Case

Case Solution for Sustaining a Social Venture: Transformation of Annapurna Mahila Mandal into Annapurna Pariwar

Complete Case details are given below :

Case Name : Sustaining a Social Venture: Transformation of Annapurna Mahila Mandal into Annapurna Pariwar

Authors : Prema Basargekar

Source : Ivey Publishing

Case ID : W12432

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Annapurna Mahila Mandal (AMM), Mumbai, is a trust that provides micro credit and other services to poor working women. It was established in 1975 by a veteran Goa freedom fighter and social entrepreneur and her late husband, a union leader, in the wake of a decade-long millworkers’ strike in Mumbai. Though AMM was a pioneer in the field of urban microfinance, by 1982 it slowly started losing its focus on microfinance and diverted to other social activities, which were difficult to scale up and thus started to turn unviable. In 1993, when AMM’s chairperson began looking after the operations, she realized that the external environment was evolving quickly with changes in regulations, rising competition, rising aspirations of microfinance clients, etc. If not tackled on time, these potential threats could jeopardize the survival of the organization. AMM needed to develop a very clear vision as to which direction it should grow in in order to become sustainable without losing its focus on the core objective – the empowerment of poor women.

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Case Solution for Digital Publishing: Pothi.com

Complete Case details are given below :

Case Name : Digital Publishing: Pothi.com

Authors : Joseph Rojers, Shishir Jha

Source : Ivey Publishing

Case ID : W12429

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Pothi.com was a start-up publishing platform that offered print-on-demand (POD) self-publishing services for customers in the Indian market. In 2008, Pothi was launched during a digital transformation that gripped the worldwide publishing industry. Though Pothi had made steady progress in the two years it had been operating as a POD platform, the future remained uncertain, given that POD was a fairly new concept in India and that the country’s publishing market was highly volatile. In the wake of competition from “undercover” self-publishing in the Indian market, Pothi’s management had to make key decisions on awareness creation, promotion and distribution of its customers’ products, and the selection of niche segments to engage. The types of products/services that Pothi would need to offer to attain long-term sustainability were also a concern.

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Case Solution for Low-cost Carriers in India: SpiceJet’s Perspective

Complete Case details are given below :

Case Name : Low-cost Carriers in India: SpiceJet’s Perspective

Authors : Sanjeev Prashar, Adeshwar Raja Balaji Pras, V.S. Parasaran, Vijay Kumar Venna, Sashikanth Yenika

Source : Ivey Publishing

Case ID : W12048

Discipline : General Management

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case discusses the emergence of low-cost carriers (LCCs) in India in relation to the growth of the Indian aviation industry and the subsequent fall of the LCCs into financial loss. The LCCs became important for value-adding and cost-cutting alternatives in corporate business travel. Before the 2008 global economic crisis, domestic air traffic LCCs recorded a compound annual passenger growth rate of 18 per cent. Among the many low-cost airlines in India, SpiceJet had been one of the most popular, with the lowest airfares and highest customer value. Though SpiceJet had a net profit of INR 1.01 billion (US$20.2 million) in fiscal year 2010-2011, the results following the financial year indicated that the company had also joined the ranks of loss-making airlines in India. A host of issues – such as rising debt, increasing cost to revenue ratios, growing management challenges, complicated flight operations, and rising oil prices – were threatening the survival of airline companies, especially LCCs. SpiceJet was no exception.

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Case Solution for Uncertainty and Entrepreneurial Action at Readeo.com

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Case Name : Uncertainty and Entrepreneurial Action at Readeo.com

Authors : J. Robert Mitchell, Madiha Khan

Source : Ivey Publishing

Case ID : W12140

Discipline : General Management

Case Length : 02 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

An entrepreneur believes in the potential of Readeo, his idea for a website that combines the love of reading with video calling. He sees Readeo as a solution that would allow, for example, his son to interact and spend quality time connecting with his grandparents. The entrepreneur has several important factors to consider as he works to launch his website. The case explores the challenges that he faces in the midst of uncertainty. While he knows he wants to start the business, the real question is how he should go about doing this.

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Case Solution for Of Orangutans and Chainsaws: Cargill Inc. Confronts the Rainforest Action Network Advocacy

Complete Case details are given below :

Case Name : Of Orangutans and Chainsaws: Cargill Inc. Confronts the Rainforest Action Network Advocacy

Authors : Ram Subramanian

Source : Ivey Publishing

Case ID : W12080

Discipline : General Management

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Cargill, Inc., the privately owned, U.S.-based agribusiness company, was one of the largest sellers of palm oil in the world. Starting in 2007, the company was targeted by the Rainforest Action Network (RAN), a non-governmental organization (NGO) that advocated environmentalism. RAN targeted Cargill because the production of palm oil in countries such as Indonesia and Malaysia destroyed rainforests. RAN pressured Cargill’s customers such as Nestle to demand palm oil produced by sustainable farming. Palm oil producers formed an industry monitoring body called the Roundtable on Sustainable Palm Oil (RSPO). A September 2011 announcement of Indonesia’s withdrawal from the RSPO warranted a response from Cargill to combat the strident protest of RAN. Cargill’s CEO had to come up with a plan of action to respond to RAN’s demands.

