Case

Case Solution for Readiness to Internationalize at Maynooth Natural Granite
Complete Case details are given below :
Case Name :      Readiness to Internationalize at Maynooth Natural Granite
Authors :           Christopher Williams, Carolyn Burns
Source :             Ivey Publishing
Case ID :            W14325
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
While internationalization may present growth opportunities for Canadian small businesses, the challenges involved can be daunting. In August 2013 the founder and president of Maynooth Natural Granite was trying to decide whether he should expand his small business internationally. He was satisfied that he was able to turn his gravel pit into a well-recognized supplier of washed decorative rock in Ontario. However, the president was concerned that his success could be short-lived, as Ontario had a saturated gardening market. As he explored new international opportunities he must decide whether he would be able to replicate his success in the new markets while balancing the responsibilities of his Canadian business interests and his family life.
 
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Case Solution for 961 Beer: Launching a Lebanese Brewing Company
Complete Case details are given below :
Case Name :      961 Beer: Launching a Lebanese Brewing Company
Authors :           Bettina Bastian
Source :             Ivey Publishing
Case ID :            W14317
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
961 Beer was founded in 2006 under political and economic adverse conditions in Lebanon. One of the first craft beer companies in the Middle East, it has developed from a home brewer into a hip Lebanese brand. To attract its target set of customers – highly educated, middle-class city-dwellers – the company has opened a pub in a popular entertainment area of Beirut where it offers free samples of its beers and encourages customers to taste and ask questions about the brewery process. It also addresses the needs of consumers with a strong interest in locally produced goods and caters to the local palate. However, the company faces competition from a long-entrenched brewery that has been bought by a major international beer conglomerate. Now, in February 2009, 961 Beer is selling beyond its capacity limits. The founder is confident about the business but has to decide on a strategy for the future. Should he consolidate or should he grow? What kind of strategy will allow the company to expand and to increase its customer base without compromising on quality and the values that make 961 Beer what it is?
 
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Case Solution for The Heat is ON
Complete Case details are given below :
Case Name :      The Heat is ON
Authors :           Mark Zbaracki, Maziar Raz
Source :             Ivey Publishing
Case ID :            W14349
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2014, the chief executive officer of AutoTherm, a small smart-thermostat design company located in Toronto, Canada, was considering the company’s future in light of the uncertainties and fast changing dynamics of the industry. As an incumbent and small engineering firm, AutoTherm’s plans to sell its first product, B133, through partnership with a large electronics company had not been quite successful. Given the dire state of the company’s financial resources, how can AutoTherm be rescued and go forward?
 
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Case Solution for Tehelka in Crisis
Complete Case details are given below :
Case Name :      Tehelka in Crisis
Authors :           Shailja Agarwal
Source :             Ivey Publishing
Case ID :            W14322
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A managing editor is attempting to navigate a communications and leadership disaster after receiving an email from one of her colleagues at Tehelka Magazine (Tehelka), alleging that the founder/proprietor/editor-in-chief of the magazine had sexually assaulted her. Although the managing editor felt that she handled the situation appropriately via her communications with the victim, the perpetrator and other Tehelka staff, the crisis worsened when those communications were leaked to the media and the general public. In addition, the victim resigned, asserting that the managing editor, a renowned crusader of women’s rights, had been dismissive and overly tolerant regarding the complaint. When both the victim’s resignation email and the editor’s acceptance of that email were also leaked to the media, it generated a fresh round of controversy and debate on the manner in which Tehelka had handled the entire issue and forced the managing editor to announce her decision to step down from her position with Tehelka as well. As she prepared to face the press regarding her resignation, the managing editor could not help but wonder what she could have done differently in handling this difficult situation.
 
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Case Solution for WWF’s Living Planet @ Work: Championed by HP
Complete Case details are given below :
Case Name :      WWF’s Living Planet @ Work: Championed by HP
Authors :           Oana Branzei, Haiying Lin, Dwarkaprasad Chakrvarty
Source :             Ivey Publishing
Case ID :            W14328
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Leading up to the completion of a successful partnership between Hewlett-Packard Canada and World Wildlife Fund Canada, the two individuals who championed the program contemplate their separate and joint next steps: should their organizations renew or exit the partnership? Together, they had designed and delivered a world-first program, Living Planet @ Work, which had enrolled more than 500 companies, large and small, whose employees had already raised more than $1 million in charitable donations through workplace giving. The program was helping corporate Canada harness the collective desire and power of their employees for the good of business and the future of the planet. The two champions had a short window to go global and scale up the positive impact of the program.
 
