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Case Solution for Canning Consultants: The OPAC Assessment

Complete Case details are given below :

Case Name :      Canning Consultants: The OPAC Assessment
Authors :           Gregory S. Zaric
Source :             Ivey Publishing
Case ID :            905E06
Discipline :        Information Technology
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A real estate appraiser has been hired to provide an alternate assessment on a set of office buildings in London, Ontario. Real estate assessments are often based on comparisons versus similar properties. However, because the set of comparison properties is small he cannot rely on standard quantitative techniques like linear regression. Instead he uses a technique called quality point in which the property valuation problem can be formulated as a quadratic program.
 
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Case Solution for Incentive Contracts For Financial Consultants At Private Client Services Division

Complete Case details are given below :
Case Name :      Incentive Contracts For Financial Consultants At Private Client Services Division
Authors :           Suneel C. Udpa
Source :             North American Case Research Association (NACRA)
Case ID :            NA0172
Discipline :        Accounting
Case Length :    21 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Paul Lui, Executive President at Private Client Services Division (PCSD), had the difficult task of designing a new incentive compensation system for financial consultants at the wealth management division of a mid-tier financial services firm that had limited resources compared to its larger rivals. Luil had many objectives in mind in designing the new incentive compensation system: to motivate financial consultants to stay, perform, and excel; to attract new consultants to fill in the vacated positions; and to generate new business in the face of labor shortages and significant competition from larger firms. How did the current compensation plan at PCSD compare to those of rival firms? How could Lui change the compensation plan for PCSD, given the resource constraints his company faced as a mid-tier financial services firm? Beyond changing compensation plans, what could Lui do to recruit new experienced consultants; stop top producers from leaving; and more generally, improve the morale at PCSD?

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