Case

Case Solution for Aegis Analytical Corporation’s Strategic Alliances
Complete Case details are given below :
Case Name :      Aegis Analytical Corporation’s Strategic Alliances
Authors :           Paul M. Olk, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0117
Discipline :        Strategy
Case Length :    15 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Aegis Analytical Corporation was founded in 1995 by Gretchen L. Jahn and Justin O. Neway to provide process manufacturing software and consulting services to pharmaceutical and biotech manufacturers. Aegis developed a software program that quickly compiles disparate data into a single report. Within minutes, the program develops reports on drug tests and manufacturing quality that previously might take months to compile. With a target market of large pharmaceutical manufacturers, Aegis knew it faced a challenge of getting “in the door” of these companies and of convincing them that Aegis and its software would be around for awhile. To help with the marketing, Aegis formed two alliances with two companies that manufactured and sold complementary products to pharmaceutical manufacturing companies. While there were advantages to partnering with these divisions of Honeywell and Rockwell, most notably the visibility and credibility that these big names offered, many disadvantages developed. Most important is that Aegis’s product was just one of many that Honeywell or Rockwell would promote. While there were incentives in place to encourage Honeywell and Rockwell to promote Aegis’s product, after a year neither strategic alliance had resulted in a sale of Aegis’s software. Aegis’s founders were faced with the decisions of whether they should continue with either or both of the alliances. If they chose to continue the alliances, what could they as a small company do to encourage their much larger partners to promote the Aegis product? If they chose to terminate the alliances, can they rely only upon their internal sales staff to adequately promote and sell their product? What would be the effect on their reputation by no longer partnering with Rockwell or Honeywell? Another option might be to attempt to set up new alliances? If so, what steps should they take to increase the probability of success?

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Case Solution for J&J Electrical Contractors, Inc.: Remaining Viable in a Highly Competitive Industry
Complete Case details are given below :
Case Name :      J&J Electrical Contractors, Inc.: Remaining Viable in a Highly Competitive Industry
Authors :           Olukemi Sawyerr, Stanley Abraham
Source :             North American Case Research Association (NACRA)
Case ID :            NA0023
Discipline :        Strategy
Case Length :    18 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The J&J Electrical Contractors case is an example of a small regional family business that has found a way to compete against the larger and more comprehensive electrical contractors in the industry and be successful. The company is currently run by a husband-and-wife team, John and Jean Abernathy, with John serving as CEO and Jean as CFO. The Abernathys took the company to 2005 revenues of $5.22 million, a growth of 75.2% over revenues of $2.98 million in 2001. However, despite increasing revenues, profit margins have eroded over the past four years. The case describes the electrical-contracting industry, the type of work done by the firms in the industry and the forces acting in the industry such as the high cost of homes, especially in Southern California, increasing the demand for remodeling and the continued increases in energy costs and metal prices, many of which are critical in performing electrical contracting work. The case ends with the need for the Abernathys to improve the company’s deteriorating profitability and a number of possible future directions the company could take to accomplish that. The case has benefited from extensive interviews and complete access to the company and its principals. Several excerpts from interviews with them give a good account of what it’s like managing a small growing company. The case will challenge students to integrate industry and competitive dynamics with regulatory and market demands to devise a set of worthy strategic alternatives to help revive J&J’s flagging profitability.

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Case Solution for Sula Vineyards
Complete Case details are given below :
Case Name :      Sula Vineyards
Authors :           Armand Gilinsky Jr., Raymond H. Lopez
Source :             North American Case Research Association (NACRA)
Case ID :            NA0054
Discipline :        Strategy
Case Length :    24 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Rajeev Samant, founder of Sula Vineyards, was a pioneer in the nascent Indian wine industry. After selling off a minority equity stake to private investors in 2005 to raise funds for expansion of his winery, Rajeev in mid 2007 again faced the challenge of deciding whether or not and if so, at what rate to grow Sula to meet forecasted rapid growth in demand for Indian wines. He developed financial projections to present to Sula’s board. Rajeev now needed to decide on the appropriate plan to present to his board as well as the anticipated level and sources of funding needed to support this plan. In seeking new funding, Rajeev was mindful of the tradeoffs inherent in new equity financing, which could lead to a further dilution of ownership control, versus new debt financing, which would place additional claims on future cash flows and increase Sula’s financial risk.