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Case Solution for Sustainability at Tetra Pak: Recycling Post-Consumer Cartons

Complete Case details are given below :

Case Name : Sustainability at Tetra Pak: Recycling Post-Consumer Cartons

Authors : Garima Sharma, Indrajeet Ghatge, Chris Laszlo

Source : Ivey Publishing

Case ID : W12434

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case explores the problems that Tetra Pak India faced in its ambitious goal of recycling post-consumer cartons (PCC) in India, and the approach that it adopted in overcoming obstacles. It provides a deep understanding of PCC recycling and Tetra Pak’s broad program of incorporating social, environmental, health, and ethical issues in its day-to-day operations. Evident in the case are Tetra Pak India’s efforts to meet environmental objectives and the seemingly insurmountable challenges in India that appeared to prevent it from attaining its goals. The case offers students an opportunity for an intellectually stimulating discussion on whether or not, and how, Tetra Pak India overcame problems to succeed in its PCC recycling initiative. Students will be able to understand the importance of the partnerships and alliances that Tetra Pak forged with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments, and organizations that championed the cause of the environment. With ever-changing mindsets, increasing regulations, and growing customer expectations in India, Tetra Pak would have to be on its toes to ensure that its success from the PCC recycling initiative could be sustained and scaled up in the future. The case explores how Tetra Pak India could face the challenges of the future.

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Case Solution for Mountain Equipment Co-op: The Private Label Strategy

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Case Name : Mountain Equipment Co-op: The Private Label Strategy

Authors : Matthew Thomson, Ken Mark

Source : Ivey Publishing

Case ID : W12055

Discipline : General Management

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Mountain Equipment Co-op (MEC) is a well-known Canadian retailer of outdoor clothing and equipment. While it stocks a range of branded products in its stores, a key source of profits is its private label line of products, which spans the entire range of products offered at MEC. The challenge MEC faces is how to continue to develop and launch innovative private labeled products while recognizing that these private labeled products may be direct competitors of MEC’s assortment of global brands. MEC needs to be able to develop its line-up without being seen as infringing on intellectual property or being too much of a “follower.” In assessing how MEC can develop its line-up, students can review MEC’s philosophy as a co-operative (in which it positions itself as being different from corporations) and its design philosophy.

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Case Solution for Agile Electric: Quality Issues in a Global Supply Chain

Complete Case details are given below :

Case Name : Agile Electric: Quality Issues in a Global Supply Chain

Authors : Dhruv Dar, Sanjay Kumar, Vijay Aggarwal

Source : Ivey Publishing

Case ID : W12056

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case describes issues related to supply chain quality and how they evolve in the context of a multi-tiered global supply chain. The case involves a global multi-tier automotive supply chain made up of one of the world’s largest automotive original equipment manufacturers (OEMs), its tier 1 supplier that is also a U.S.-based global corporation and the tier 2, tier 3 and tier 4 suppliers based in India. With Automek’s engineering support, Agile had developed many parts successfully for the OEM in the past. Based on this experience with the company, Automek buyers placed an order with Agile for a new product (an actuator assembly). In developing this product with little support from Automek, Agile was concerned due to its lack of knowledge concerning the suppliers for the actuator assembly components and the critical requirements. To allay its concerns, Automek promised to support Agile by (a) locating the critical global suppliers for specialized components and (b) assessing and validating the critical suppliers based in India on behalf of Agile. Agile then invested in the assembly line and developed the actuator assembly. When supplies started, the OEM reported many quality problems that were traced to the tiered suppliers. Along with the quality and part supply issues, the issues of subsequent liability in the case of a recall by the OEM were faced by the members of the supply chain. Agile felt that since Automek had selected or approved the suppliers, and also as Agile had no knowledge of the product, that Automek should take the responsibility of resolving the quality problems arising from the supplier base. To complicate matters, some of the tiered supply chain members were not willing to invest time and effort in implementing improved manufacturing and process control practices as desired by Automek.

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Case Solution for RLEK: Survival with the Real Bottom Line

Complete Case details are given below :

Case Name : RLEK: Survival with the Real Bottom Line

Authors : Jiban Mukhopadhyay, Garg Mayank, Saumya Oli, Amit Kumar

Source : Ivey Publishing

Case ID : W12062

Discipline : General Management

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Rural Litigation and Entitlement Kendra’s (RLEK) transformation from a small movement to a well-established organization of more than 150 people. The focus of the case is on identifying the main features of the hill community advocacy group’s seemingly perfect setup and recommending solutions to help RLEK move to the next level. The case briefs the reader on RLEK’s background as a non-governmental organization (NGO), the reason for its inception, and its current methodology and strategy. Sections on finance, operations, projects, awards, organizational structure, and culture provide insight into the functioning of the NGO. The case also discusses the various problems faced by RLEK in its day-to-day operations, including intense competition, employee attrition, non-streamlined operations, and challenges to its operating principle of “the real bottom line” (i.e., the development of marginalized and underprivileged societies). The protagonist in the case faces a host of unanswered questions.

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Case Solution for Coloplast: Ten Years of Global Operations

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Case Name : Coloplast: Ten Years of Global Operations

Authors : Marcus Moller Larsen, Torben Pedersen

Source : Ivey Publishing

Case ID : W12101

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In just a decade, the Danish health care product manufacturer Coloplast underwent a major transformation from a local Danish manufacturing company to a truly multinational corporation. In 2001, Coloplast conducted all its production in-house in three production facilities in Denmark. Ten years later, the company had relocated almost 90 per cent of the production to four different countries, with the majority in Hungary and China. However, a transformation of this caliber rarely comes without challenges. Coloplast’s relocation of production abroad had to a large extent been carried out through a trial-and-error process without an overarching corporate strategy. In this process, the company had experienced many challenges. Although Coloplast had by 2011 successfully identified and changed the critical issues created by the offshoring initiatives, the executive management now faced a substantial challenge in understanding what the company had learned over the last 10 years and how it could excel based on this history.

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