Collaborative

Case Solution for Shanghai Bell–The Collaborative Product Commerce Systems (CPC)

Complete Case details are given below :
Case Name :      Shanghai Bell–The Collaborative Product Commerce Systems (CPC)
Authors :           Darren Meister, Yulin Fang, Jianguo Jia
Source :             Ivey Publishing
Case ID :            904E23
Discipline :        General Management
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The research and development improvement manager at Shanghai Bell has just gotten out of a meeting with top management on strategic initiatives suggested in the corporate information systems plan report. One project that was suggested in the report–implementing a collaborative product commerce system–was about to begin. The manager must review the project planning process and examine the extent to which the company was ready to undertake the project.
 
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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.

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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 :
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.

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