Corp.

Case Solution for CQUAY Technologies Corp.
Complete Case details are given below :
Case Name :      CQUAY Technologies Corp.
Authors :           Paul W. Beamish, Kevin K. Boeh
Source :             Ivey Publishing
Case ID :            904M68
Discipline :        Strategy
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
CQUAY Technologies Corp. was a privately held Canadian software company with offices in Toronto, Calgary, and Washington, D.C. CQUAY marketed a patented location intelligence engine called Common Ground. The company’s technology was designed for an emerging, multibillion dollar segment of the spatial information management market. A year earlier, the board had asked the CEO to shape the company into an acquisition target over the next 18 to 24 months. A year later, there were no imminent acquisition discussions, and recent customer traction and the sales pipeline seemed to merit raising growth capital instead of following the acquisition-focused plan. The CEO wanted to keep his stockholders and board happy by executing the plan they had given him, but without jeopardizing possible customer growth. Refocusing the plan might change acquisition opportunities. Without further contracts, the existing cash would sustain the company for only another six to eight months. The CEO thought the most likely outcome was to sell the company, but he needed to make the company more attractive. He planned to present options and a recommendation to the board of directors later that month.
 
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Case Solution for Kami Corp.
Complete Case details are given below :
Case Name :      Kami Corp.
Authors :           Donald J. Lecraw
Source :             Ivey Publishing
Case ID :            97G008
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Mr. Olano has been assigned by Kami Corp.’s owner, Mrs. Lee, to be its general manager with a mandate to “straighten out the mess at Kami.” Mr. Kee, the production manager, had expected to be promoted to this job. Kami is a contract producer of televisions for Aiwa and hence is a production-driven company. There are constant problems with meeting production schedules. Mr Kee is blaming other departments for the problems, but is resistant to Mr. Olano’s “interfering” in any production-related area, much less within the production department itself. Mr. Kee and the six key production engineers and manager had come from Mega Corp., Mrs. Lee’s holding company, where they had worked in its television assembly operations. They lived, worked, and socialized together. Mr. Olano is not an engineer and has no experience in production or in general management, he has less seniority at Mega than Mr. Kee and is also younger. Yet, despite this situation, Mr. Olano must improve the performance of Kami and fulfill his mandate.
 
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Case Solution for Ssangyong Corp.
Complete Case details are given below :
Case Name :      Ssangyong Corp.
Authors :           Paul W. Beamish, Yongwook Jun, David J. Sharp, Chang-Bum Choi
Source :             Ivey Publishing
Case ID :            98M002
Discipline :        Marketing
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In May 1996, Ssangyong Corp., a major Korean general trading company (GTC), needed to refocus its trading business to better adapt to the current environment. The Korean manufacturers’ departure-from-traders phenomenon had led to fierce competition among traders and weakened GTCs’ bargaining power over manufacturers. The first issue requiring resolution was whether and how Ssangyong’s existing product-market portfolio might be redefined. A second issue was how to further internationalize its trading operation. A third issue was how to decide which new businesses Ssangyong should pursue.
 
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Case Solution for Maytag Corp.–2002
Complete Case details are given below :
Case Name :      Maytag Corp.–2002
Authors :           Suzanne Allen, Stephen Allen
Source:              Babson College
Case ID:             BAB047
Discipline :        Strategy
Case Length :    13 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Summarizes the events, decisions, and results at the firm during the period 1986 to 2002. The key issues involve the financial goals of Maytag during this period, its inability to reach them, and the likely reasons for such a failure. Maytag seemed to suffer from both strategy formulation as well as strategy implementation problems. The structural evolution of the industry had not made the strategy task any easier for Maytag during this period. The open question is how Maytag would fare in the future and what its senior managers should do.

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Case Solution for Royal Corp.
Complete Case details are given below :
Case Name :      Royal Corp.
Authors :           H. David Hennessey, Barbara Kalunian
Source:              Babson College
Case ID:             BAB122
Discipline :        Marketing
Case Length :    23 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Chronicles a day in the life of a Royal Corp. salesperson, Mary Jones, part of the Royal Reproduction Center (RRC) division. The RRC division specializes in high-quality turnaround copying and printing services. Division salespeople are responsible for selling copying/printing services, the Royal 750 color copier, and the Corporate Copy Center (CCC) concept, which involves equipping a client company with a staff and copiers to operate an on-premise reproduction operation. Focuses on Jones’ difficulty in selling the CCC concept. Presents the daily sales activities of a business-to-business salesperson and the buyer behavior process of two different types of services (CCC and printing) and a product (color copier). Also reveals the difficulty of selling a new concept, typical problems that salespeople encounter, and the importance of understanding buyer behavior and the purchase process of a new product.

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