Chan

Case Solution for Tracy Chan: “We Need to Talk”
Complete Case details are given below :
Case Name :      Tracy Chan: “We Need to Talk”
Authors :           Paul Bigus, Jana Seijts
Source :             Ivey Publishing
Case ID :            W11157
Discipline :        Organizational Behavior
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Tracy Chan, managing director of the Student Learning and Writing Services (SLWS) at St. Charles University in Calgary Alberta was faced with a difficult situation. Her newest employee Michael Hinske, had just emailed her a list of faculty members he had contacted to educate on the SLWS graduate writing initiatives. Chan quickly noticed that the faculty names were contacts that had already been initiated. There was no indication that Hinske had made any attempt to discuss the program with other faculties on campus. Since joining the team six months earlier Hinske’s mandate for the academic year was to create a series of workshops and liaison with different faculties on campus. Due to restructuring the funding request for the position originally made by Chan was resubmitted under Nicole Duncan, the associate director of the Faculty Educational Development Office (FEDO). The result was the approval of a position that would see the SLSW receive a staff member four days per week and one day per week in the FEDO. Duncan wanted to have a direct role in the recruiting since she was to be responsible for the overseeing of the budget for the initiative. She called Chan to inform her that a resume from Michael Hinske had been sent directly to her and that it should be included in the pile if potential candidates. After the interview process Duncan stated that the best candidate for the position was Hinske. Chan stated her hesitation with the candidate given that he lacked any formal training in writing theory and the disciplines of writing at the university level. However, Duncan stated that she wanted the job filled before she went on vacation and Hinske should be given the job. Problems started when Hinske asked for other team member’s presentations and curriculum material. Over the next two months Chan and other staff members noticed that Hinske seemed distant.
 
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Case Solution for Ai Li Industrial Company Ltd.
Complete Case details are given below :
Case Name :      Ai Li Industrial Company Ltd.
Authors :           Peter C. Bell, Joanna Wong, Frederick Chan, lleana Funez
Source :             Ivey Publishing
Case ID :            907E17
Discipline :        Operations Management
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The head of the key account team at Ai Li Industrial Company Ltd. (Ai Li) was discussing the possibility of bidding for a new account with a major North American department store. The account would involve the manufacture of compact cosmetics kits for the upcoming holiday season. Although the potential benefits from the considerably large order would be significant, it would require one third of Ai Li’s nearly full manufacturing capacity.
 
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Case Solution for Dialogue in the Dark, Hong Kong: A Role Model for Social Enterprises in the Making
Complete Case details are given below :
Case Name :      Dialogue in the Dark, Hong Kong: A Role Model for Social Enterprises in the Making
Authors :           Anna Tsui, Elsa Chan, Kevin Au
Source :             Ivey Publishing
Case ID :            W12812
Discipline :        General Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Dialogue in the Dark Hong Kong Limited (DiD HK) is a social enterprise founded in August 2008 with a vision of providing “insight for everyone”. In line with the worldwide DiD, the core values of DiD HK are diversity, quality and sustainability. As a social enterprise, DiD HK aims to achieve both social and financial objectives. Although it has to raise the awareness of the public toward blind or visually impaired (VI) people and promote employment opportunities for them, DiD HK aims to achieve financial success, financial sustainability and dividend payout to investors. In the first two years of operation, DiD HK’s innovations have attracted many participants, and more jobs are created for visually impaired employees. It made inroads toward a breakeven in 2010 through its unique ownership and business models. The startup team invented many new programs unheard of in other franchises. Although DiD has franchises all over the world, none of them are sustainable and successful. Geared toward expanding to other parts of Asia, DiD HK was not without its problems. Its product range and market had room for improvement. There was a lack of repeat visitation. DiD HK also needed further financial capital, human resources and other resources. Thus, it is imperative for management to review its strategies, and find ways to sustain its expansion and financial performance. If DiD HK can overcome these challenges, it may serve as a role model social enterprise not just in Hong Kong, but also in other parts of the world.
 
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Case Solution for Bain Capital and Dollarama
Complete Case details are given below :
Case Name :      Bain Capital and Dollarama
Authors :           Ken Mark, Amanda Chan, Wayne Adlam
Source :             Ivey Publishing
Case ID :            W12782
Discipline :        Finance
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The senior associate at a large Canadian bank is tasked with analyzing a potential Bain Capital buyout of Dollarama. The bank is offering $600 million in deal financing to Bain Capital Private Equity (Bain), the acquirer. Her role is to contemplate potential financing structures, different operating scenarios given potential different strategic directions, and finally, assess the ability for Dollarama to repay its debt after the exit.
 
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Case Solution for From Dell to Lenovo? Investment Decision in the Rapidly Changing PC Industry
Complete Case details are given below :
Case Name :      From Dell to Lenovo? Investment Decision in the Rapidly Changing PC Industry
Authors :           Stephen Sapp, Chris Chan
Source :             Ivey Publishing
Case ID :            W13415
Discipline :        Finance
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of the investment wing of a financial-services provider must decide whether his firm should continue to invest in the former frontrunner in the personal-computer industry or switch strategies and invest instead in an up-and-coming competitor. At a time of significant technological change and slowing global growth, the director and his team of analysts set out to create an in-depth assessment of the personal-computer industry in order to make an informed decision about their firm’s optimum investment choices.
 
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Case Solution for Yee-Ching Lilian Chan
Complete Case details are given below :
Case Name :      Yee-Ching Lilian Chan
Authors :           Yee-Ching Lilian Chan, Horng-Tzu Hao
Source :             North American Case Research Association (NACRA)
Case ID :            NA0268
Discipline :        Accounting
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case looks at the board structure of Research in Motion Limited (RIM) since the probe of the Ontario Securities Commission (OSC) and Securities Exchange Commission (SEC) into the company’s stock option granting practices in late 2006. Institutional investors, more specifically Northwest & Ethical Investments LP (NEI), were concerned about RIM’s leadership and board structure in 2011 not because of non-compliance with regulations or accounting errors, but because of the drastic fall of the company’s share price (see TN-Exhibit 1). Indeed, 2011 was a challenging year for RIM (see TN-Exhibit 2 for a list of events affecting RIM in 2011) as its launch of its tablet PlayBook was not as successful as compared to Apple’s iPad 2. There was also increasing competition from Apple’s iPhone 4S and other smartphones using the Android platform. In addition, a number of executives left the company in summer and early fall. There was also a service disruption, due to a failure of core switch in RIM’s infrastructure, which interrupted email messages and internet services for millions of BlackBerry users over five continents in October 2011. Apart from these serious strategic and operational issues, institutional investors, more specifically NEI, questioned the dominance of executives on RIM’s Board and asked for a split of the Chair and Co-CEO roles. In order to avert a showdown with shareholders at the Annual General Meeting (AGM) on July 12, 2011, RIM made an agreement with NEI to establish “a committee of independent directors to study its board structure, the merits of a lead director versus a chair, and the ‘business necessity’ for the company’s co-CEOs to hold ‘significant’ board-level titles”. This sets the theme of the case, i.e., assess RIM’s board structure in 2011 and recommend resolutions to be included in the report due on January 31, 2012 to address the governance issues raised by NEI.

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