Chemicals

Case Solution for Empirical Chemicals, Ltd. (A): The Merseyside Project

Complete Case details are given below :

Case Name :      Empirical Chemicals, Ltd. (A): The Merseyside Project
Authors :           Robert F. Bruner
Source :             Darden School of Business
Case ID :           UV0713
Discipline :        Finance
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Cases Empirical Chemicals (A) and (B) consider the capital-investment decisions to be made by executives of this large chemicals firm in January 1992. The A case presents a go/no-go project evaluation regarding improvements to a polypropylene production plant. The B case reviews the same project, but from one level higher, where the executive faces an either/or investment decision between two mutually exclusive projects. The objective of the two cases is to expose students to a wide range of capital-budgeting issues.
 
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Case Solution for Diamond Chemicals PLC (B): Merseyside And Rotterdam Projects

Complete Case details are given below :

Case Name :      Diamond Chemicals PLC (B): Merseyside And Rotterdam Projects
Authors :           Robert F. Bruner
Source :             Darden School of Business
Case ID :           UV4007
Discipline :        Finance
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
These two cases consider the capital investment decisions to be made by executives of this large chemicals firm in January 2001. The ‘A’ case presents a go/no-go project evaluation regarding improvements to a polypropylene production plant. The ‘B’ case reviews the same project but from one level higher, where the executive faces an either/or investment decision between two mutually exclusive projects. The objective of the two cases is to expose students to a wide range of capital-budgeting issues which include, among others, the identification of relevant cash flows, the critical assessment of a capital-investment evaluation system, the classic “cross-over” problem, in which project rankings disagree on the basis of net present value (NPV) and internal rate of return (IRR).
 
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Case Solution for Diamond Chemicals PLC (A): The Merseyside Project

Complete Case details are given below :

Case Name :      Diamond Chemicals PLC (A): The Merseyside Project
Authors :           Robert F. Bruner
Source :             Darden School of Business
Case ID :           UV2493
Discipline :        Finance
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
These two cases consider the capital investment decisions to be made by executives of this large chemicals firm in January 2001. The ‘A’ case presents a go/no-go project evaluation regarding improvements to a polypropylene production plant. The ‘B’ case reviews the same project but from one level higher, where the executive faces an either/or investment decision between two mutually exclusive projects. The objective of the two cases is to expose students to a wide range of capital-budgeting issues which includes, among others, the identification of relevant cash flows, the critical assessment of a capital investment evaluation system, the classic “cross-over” problem, in which project rankings disagree on the basis of net present value (NPV) and internal rate of return (IRR), and the assessment of real option value latent in managerial flexibility to change operating technologies.
 
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Case Solution for Tata Chemicals Magadi: Confronting Poverty in Rural Africa

Complete Case details are given below :
Case Name :      Tata Chemicals Magadi: Confronting Poverty in Rural Africa
Authors :           Michael Valente
Source :             Ivey Publishing
Case ID :            W15033
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In the summer of 2013, the managing director of Tata Chemicals Magadi, Africa’s largest soda ash manufacturer and one of the oldest and largest export earners in Kenya, was wondering how he was going to respond to a growing number of challenges. As a producer of a commodity product, the company was vulnerable to escalating energy costs, oversupply and economic cycles. Global growth had been sluggish since the 2008 economic recession and competition was intense, especially since the emergence of Chinese producers. Magadi Township, where the company’s production facility was located, was one of the poorest in the country, subject to droughts and without many of the basic public services typically provided by government such as roads, health care, electricity, water and education. To address these needs, the company migrated from a top-down, paternal, ad hoc and resource-intensive approach to a bottom-up, collaborative, holistic and resource-sharing style that focused on community capacity building and self-governance. However, the issue now is how to best balance the strong need to reduce costs while remaining committed to the sustainability of the surrounding community.
 
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Case Solution for Orchid Chemicals & Pharmaceuticals Limited: Managing the Value Chain Transformation

Complete Case details are given below :
Case Name :      Orchid Chemicals & Pharmaceuticals Limited: Managing the Value Chain Transformation
Authors :           Ravi Ravichandran, Ankur Roy
Source :             Ivey Publishing
Case ID :            906M71
Discipline :        Organizational Behavior
Case Length :    26 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Orchid Chemicals & Pharmaceuticals Limited (Orchid) is an Indian pharmaceutical company which began operations in 1994. Over a span of 10 years, the turnover of this company has increased from US$11 million to US$153 million. The company’s profit after tax registered a five-fold increase, from US$1.3 million to US$6.8 million, in the corresponding period. Early success was a combination of pricing flexibility, lower production cost, and business opportunities in unregulated markets. Orchid decided to explore opportunities for the manufacture of generic drugs in the regulated markets and formulations in the domestic market. Diversification to basic research was also considered. Cooperation and joint ventures were the primary route to expand and explore new molecule discovery. By 2005, Orchid was no longer a single-product company, its business had widened to multiple products in bulk, formulations, and generics, in both regulated and unregulated markets. Orchid was making its presence felt in its novel drug delivery systems and new drug development processes. In 2005, Orchid faced several challenges related to financial leverage and risks, leadership, managerial challenges associated with joint ventures, balancing the new business model, setting global trends in being a pioneer in the industry, addressing shareholders’ concerns, and evolving an appropriate organization culture and process.
 
