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Case Solution for Cool Moose Creamery
Complete Case details are given below :
Case Name :      Cool Moose Creamery
Authors :           Elizabeth M.A. Grasby, Ian Dunn
Source :             Ivey Publishing
Case ID :            910B13
Discipline :        Entrepreneurship
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The owner/operator of an ice cream store has an opportunity to expand his product line to include soft-serve ice cream. He needs to analyze the costs and benefits of purchasing either a new or used single-head or triple-head soft-serve ice cream machine. He also wants to continue growing the business and he wonders about the best way of going about it. Students are asked to (1) perform a business size-up; (2) analyze the addition of soft-serve ice cream from a qualitative standpoint; (3) determine which of the cash flows associated with the opportunity are relevant and which are recurring costs versus one-time costs; (4) perform a differential analysis to determine the ROI and payback period for the purchase of both new machines; (5) determine the ROI and payback period changes if a used machine is purchased; and (6) decide whether to purchase a soft-serve ice cream machine and, if so, which one.
 
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Case Solution for Cool Pastures Dairy and Kenya’s Changing Market for Milk (A)
Complete Case details are given below :
Case Name :      Cool Pastures Dairy and Kenya’s Changing Market for Milk (A)
Authors :           Nicole R.D. Haggerty, Pamela Odhiambo, Tom Collins, Robert Freele, Andrea Leung
Source :             Ivey Publishing
Case ID :            W13130
Discipline :        Strategy
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This three-part case highlights the strategic decision-making and growth management challenges in the suddenly liberalized Kenyan dairy industry. Following the collapse of the nation-wide distribution system on which small-scale dairy farmers in Kenya relied to reach the market, the resulting gap in the value chain between supply and demand created an opportunity for one entrepreneur. Cool Pastures Dairy was founded and rapidly expanded in an atmosphere not only of little competition but also corruption and lack of infrastructure, especially poor roads, limited banking and almost non-existent cell phone accessibility. Although the company considered various alternatives to expanding, the business was overcome by problems with inefficient or corrupt retailers and accountants, as well as the owner’s lack of business experience, and went bankrupt. When conditions improved as the government invested in infrastructure, the entrepreneur considered restarting his business. Is this a viable enterprise in light of improved conditions? Which expansion alternative should the resuscitated company pursue?
 
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