: Newmont Mining Corporation
Complete Case details are given below :
Case Name :      Mining and Corporate Social Responsibility: Newmont Mining Corporation
Authors :           Sheila M. Puffer, David T.A. Wesley
Source :             Ivey Publishing
Case ID :            W12765
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case takes place in Peru in the aftermath of the worst mercury spill in history by a transportation contractor for Newmont Mining Corporation. Newmont’s senior vice president and chief administrative officer is sent to Peru to assess the situation. The subsequent audit revealed that Newmont’s mining operations in Peru met neither U.S. nor Peruvian mining standards. “There were water issues, there were air issues, there were road issues, there were health issues – all arising out of the mining operation,” the report concluded. The investigation also found that Newmont executives could be subject to “criminal prosecution and imprisonment” for the company’s actions in Peru. More importantly, the company had violated its “social license” with local communities, putting in jeopardy its ability to conduct business in that country.
 
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Case Solution for Mining and Corporate Social Responsibility: BHP Billiton and the Tintaya Dialogue
Complete Case details are given below :
Case Name :      Mining and Corporate Social Responsibility: BHP Billiton and the Tintaya Dialogue
Authors :           Sheila M. Puffer, David T.A. Wesley
Source :             Ivey Publishing
Case ID :            W12764
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case takes place in Peru in the aftermath of the worst mercury spill in history by a transportation contractor for Newmont Mining Corporation. BHP Billiton, which has no connection to Newmont, but is affected by increased hostility toward mining companies, enters into an agreement with Oxfam to conduct training on sustainability and “the impacts of large-scale infrastructure projects on communities.” Executives from the company’s various international business units were selected to participate in the program, to be held each year in Orissa, India. One of the first managers selected to attend the program is the general manager for BHP Billiton’s Tintaya Copper Mine. The case discusses the process, objectives, and outcome of the resulting dialogue between BHP Billiton and local inidigenous residents.
 
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Case Solution for Apple (B)
Complete Case details are given below :
Case Name :      Apple (B)
Authors :           William Watson, Mary M. Crossan
Source :             Ivey Publishing
Case ID :            W12775
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Apple A and B cases provide two perspectives on the evolution of Apple and are designed to evoke debate about models of strategy, organization and leadership.
 
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Case Solution for Apple (A)
Complete Case details are given below :
Case Name :      Apple (A)
Authors :           William Watson, Mary M. Crossan
Source :             Ivey Publishing
Case ID :            W12774
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Apple A and B cases provide two perspectives on the evolution of Apple and are designed to evoke debate about models of strategy, organization and leadership.
 
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Case Solution for Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Complete Case details are given below :
Case Name :      Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Authors :           Lucia Miree, John Galletly
Source :             Ivey Publishing
Case ID :            W12802
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case is about a software development company, Telerik, which was based in Sofia, Bulgaria, with offices in the United States, Canada, the United Kingdom, Australia and Germany. The company was founded in 2002 and had become a world-leader in user interface (UI) components for Microsoft’s .NET framework. The company was still managed by its original four founders and had grown to 400 employees. In response to rapid growth and to retain its rapid development product process, Telerik adopted agile development in 2006. Agile development is a values-driven process that includes the elements of decentralization, rapid development cycles, intense customer service, teamwork and face-to-face communication. Telerik has fully implemented this process, including the software development components, communication, coordination and management tools that are collaborative and rely heavily upon communication and widespread team interaction and responsibility. Telerik had moved into a new and modern building that included game and quiet rooms, and its physical environment was designed specifically to facilitate agile development. The company’s management style was informal, hands-on, consultative and development-driven, and their culture was youth-focused. Telerik’s human resource (“human capital”) practices were innovative and flexible and its benefits and compensation package had allowed Telerik to attract a high quality workforce. Its recent innovations in benefits, including concierge services and stock options, had given Telerik an edge in human capital with an employee turnover rate of under five per cent. The founders had worked diligently to create a high performing, cohesive organization that was an exciting place to work. They had built a company with an excellent reputation, both in technical achievements and product development, and as an employer. Their success was based upon the rapid deployment of committed human capital in a culture of teamwork and custom.
 
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Case Solution for We Are So Sorry: Sedang Prestige Resort
Complete Case details are given below :
Case Name :      We Are So Sorry: Sedang Prestige Resort
Authors :           Jim Kayalar
Source :             Ivey Publishing
Case ID :            W12792
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
North American and European branded hotel chains in their quest to maximize shareholder wealth have recently shed ownership of assets and freed up capital to focus on their core businesses with the help of strenuous contracts. The ensuing pursuit of further business development has expedited the internationalization process and a new business model of franchising the brand/value proposition in international locations has evolved. Globally accepted brands hold the promise of global quality. It is widely believed that Western brands deliver more value than brands from emerging nations, such that they can charge global prices to global customers. Service delivery failure is encountered frequently in the accommodation and food services industry. Such failures can act as an important performance measurement criteria. Managers are taught how to recover from service delivery failure and address loyalty issues of existing customers. They fear losing them as the cost of acquiring new customers may exceed the cost of keeping existing customers. The case illustrates how a globally branded North American hotel chain disregarded the basic tenets of maintaining the global brand promise, ignored generally accepted North American customer service standards, failed to instigate delivery failure recovery and leveraged firm specific capabilities to maximize shareholder wealth. The reaction of the local counterpart, the reaction to countermand the imbalance in the ensuing business relationship and adaptation of the value proposition are told from the perspective of a vacationing couple that experienced the diluted brand firsthand.
 
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Case Solution for World Championship Wrestling – A Crisis of Leadership (D)
Complete Case details are given below :
Case Name :      World Championship Wrestling – A Crisis of Leadership (D)
Authors :           Lyn Purdy, Jason Ravesi
Source :             Ivey Publishing
Case ID :            W12798
Discipline :        General Management
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2000, World Championship Wrestling (WCW)’s executive VP is faced with a challenging decision. He had been appointed the executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s onscreen product was suffering; ratings for the flagship WCW Monday Nitro (Nitro) program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already-low morale among WCW’s on-screen talent and support staff.
 
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Case Solution for World Championship Wrestling – A Crisis of Leadership (C)
Complete Case details are given below :
Case Name :      World Championship Wrestling – A Crisis of Leadership (C)
Authors :           Lyn Purdy, Jason Ravesi
Source :             Ivey Publishing
Case ID :            W12797
Discipline :        General Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2000, World Championship Wrestling (WCW)’s executive VP is faced with a challenging decision. He had been appointed the executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s onscreen product was suffering; ratings for the flagship WCW Monday Nitro (Nitro) program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already-low morale among WCW’s on-screen talent and support staff.
 
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