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Case Solution for Engro Chemicals Pakistan Limited – Business Disaster Overcome

Complete Case details are given below :
Case Name :      Engro Chemicals Pakistan Limited – Business Disaster Overcome
Authors :           Muntazar B. Ahmed
Source :             Ivey Publishing
Case ID :            909E24
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Engro Chemicals Pakistan Limited (Engro) was a very large manufacturer and marketer of fertilizer in Pakistan. It had a number of subsidiaries and joint ventures in a variety of businesses. The company was listed on the Karachi Stock Exchange (KSE) and was among the top companies as ranked by the KSE. In August 2007, the company’s head office was completely destroyed by a fire. The office was located in Karachi and the fire destroyed all the equipment as well as the hardcopies of the accounting records. The company was suddenly faced with a catastrophic loss as the records were critical to Engro’s day to day operations. The information technology (IT) department had developed a disaster recovery plan (DRP) in 2005 that was exclusively related to reestablishing the IT facilities after any event that could make the business systems inoperable. The company invoked the DRP as soon as the news of the complete destruction of the office facilities was received. The IT and finance staff had to use the backup equipment and data files to restart the transaction processing.The case includes a description of various business systems used by Engro and the data security processes that had enabled the company to restore the accounting and other systems needed at its head office. The main teaching objective is to focus on minimizing the business risks arising due to the destruction of the IT facilities. The case also has details of the DRP, which can be analysed as to its contents, and details of the management processes of Engro, which allows for a discussion on corporate governance within the company.
 
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Case Solution for Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability

Complete Case details are given below :
Case Name :      Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Authors :           Tulsi Jayakumar, Nilotpal Ray, Divya Mulanjar, Debopam Basu, Gayatri Patkar
Source :             Ivey Publishing
Case ID :            W14194
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Sudarshan Chemicals Industries is a top player in the Indian chemicals industry. This case traces the remodelling of its corporate social responsibility (CSR) initiative, both along scientific lines and aligned to its core business strategy. Faced with an informal and unstructured CSR initiative, the company uses an innovative method of problem-solving – crowd-sourcing ideas from a top business school in India. A team of students assesses the situation completely in order to make recommendations to the company’s top managers. The case details a process of scientific value-creation in CSR that can be adopted by companies as they make the transition from local to global.
 
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Case Solution for Tata Chemicals Ltd.: Global Acquisitions

Complete Case details are given below :
Case Name :      Tata Chemicals Ltd.: Global Acquisitions
Authors :           Vasant Sivaraman, Varun Madan
Source :             Ivey Publishing
Case ID :            W14534
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case deals with the revitalization of Tata Chemicals Ltd. (TCL) by way of significant international acquisitions in the first decade of the new millennium. Set in 2011, TCL has a decision to make on the potential acquisition of a stake in a North American early stage potash development company. This acquisition could allow TCL to set up a fertilizer plant, which might give the company a jumpstart just as earlier acquisitions had helped the company to be ranked number two in the world in soda ash production. As backward integration can be a risky strategy, the acquisition needs to be carefully considered in terms of when to integrate and when to rely on market-driven contractual arrangements.
 
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Case Solution for Vibhava Chemicals: Pursuit of a Cleaner Space

Complete Case details are given below :
Case Name :      Vibhava Chemicals: Pursuit of a Cleaner Space
Authors :           N Ramesh, N. Barnabus
Source :             Ivey Publishing
Case ID :            W12904
Discipline :        Marketing
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In April 2011, Vithal Gambhir, the marketing director of Vibhava Chemicals (Vibhava), an entrepreneurial venture and leader in the black phenyl category in the home cleaning agents (HCA) market in South India, was faced with a marketing challenge. A slew of multi-national corporation (MNC) brands in the emerging new category of specialty cleaning agents had whittled down Vibhava’s share of the traditional black phenyl category by 50 per cent over the previous eight years. The marketing efforts of the MNCs had also led to a gradual transformation of the HCA market, expanding and segmenting it in terms of applications (e.g. floor-cleaning agents and toilet-cleaning agents) and benefits (e.g. disinfecting, cleaning and deodorizing). As a result, Vibhava’s leading brand, ‘Black Belt’ black phenyl disinfectant, began losing ground in the market. Vibhava had successfully responded to this decline by launching Ozone, a pine-oil-based floor cleaner, in 2003. Positioned as an herbal, eco-friendly, deodorizing floor cleaner, Ozone managed to keep out of the way of Domex, the leading MNC brand of disinfecting floor cleaner; however, during the last couple of years Domex had been available in many variants serving many segments and the market became flooded with both MNC and established Indian brands. While the sale of Ozone rose in absolute terms, Vibhava’s share in the growing home cleaning market dropped from 25 per cent in a predominantly traditional product market in the 1990s, to 11 per cent in the transformed market of 2010. Gambhir now faced the daunting challenge of meeting an ambitious sales target of INR1 billion for 2011/12, which was double the sales of the previous year.
 
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