Case

Case Solution for Interfaith Partnership for the Homeless

Complete Case details are given below :

Case Name : Interfaith Partnership for the Homeless

Authors : Paul W. Thurston, Erik R Eddy, Lynn Ruggieri

Source : North American Case Research Association (NACRA)

Case ID : NA0221

Discipline : Strategy

Case Length : 26 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Janine Robitaille, Executive Director of Interfaith Partnership for the Homeless (IPH), contemplated the future of the non-profit organization she had led for the past five years. IPH had served the homeless community since 1984 and assisted individuals and families by meeting their immediate needs, helped them find safe, affordable housing, and provided continuing support through long-term case management services. The recent publication of the 2010 annual report provided Janine and her staff an opportunity to reflect on their accomplishments, especially given the financial challenges brought about by the 2008 recession. Janine pondered several challenges facing her staff in the coming year. Nearly all programs at IPH were operating at capacity. The Emergency Shelter, which provided nightly refuge for 30 single men and women, was full. The Drop-In Center had reached the limits of the existing facility and could no longer meet the growing demand for daytime services. There was a waiting list for permanent housing and increased competition for scarce government resources would require stronger evidence of their programs’ effectiveness. IPH needed to develop and grow corporate, organizational, and individual sources of support to reduce dependence on government funding; increase in-kind donations; and more effectively use volunteers to reduce operating costs. Janine considered several possibilities. Should they pursue additional capacity in permanent housing as a means for creating more sustainable funding? Was it time to find a bigger facility for the Drop-In Center that would provide space for new partnerships with other providers and increased services for those in need? Did it make sense to expand services or operations in another neighborhood or county? The difficulty was determining which alternatives to pursue and how to fund the existing operations. Janine felt it was probably time IPH engaged in some formal strategic planning.

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub

Case Solution for Cooley Distillery: The Independent Spirit of Ireland

Complete Case details are given below :

Case Name : Cooley Distillery: The Independent Spirit of Ireland

Authors : James Kennelly

Source : North American Case Research Association (NACRA)

Case ID : NA0270

Discipline : Strategy

Case Length : 22 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This is the “David and Goliath” story of Cooley Distillery, the world’s only independent, Irish-owned distiller of Irish whiskey. Against long odds, it survived twenty-five years of brutal competition in the oligopolistic Irish whiskey category of the global spirits industry. Along the way, it began to turn a modest profit and achieved a stellar reputation for quality and innovation in its product offerings. Yet it remained only a niche player. Cooley, a non-listed public company with 290 shareholders, had never paid a dividend, nor seemed in a position to do so for years to come. As 2011 drew to a close, founder and chairman John Teeling, whose family controlled 36% of the outstanding stock in the company, was evaluating a variety of strategic options, which included selling out to a larger multinational player, taking the company private in a management buy-out, partnering in a joint venture with another firm, or continuing to go it alone. Each option had particular challenges. Students must put themselves in Teeling’s shoes and decide on the optimal strategy

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub

Case Solution for Telenor (A): From Cellular Networks to Financial Services

Complete Case details are given below :

Case Name : Telenor (A): From Cellular Networks to Financial Services

Authors : Shazib E. Shaikh, Syed Zahoor Hassan

Source : North American Case Research Association (NACRA)

Case ID : NA0272

Discipline : Strategy

Case Length : 26 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Telenor Group, based in Norway, experienced stagnating growth in average revenue per user (ARPU) at its 11 subsidiary cellular networks in Europe and Asia. Buying GSM licenses to expand to new markets was now too expensive. Having favoured Telenor Pakistan with more than $1.2 billion of capital expenditure, it was now especially in need of substantial profits from this wholly owned subsidiary. Given this context, Telenor Pakistan and several other subsidiaries were directed to explore diversification avenues. They sought a self-subsisting “growth story.” In the case, we follow how the VP Strategy at Telenor Pakistan presented mobile financial services for the “unbanked” as the way forward. However, at the decision point in the case (March 2008), the central bank of Pakistan had sanctioned only a certain set of business models from which the telecommunications company (telco) had to choose one, if it was to provide mobile financial services. A basic constraint was that the venture should be “bankled.” There were already various novel mobile financial service models in other emerging markets that were making headlines, such as SMART Money in the Philippines and Vodafones’ M-PESA in Kenya. The VP Strategy at Telenor Pakistan had to prepare a presentation to the Board of Directors regarding how to proceed. The major issues and decisions were the following: (1) why and how Telenor Pakistan would achieve a “growth story” by diversifying into financial services; (2) given the peculiarities of the Pakistani market, what type of alliance with a bank should be pursued given the local legal restrictions and the benchmark models in other countries.