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Case Solution for Antrix Corporation Limited: A strategy for the global market
Complete Case details are given below :
Case Name :      Antrix Corporation Limited: A strategy for the global market
Authors :           C. Gopinath, L. Surendra
Source :             North American Case Research Association (NACRA)
Case ID :            NA0066
Discipline :        Strategy
Case Length :    20 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Antrix is the marketing arm of the Indian government space agency. The company slowly established a track record for technical capability in the manufacture and launch of satellites, apart from supplying remote sensing data from its own satellites, for international clients. Seeing opportunities in the global commercial space industry, the company decided to set market share goals to pursue the segments of satellite manufacturing, satellite services and launch services globally. However, as a government-owned company that relies on a network of other government agencies for its manufacturing and services, it is not clear that the company has either picked its segments and goals carefully, or whether it has the organizational capabilities to deliver on its ambitions. The Managing Director is faced with the challenge of aligning organizational capabilities to take advantage of global opportunities.

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Case Solution for Wildfire Protection: Conflict in the Bitterroot National Forest
Complete Case details are given below :
Case Name :      Wildfire Protection: Conflict in the Bitterroot National Forest
Authors :           Tom D. Hinthorne, Patricia A. Holman
Source :             North American Case Research Association (NACRA)
Case ID :            NA0105
Discipline :        Strategy
Case Length :    15 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case features a dispute between the US Forest Service and conservation groups over forest management practices on the Bitterroot National Forest in Montana. The conservation groups sued the Forest Service in US District Court and the US Court of Appeals for the Ninth Circuit Court with the Forest Service eventually winning on the issues. However, in August 2008, Dave Bull, the Forest Service Supervisor, was frustrated with the recurrent conflicts that impeded the Forest Service’s ability to pursue important forest management projects (e.g., fuel reduction projects to protect people’s lives and properties). Dave’s staff of 145 people spent 80% of its time on data collection and analysis, much of it preparing for anticipated lawsuits, and 20% on project implementation. Dave wanted to reverse those numbers, but after 50 years of conflict, he was not sure where to start. He felt he needed a strategy to improve collaboration, but that carried some risks. If he made things worse, he might get an early retirement. As the case closes, Dave is examining the Forest Service’s approach to collaboration. The Forest Service encouraged collaborative strategies but it said, “The final decision still rests with the agency.” Given this caveat, Dave was wondering how he could effectively encourage collaboration among the stakeholders. The case explores this issue and gives Dave some direction.

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Case Solution for SAS: Leadership in Business Intelligence
Complete Case details are given below :
Case Name :      SAS: Leadership in Business Intelligence
Authors :           Stephanie Hurt, Marcus Hurt
Source :             North American Case Research Association (NACRA)
Case ID :            NA0103
Discipline :        Strategy
Case Length :    31 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
SAS: Leadership in Business Intelligence is set in 2007 and traces the history of a great analytics software firm, considered to be the leader in a domain loosely characterized as Business Intelligence. The firm is one of the world’s largest private companies, global leader in Analytics and Business Intelligence and the 33rd largest software company in the world. Ownership of SAS is concentrated in the hands of two programmers, one of whom, Jim Goodnight, holds two thirds of the shares and has acted as CEO for the last 30 years, piloting the strategy of the firm. SAS was originally a statistical analytics software package developed by Jim Goodnight and his original partners before the founding of the firm in 1976. Between its founding and 2007 the firm developed a breathtaking array of software add-ons and capabilities that allows firms to perform data storage, data mining, reporting and generate scorecards that enable managers to forecast opportunities and make data-based decisions for the future.

