Case

Case Solution for Infusion’s Greenfield Subsidiary in Poland
Complete Case details are given below :
Case Name :      Infusion’s Greenfield Subsidiary in Poland
Authors :           Christopher Williams, van Eerde Wendelie, Danielle The
Source :             Ivey Publishing
Case ID :            W12104
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president of Infusion Development Corporation was reviewing the progress of the new subsidiary the company had set up 15 months earlier in Krakow, Poland. The purpose of the subsidiary was to work with other Infusion offices around the world to provide innovative software development services to global clients. The investment, a big success, had grown in size from eight to forty staff in one year, and there were plans to double that by the end of the following year. The issues facing the president were threefold. Firstly, how could he work with the country manager to continue to grow the subsidiary? Attracting the right talent was vital to Infusion’s culture and business model. Initial growth in Poland was based partly on local referrals in the community of .NET professionals in Krakow. It was also based on being a new start-up with an entrepreneurial culture. The president and country manager were concerned that there were limits to these factors. Secondly, what role should Infusion Poland have in the wider company in the future? Should it become a global centre of excellence and a pivotal hub for the company’s innovative capability? If so, how? Thirdly, what kind of succession planning should be put in place for the country manager in Poland? If he moved to another post at Infusion, as expected, should the company seek a local country manager instead of transferring one from headquarters?
 
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Case Solution for Scholtes Waterservices
Complete Case details are given below :
Case Name :      Scholtes Waterservices
Authors :           Venessa M. Strike, Lisa Barendse
Source :             Ivey Publishing
Case ID :            W12122
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Scholtes Waterservices was a second-generation family firm in the Netherlands that specialized in installing and selling water pipes, primarily for the horticultural industry. In 2008, Rijk Scholtes Jr. and his brother, Ben, took over management of the firm from their father and gradually assumed ownership through a buyout plan. It soon became evident that their father, Rijk Sr., could not let go of the company. This especially affected Rijk Jr., as he worked in an office close to the place where Rijk Sr. lived. As a result, the relationship between father and son began to steadily deteriorate. Moreover, Rijk Jr. began to feel isolated as the relationship and collaboration between Rijk Sr. and Ben was not adversely affected. Instead, the once-strong relationship between the brothers began to deteriorate. Rijk Jr. was left wondering whether anything could be done to rectify the situation or whether it was time to leave the family firm.
 
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Case Solution for Cate & Levi: Evaluating Options for Growth
Complete Case details are given below :
Case Name :      Cate & Levi: Evaluating Options for Growth
Authors :           Brian Anderson
Source :             Ivey Publishing
Case ID :            W12130
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Cate & Levi is a specialty gift manufacturer – primarily of children’s toys and clothing – based in Toronto, Canada. The founder of Cate & Levi is pondering growth options for his firm, recognizing that the business model so successfully employed to earn the company its first $1 million in revenues is not likely to sustain the company’s momentum. Just three years old, the company has grown dramatically in no small part due to its unique business model and design. Looking ahead, however, the founder is concerned that the business is not sustainable – the predominant raw materials used for the products are reclaimed wool sweaters, and each product is cut and sewn by hand both in-house and through contract labour across Canada. The case presents a series of growth alternatives for students to analyze and consider, contrasted against the constraints found in an adolescent business: constrained capital and human resources, limited brand recognition, and an underdeveloped supply chain.
 
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Case Solution for I-Star: Expanding in North America
Complete Case details are given below :
Case Name :      I-Star: Expanding in North America
Authors :           William Wei, Yang Xiaohua, Roger Chen, Kimberley Howard, Stanley Kwong
Source :             Ivey Publishing
Case ID :            W12132
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president of I-Star America, Inc. and vice-president of I-Star Corporation reflected on the success of I-Star in the Chinese and Japanese IT markets and the challenges of increasing market share in North America, one of the largest markets in the world. I-Star was expected to grow about 30 per cent in the next few years, and the president considered whether the strategy used in Japan could be applied to North America. Many Chinese firms that experienced success in China were less successful in international (western) markets for a host of reasons, including failure to adapt business processes and products to the new market and the perception that Chinese goods and services might be of lower quality. The president believed that I-Star’s past and future success relied on the company’s ability to innovate in creating value for its customers. He believed that with the right strategy I-Star could generate revenues of US$50-100 million and build up a cadre of more than 200 employees in the software and services division in North America. How could I-Star increase its brand awareness and presence in North America to best achieve these goals?
 
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Case Solution for Filling Institutional Voids in Indonesia: Jababeka’s Foray into Infrastructure
Complete Case details are given below :
Case Name :      Filling Institutional Voids in Indonesia: Jababeka’s Foray into Infrastructure
Authors :           Marleen Dieleman
Source :             Ivey Publishing
Case ID :            W12139
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Led by CEO S.D. Darmono, Jababeka was a publicly listed real estate firm in Indonesia specializing in industrial estates. Due to infrastructure and logistics bottlenecks in Indonesia, the company had moved into various infrastructure projects, including a power plant and a port. Even though the company had identified substantial business opportunities in the form of a captive market of industrial estate tenants, both projects suffered from delays due to regulatory complexity. Darmono skillfully aligned the interests of private and public-sector partners, but was still unable to get quick returns on his considerable investments, necessitating an allocation of more funds. The case illustrates the opportunities and risks of emerging market infrastructure projects.
 