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Case Solution for SAP: The Challenge of Aligning Sourcing and Innovation Strategies
Complete Case details are given below :
Case Name :      SAP: The Challenge of Aligning Sourcing and Innovation Strategies
Authors :           Bent Petersen, Dominique Nikerle-Uhthoff, Helen Schwaerzler
Source :             Ivey Publishing
Case ID :            W14332
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In late 2011, SAP, the German leader in the enterprise software industry, announced a major investment plan for expanding in China and also acquired a leading American firm in cloud-based human capital management software. At first glance, these investments seemed rather unconnected. A closer look at SAP’s strategy, however, revealed a closely connected and coordinated network of strategic decisions and investments for which alignment and finding the right balance were key challenges. Hence, it was crucial to ask: What were the principal challenges for SAP in aligning its innovation and sourcing strategies? Compared to its key competitors – Microsoft, IBM and Oracle – how was it aligning its innovation strategy with its sourcing strategy?
 
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Case Solution for Dialogue in the Dark: Social Enterprise in China
Complete Case details are given below :
Case Name :      Dialogue in the Dark: Social Enterprise in China
Authors :           Ilan Alon, William Hua Wang, Jennifer Dugosh, Kylie Oberdorf
Source :             Ivey Publishing
Case ID :            W14330
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The founder and CEO of Dialogue in the Dark (DID) had a very unique background with long-term professional experience. She developed a passion for working with the blind and, through this passion, she brought DID to China. DID was a social enterprise aiding the disabled through awareness. Social entrepreneurship was a fairly new concept that had only recently been introduced in China.The CEO needed to figure out how to introduce this idea of social franchising to China and how to make it successful. Further, she faced the challenge of developing and executing a successful business plan for future growth and investment for DID. Marketing and revenue outlets were limited and needed to be expanded for future growth and success.
 
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Case Solution for Barrick Gold: Peter Munk’s Leadership and Legacy
Complete Case details are given below :
Case Name :      Barrick Gold: Peter Munk’s Leadership and Legacy
Authors :           Cara C. Maurer, Graeme Kreindler
Source :             Ivey Publishing
Case ID :            W14364
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Under the guidance and vision of founder Peter Munk, Barrick Gold Corporation had risen to become an industry leader and the world’s largest gold producer. The company had grown, mostly through mergers and acquisitions, from one single mine in Northern Ontario to 26 operating mines on five continents, with more than 20,000 employees worldwide. By 2013, however, weak gold prices, asset value writedowns and operational cost overruns have negatively affected the company’s stock price. Many attribute the company’s problems to Munk’s personality and his control over the board of directors. Munk has announced that he will retire in 2014 and will be replaced as chairman by his current co-chairman, John L. Thornton. How can Thornton effectively chair Barrick’s board in the wake of Munk’s legacy? Will his vision for the company conflict with Munk’s dream of turning it into an international diversified mining company? How much of a role will Munk play in the future given his level of informal power? Finally, what can Barrick do to lift itself out of an industry mired in volatility and financial uncertainty?
 
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Case Solution for Reboot Systems’ Refurbished Computers: A Frugal Solution for Digital Divide
Complete Case details are given below :
Case Name :      Reboot Systems’ Refurbished Computers: A Frugal Solution for Digital Divide
Authors :           Srividya Raghavan
Source :             Ivey Publishing
Case ID :            W14338
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In a quest to organize the unorganized secondary market for used computers, a team of three entrepreneurs attempted to develop a viable plan in a typical emerging market context. Identifying e-waste management problems and the digital divide as overarching social issues, they identified a potential market for empowering consumers through affordable access to information technology (IT) by re-harnessing the potential of used computers. In doing so, they identified emerging market characteristics through micro and macro analyses of the environment and the IT industry.
 
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Case Solution for Manjushree Technopak Limited
Complete Case details are given below :
Case Name :      Manjushree Technopak Limited
Authors :           Sonia Mehrotra, Arun Pereira
Source :             Ivey Publishing
Case ID :            W14354
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The managing director, founder and promoter of Manjushree Technopak Limited, based in Bangalore, India, had exploited various market opportunities to establish his third venture, which over 20 years had become the largest manufacturer of polyethylene terephthalate bottles and preforms in Southeast Asia. His brother and sons had also joined the company, which was listed on the Bombay Stock Exchange, and were now co-directors under his leadership. By 2013, the company was ready to expand to meet the growing demand for plastic containers in the food, beverage, health care and pharmaceutical industries and to counter its competition. It needed to convey a clear vision to all its stakeholders. Growth also meant the need for clarity in leadership roles and a sound internal governance structure. The managing director had three choices: 1) continue the status quo with himself as head of the company; 2) step aside and allow his professionally qualified sons to step up to the company leadership; or, 3) hire a professional from the corporate world as a new chief executive officer.
 
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