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Case Solution for Century21 Sussex and Reilly Residential
Complete Case details are given below :
Case Name :      Century21 Sussex and Reilly Residential
Authors :           Martha A. Martinez
Source :             North American Case Research Association (NACRA)
Case ID :            NA0094
Discipline :        Strategy
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case explores recent dynamics of the real estate industry from the point of view of Sussex and Reilly, a Chicago real estate company serving the city market. The case includes national trends related to the use of the Internet; the appearance and growth of new competitors, many of them national firms using the Internet; and changes in the market conditions of residential real estate. The particular period when the case takes place, June 2005 to July 2007, was a time of turmoil in terms of technologies, business models, legal issues, and market conditions. While originally the case concentrated on the effects of the Internet on residential real estate, it became more complicated because of the beginning of a very severe crisis compared by many to the Great Depression. Founded in 2000, Sussex and Reilly was a dynamic, young firm, providing services to developers and commercial and residential clients in Chicago. In 2006, Sussex and Reilly’s residential division employed 250 agents and had four offices in some of Chicago’s most affluent neighborhoods.

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Case Solution for The Pub: Survive, Thrive or Die?
Complete Case details are given below :
Case Name :      The Pub: Survive, Thrive or Die?
Authors :           Gina Grandy, Moritz P Gunther, Andrew Couturier, Ben Goldberg, Ian MacLeod, Trevor Steeves
Source :             North American Case Research Association (NACRA)
Case ID :            NA0084
Discipline :        Strategy
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case depicts the current and future challenges faced by The Tantramarsh Club, more commonly referred to as The Pub, Mount Allison University’s (MTA) non-profit club. The case is set in April 2008 as the winter semester was finishing up in the small town of Sackville, New Brunswick, located on the southeast coast of Canada. The Pub had experienced several years of financial difficulties, however, the 2007 / 08 year was expected to be a financially sound year. The primary protagonist, Manager, Jonathan “Scooter” Clark, was worried about the organization’s ability to sustain financial stability once The Pub moved to its new location, planned for August 2008. Members of the board, who were involved in discussions around the future of The Pub, were secondary protagonists in the case. The board and Scooter had to determine the most appropriate business model for The Pub as it moved to its new location. The case draws attention to a changing external environment and the impact this had upon The Pub. Competition in Sackville was friendly, but relatively fierce. The most significant consumer group for The Pub, students, were price sensitive, fickle and quick to move onto a different bar if a competitor offered something more appealing. National trends indicated less spending on alcoholic beverages and increased spending on food. Moreover, campus pubs across the country were changing their business models, moving from a focus on alcohol to food and diversified entertainment options.

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Case Solution for KaBloom Explodes on the Scene
Complete Case details are given below :
Case Name :      KaBloom Explodes on the Scene
Authors :           Gina Vega, David Hartstein, Beverly Kahn, Jafar Mana, Gail Sergenian, Dumas Colette
Source :             North American Case Research Association (NACRA)
Case ID :            NA0064
Discipline :        Strategy
Case Length :    17 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
David Hartstein founded KaBloom in 1998 with the financial backing and encouragement of his partner, Thomas Stemberg, chairman and CEO of Staples, Inc. They wanted to increase flower purchases in the U.S. by changing the way Americans thought about buying flowers, and they sought to encourage U.S. shoppers to buy flowers not only on special occasions but as often as they bought bread and milk. In 1999 Inc Magazine named KaBloom a “Hot Start-Up.” However, nearly three years and one recession later, KaBloom failed to live up to its forecast of grossing $15 million in 2000. KaBloom’s early growth came to an end in 2001, with 34 shops. A dozen of the company-owned stores were not performing well, and their failure was eating into the profits of the other 22 stores. Hartstein chose franchising to better connect the stores to their respective neighborhoods and to reduce the high turnover of personnel at the store level, but new problems arose. He had to make a series of operational and structural decisions in 2005 after facing additional business challenges.

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Case Solution for Food Store of the Northern Lakes Cooperative
Complete Case details are given below :
Case Name :      Food Store of the Northern Lakes Cooperative
Authors :           Barry C. Foltos, Carol J. Gaumer, Amit J. Shah
Source :             North American Case Research Association (NACRA)
Case ID :            NA0076
Discipline :        Strategy
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A survival strategy was needed for the Food Store department of the Northern Lakes Cooperative. The 85-person Food Store department, one of eleven departments at the Northern Lakes Cooperative, had not been profitable for years. While not profitable, it served the needs of its Co-op members by providing a grocery service and serving as an anchor in the Co-op Mall.

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