Chandrasekhar

Case Solution for Sears Canada (A)

Complete Case details are given below :

Case Name : Sears Canada (A)

Authors : Stephan Vachon, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : W13303

Discipline : Operations Management

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Sears Canada’s associate vice-president of sustainability faces dilemmas in executing a strategy to reduce the retailer’s carbon footprint. He needs to integrate the concept of sustainability into the company’s larger corporate objectives, drive the concept in individual business units and identify the metrics for tracking the progress of reducing Sears Canada’s carbon footprint.

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Case Solution for Intrapreneurship at Alcatel-Lucent

Complete Case details are given below :

Case Name : Intrapreneurship at Alcatel-Lucent

Authors : Simon Parker, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : W14642

Discipline : General Management

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Since 2006, Alcatel-Lucent, an international telecommunications equipment manufacturer based in Paris, France, has been conducting boot camps for its employees to provide business training and help them monetize their innovative ideas with a view to creating value for the company. The program has led to 32 projects of which two have been commercialized, three transferred to business units within Alcatel-Lucent and one spun off. In 2012, however, the boot camps were discontinued due to a cost reduction program aimed at making the company cash-flow positive. Now, in June 2014, after a change in top management and a desire to regain the innovative edge against its competition has revived the idea, the company’s director of Open Innovation & Intrapreneurship is facing three dilemmas: how to reconcile the big business intolerance for failure with failure-prone intrapreneurship, how to design a forward-looking component into intrapreneurship and how to change the design and architecture of the boot camp in its new edition.

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Case Solution for Boehringer Ingelheim: Leading Innovation

Complete Case details are given below :

Case Name : Boehringer Ingelheim: Leading Innovation

Authors : J. Robert Mitchell, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : W14644

Discipline : General Management

Case Length : 11 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm’s new, first-of-its-kind role, which is central to the company’s growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transforming the organization’s DNA. The blockbuster business model that has characterized the company for decades is no longer appropriate. Instead, the firm needs to develop healthcare products available to end users over the counter. This shift in strategy requires innovative changes in distribution, delivery and customer focus. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing so, he must also identify the metrics for assessing progress. The case provides an opportunity for students to step into the shoes of an innovation leader, to develop an innovation roadmap for the organization in the face of uncertainty and to understand how to engage in innovation leadership at various levels of a global enterprise.

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Case Solution for Loblaw Companies Limited

Complete Case details are given below :

Case Name : Loblaw Companies Limited

Authors : Charlene Zietsma, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : 904M82

Discipline : Strategy

Case Length : 23 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The president of Loblaw Companies Ltd. must decide what to do in response to the rumored introduction of Wal-Mart’s SuperCenters (combining grocery and nonfood items) in Canada. The potential launch of SuperCenters in Canada was seen by observers as a threat to Loblaw, the market leader in Canadian grocery. Wal-Mart is a vigorous competitor, and the Every Day Low Prices strategy of Wal-Mart’s SuperCenters could wean away traffic from Loblaw’s various banners.

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Case Solution for Asian Paints Ltd. International Business Division

Complete Case details are given below :

Case Name : Asian Paints Ltd. International Business Division

Authors : Jean-Louis Schaan, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : 906M58

Discipline : Strategy

Case Length : 27 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Asian Paints Ltd. (APL), recognized as one of the best managed companies in India, has recently embarked on a significant push to internationalize its activities with the goal of becoming one of the top five decorative paint companies in the world. The president of the international division is faced with the challenge of simultaneously meeting sales volumes expectations and contributing to the company’s goal.

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Case Solution for Biocon Ltd., Building a Biotech Powerhouse

Complete Case details are given below :

Case Name : Biocon Ltd., Building a Biotech Powerhouse

Authors : Alison Konrad, Charlene L. Nicholls-Nixon, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : 906M70

Discipline : Strategy

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The founder, chairman, and managing director wants to make Biocon, Ltd. one of the top 10 biotech firms by 2015. The company has dealt in low-risk enzymes and generic drugs for many years. In order for the company to grow, the chairman believes that Biocon must enter the riskier business of drug discovery and development. Without making large investments in new capabilities, the company cannot become a top 10 biotech firm.

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Case Solution for Nuway Software

Complete Case details are given below :

Case Name : Nuway Software

Authors : Derrick Neufeld, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : 909E05

Discipline : Strategy

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The founder and president of Nuway Software (Nuway) must determine the pricing strategy for their new internally-developed mobile software product, Nulogic. Nuway develops custom mobile software applications that provide great competitive advantage to each of their customers; no two software modules it develops are similar. Nuway is now ready to market Nulogic as a stand-alone product and has identified three unique customer segments: Corporate in-house developers, competitors and independent software developers. The company has historically followed a cost-plus pricing model and has maintained positive profit margins. The software industry as a whole is moving towards value-based pricing, where cost is based on perceived value to the customer. The president does not favor value-based pricing and views it as price-gouging; however, he is aware that cost-plus pricing has limitations with regards to cost accuracy. By considering the entire software industry, Nuway’s capabilities and his own preferences, the president must determine how to price the new software.

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Case Solution for Dabur India Ltd. – Globalization

Complete Case details are given below :

Case Name : Dabur India Ltd. – Globalization

Authors : Niraj Dawar, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : 909A17

Discipline : General Management

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Dabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also “followed” the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outside India. In June 2007, Dabur had to make, in countries such as Nigeria for example, some critical choices. It had to choose between sticking to the diaspora, a market it understood best, and targeting the mainstream population. It had to choose its growth options between categories like personal care, in which it had built up competencies, and categories such as oral care and home care, which were the new engines of growth in its international markets but in which the company had no track record, either on the home front or overseas. The case study helps students deal with issues of growth and consolidation in a global market from the perspective of the company’s chief executive officer and the head of its international operations.

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Case Solution for RBC – Financing Oil Sands (A)

Complete Case details are given below :

Case Name : RBC – Financing Oil Sands (A)

Authors : Michael Sider, Jana Seijts, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : 910M15

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Under pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems to be sustainable? 2) What are the risks of lending to businesses some stakeholders deem unsustainable? 3) How should banks respond when pressured by an interest group? 4) How does a bank decide what is sustainable lending practice?

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Case Solution for GM: The Opel Decision

Complete Case details are given below :

Case Name : GM: The Opel Decision

Authors : Ramasastry Chandrasekhar, Darren Meister

Source : Ivey Publishing

Case ID : 910M22

Discipline : General Management

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In July 2009, General Motors Company (GM),the world’s second largest automotive enterprise, has come out of a bankruptcy orchestrated by the U.S. federal government. Leaner and focused after a 40-day exercise, GM is still a long way from a full-fledged financial recovery. The company is under a mandate to concentrate first on its U.S. market. Its European subsidiary, which manufactures the Opel cars, has been struggling for nearly a decade. The business seems fundamentally sound. Opel requires capital infusion and managerial skills for which GM has been talking to potential investors, such as Fiat of Italy, BAIC of China, Magna of Canada and RHJI of Belgium. The board of GM has to decide whether GM should liquidate Opel, retain it within its fold or go for partial divestiture. In the event of a sale of stake, the board has to decide whom, from among those short-listed by the chief executive officer and his team, it should bring aboard. The case provides an opportunity for students to use available data and their judgment to choose a bidder who can drive shareholder value. It helps them deal with issues such as timing and biases in a typical retain/liquidate/divest decision and also whether a company should have, on the lines of a more common M&A strategy, an ongoing divestiture strategy.

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