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Case Solution for Bank Vozrozhdeniye (V.Bank) (B)
Complete Case details are given below :
Case Name :      Bank Vozrozhdeniye (V.Bank) (B)
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M14
Discipline :        General Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
By 2006, in spite of lack a of significant reforms, the Russian banking system had recovered from the 1998 crisis, and its indicators such as capital, assets, and loans greatly exceeded the levels prior to 1998. The Russian economy had expanded rapidly, largely as a result of higher energy prices. However, many analysts were concerned about the large role played by oil and gas, and feared that energy exports were keeping the value of the ruble so high that non-energy manufacturing was being hurt. V. Bank had survived the 1998 crisis, and was considered one of the top 25 banks. In spite of this progress, its financial reports emphasized a series of concerns. Furthermore, Russia’s political situation seemed precarious, as illustrated in the Khodorkovsky crisis, as a result of which Gazprom and the Yukos assets returned to majority state ownership. Some analysts pointed to a revival of authoritarian and arbitrary state intervention, and debated the possibility of a liberal political reaction in Russia similar to the “Orange Revolution” in the Ukraine.
 
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Case Solution for Nurturing Green: Vows and Woes of an Entrepreneur (A)
Complete Case details are given below :
Case Name :      Nurturing Green: Vows and Woes of an Entrepreneur (A)
Authors :           Nakul Gupta, D.P Goyal
Source :             Ivey Publishing
Case ID :            W12182
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
It was February 2012 and the founder of Nurturing Green, a plants-as-gifts enterprise, faced an important business decision. As he pondered the deal presented to him by an investment firm, he wondered about the wisdom of giving up 50 per cent control of his company in return for the investment firm’s offer of $10 million in capital funding. Would the investors take control of the company out of his hands, or would they provide necessary capital and useful business experience? Further, if he acquired the venture capital, how and where should he allocate the funds and his efforts to maximize the degree of leverage his business could gain from the influx of capital? Should he invest in building warehouses to better serve his customers by achieving lesser lead times? Should he invest in research and development to increase the knowledge capital of his business, or should he consider other options?
 
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Case Solution for Monsanto Company – Doing Business in India
Complete Case details are given below :
Case Name :      Monsanto Company – Doing Business in India
Authors :           Robert Klassen, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W12183
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The executive vice president of sustainability and corporate affairs at Monsanto was facing a difficult situation that could dramatically reshape the firm’s business. A decade earlier, the firm had introduced into India, through a joint venture, the first in-the-seed cotton trait biotechnology. This trait protected cotton crops against potentially devastating pests, thereby reducing the need for pesticides and improving yields. Subsequently, three Indian state governments imposed a price ceiling on these biotech seeds. In addition, by 2010, the company was facing competition from over 40 Indian seed companies that offered similar or competing biotechnology cotton seeds. Also, a federal ministry had overruled the recent regulatory approval for a second, indigenously developed biotech crop, brinjal (eggplant). How should a technology innovator such as Monsanto deal with an unpredictable regulatory approval process in an increasingly competitive marketplace? Looking forward, two new in-the-seed trait technologies were being considered for introduction to Indian farmers. Should Monsanto proceed and, if so, how? More generally, what should the firm’s long-term approach be in this promising market?
 
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Case Solution for Novo Nordisk: Managing Sustainability at Home and Abroad
Complete Case details are given below :
Case Name :      Novo Nordisk: Managing Sustainability at Home and Abroad
Authors :           Jette Steen Knudsen, Dana Brown
Source :             Ivey Publishing
Case ID :            W12186
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case study deals with the opportunities and challenges faced by Danish pharmaceutical company Novo Nordisk with regard to its sustainability approach in China as of 2012. Novo Nordisk is well known for striving to integrate its business activities in a financially, environmentally, and socially responsible way, and many Novo Nordisk employees proudly refer to Novo Nordisk as a “triple bottom line (TBL) company.” Novo Nordisk has been active in China for more than 50 years; however, since the Chinese economy has expanded tremendously, this increase in wealth and a more sedentary Western lifestyle have led to growing problems with obesity. As a result, China’s insulin market is booming. Novo Nordisk therefore faces new challenges concerning how best to organize its TBL program in a way that ensures a comprehensive approach throughout the organization, yet allows Novo Nordisk China to adopt initiatives that fit the Chinese business context. Furthermore, with ever-increasing competition for access to China’s lucrative insulin market, Novo Nordisk’s competitors are also engaging in sustainability, which means that Novo Nordisk must keep innovating to stand out, and must use sustainability as a source of competitive advantage.
 
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Case Solution for Enerplus Corporation: Assessing the Board Invitation
Complete Case details are given below :
Case Name :      Enerplus Corporation: Assessing the Board Invitation
Authors :           Malcolm Munro, Michael Maher
Source :             Ivey Publishing
Case ID :            W12199
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Enerplus Corporation was a company transitioning from being a buy-and-sell energy trust to one engaged in exploration and exploitation. The company required two new board members and Sue MacKenzie’s name was proposed to the CEO by the Enerplus vice president of corporate services. While MacKenzie was intrigued with the idea, she had never actively considered board service as a career step and she now had a new career direction at the Banff Centre. She undertook a thorough assessment of this board opportunity with attention to the career benefits, personal benefits, potential risks, impact on her personal life, and “match” with her new career. Following a series of meetings, MacKenzie was invited to serve on the board and she now had to make a decision: should she accept or decline the invitation?
 
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