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub

Case Solution for NOVICA: The Arts and Crafts of Social Venturing

Complete Case details are given below :

Case Name : NOVICA: The Arts and Crafts of Social Venturing

Authors : Elissa B Grossman, David Y. Choi

Source : North American Case Research Association (NACRA)

Case ID : NA0082

Discipline : Social Enterprise

Case Length : 19 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case discussed an innovative for-profit social venture that connects talented artisans in developing nations with customers worldwide. Though raised in the US, co-founders and lifelong friends Roberto Milk, Andy Milk, and Charles Hachtmann have always been exposed to global influences. All three grew up with family from other countries. All three traveled a great deal in their youth. All three were multilingual. Similarly, all three were surrounded by people whose life mission was to make a positive social contribution. When Roberto meets his future mother-in-law, Armenia Nercessian de Oliveira, a professor and UN employee who has dedicated her life to helping others across the globe, the stage is set to launch NOVICA. While Roberto has an entrepreneurial vision about which he is passionate, he is also a thoughtful and patient leader. With NOVICA, he first builds, over the course of a decade, an executive team composed of his family and friends; then develops the most critical operational components of the organization; and finally scales the business to profit. The case ends with Roberto and his team facing a critical decision about how at last to propel the company from slow to rapid and substantial growth. By 2009, NOVICA has reached $15 million in annual revenue, helped better the lives of more than 75,000 artisans and their dependents worldwide, and retained the tight-knit founding team of its earliest days. The founders, however, want NOVICA to be a truly global presence, offering help in new parts of the world, in new ways – bringing in $100 million annually and benefiting at least 1,000,000 people. The case allows students to explore the role of profit and the centrality of sound business fundamentals in the context of doing good. It also motivates consideration of the prerequisites for and possible paths to organizational growth – asking what criteria should be considered in making growth decisions and what sorts of growth strategies are appropriate.

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub

Case Solution for Mission Federal Credit Union

Complete Case details are given below :

Case Name : Mission Federal Credit Union

Authors : Craig P. Dunn, Brian K. Burton

Source : North American Case Research Association (NACRA)

Case ID : NA0113

Discipline : Social Enterprise

Case Length : 07 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

John Parsons, a senior vice president with Mission Federal Credit Union in San Diego, needed to decide whether to advocate for an initiative from a member of the credit union’s board of directors to open a student-run branch in an inner-city region of San Diego. Such a branch would be ground-breaking-the first student-run credit union branch in the country open to the general community-and it would fit with Mission Federal’s general philanthropic outlook, would be an example of social entrepreneurship and strategic philanthropy, and would have other advantages. But it would be located in an area far from current members, would take money away from other philanthropic efforts supported by long-term board members and give it to an effort proposed by a new and aggressive board member, in addition to other problems. Furthermore, the branch would become financially profitable only in the long run, if ever. Parsons needed to decide just how much he believed in this project.

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub

Case Solution for Good Business Creates Good Business: Southwest Creations Collaborative (B)

Complete Case details are given below :

Case Name : Good Business Creates Good Business: Southwest Creations Collaborative (B)

Authors : Jeanne M. Logsdon, Jonathan N. Bundy

Source : North American Case Research Association (NACRA)

Case ID : NA0111

Discipline : Social Enterprise

Case Length : 09 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Southwest Creations Collaborative (SCC) was a non-profit social enterprise dedicated to promoting the employability and financial independence of poor immigrant women in Albuquerque, New Mexico. It sought to accomplish its mission by providing part-time and later full-time sewing and handwork jobs in a contract manufacturing business. SCC also provided many social program activities for employees, including onsite childcare, English lessons, health education, and computer classes. The organization’s financial support came from a combination of contract work and grant funding. The two cases stretch through the life of SCC, from its inception in 1994 through the middle of 2008. Case (A) covers the initial formation of the organization in 1994, from the perspective of the founder and executive director, and leads to a decision point regarding a possible relationship with a social venture consulting group in 2005. Case (B) begins where Case (A) ends and concludes with decisions in 2008 about whether or not to expand the business in order to become more economically self-sufficient and less reliant on grants and donations, and whether to increase its impact by marketing its approach to employee social programs to local companies and other organizations.

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub

Case Solution for Good Business Creates Good Business: Southwest Creations Collaborative (A)

Complete Case details are given below :

Case Name : Good Business Creates Good Business: Southwest Creations Collaborative (A)

Authors : Jeanne M. Logsdon, Jonathan N. Bundy

Source : North American Case Research Association (NACRA)

Case ID : NA0110

Discipline : Social Enterprise

Case Length : 13 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub

Case Solution for The Nature Centre at Mont Saint-Hilaire: How Far?

Complete Case details are given below :

Case Name : The Nature Centre at Mont Saint-Hilaire: How Far?

Authors : Emmanuel ER Raufflet, Maria MT Tengo

Source : North American Case Research Association (NACRA)

Case ID : NA0150

Discipline : Social Enterprise

Case Length : 14 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The Nature Centre was a non-profit organization created in 1972 to manage public outreach and access in the Gault reserve on the Mt St-Hilaire mountain, 40 km south of Montreal. Beyond conservation and recreation, the 2001 new mission included the promotion of the conservation of the region’s natural environment. The inclusion of this new regional focus led to the recruitment of Marc-André Guertin and the creation of the Conservation Team. The case introduced the challenge faced in early 2006 by Marc-André Guertin, Project Coordinator of the Conservation Team at the Nature Centre when he received a contract proposal for a biodiversity assessment to be conducted in a regional municipal county located 58 km away, i.e., far out of the Nature Centre’s usual scope of action. He was considering this decision based on (1) the broader context of the organization’s mission, (2) the management of his team, (3) the scientific value of this assessment for his team, and last, (4) the financial dimension of this assessment on his team’s tight resources.

Click Here to place your order

Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.

Cordially,

Case Solutions Hub