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Case Solution for Maple Retreat Golf and Country Club

Complete Case details are given below :

Case Name :      Maple Retreat Golf and Country Club
Authors :           Lyn Purdy, Stephen Rene Frey
Source :             Ivey Publishing
Case ID :           908C23
Discipline :        Human Resource Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case is set at a golf course in Aurora, Ontario. The club superintendent and the assistant superintendent will be interviewing three candidates for a green keeping position at Maple Retreat Golf and Country Club. The club superintendent must decide what questions to ask of the three applicants, keeping in mind what questions he could not ask of the candidates. This case is intended to be used for the managing people module of an organizational behavior or human resource management core course, or for a managing people elective. The case provides students with the opportunity to develop interview questions for the candidates and to interview the candidates in role play situations.
 
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Case Solution for Saskatoon Country Supplies

Complete Case details are given below :
Case Name :      Saskatoon Country Supplies
Authors :           Christopher J. Bridgnell, Richard H. Mimick
Source :             Ivey Publishing
Case ID :            986K02
Discipline :        Accounting
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Saskatoon Country Supplies was a small farm hardware and household supply store located southeast of Saskatoon, Saskatchewan. Jim Tykoliz, the firm’s general manager, was to prepare the August 1985 Bank Reconciliation Statement.
 
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Case Solution for Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)

Complete Case details are given below :
Case Name :      Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)
Authors :           Christopher A. Bartlett, Benjamin H. Barlow
Source :             HBS Brief Cases
Case ID :            4199
Discipline :        General Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Clayton Industries, a sixty-year-old U.S.-based firm in the HVAC (heating, ventilation, and air conditioning) industry, with nearly $1 billion in revenues, has gradually built a presence in a number of countries, including several in Europe. Peter Arnell, previously Clayton’s successful country manager for the U.K., has been asked to take over the Italian subsidiary, which has recently been struggling on several fronts. Arnell must juggle the strategic objectives of his manager (the head of Clayton Europe) and of the firm’s Wisconsin-based CEO while overseeing the day-to-day activities of the business in this new setting. Many of Arnell’s challenges derive from his dual responsibilities of handling manufacturing as well as sales of Clayton products in his new home country.
 
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Case Solution for Hill Country Snack Foods Co.

Complete Case details are given below :
Case Name :      Hill Country Snack Foods Co.
Authors :           W. Carl Kester; Craig Stephenson
Source :             HBS Brief Cases
Case ID :            913517
Discipline :        Finance
Case Length :    08pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Hill Country Snack Foods, located in Austin, Texas, manufactures, markets, and distributes snack foods and frozen treats. The CEO is passionate about maximizing shareholder value and believes in keeping tight control over costs and operating the business as efficiently as possible. The company invests in additional capacity and new products only when attractive, low-risk opportunities are identified and can be funded internally. The firm’s culture of risk aversion extends to financing decisions with a clear preference for equity finance over debt finance. The CEO believes a strong balance sheet with large cash balances provides the company with maximum safety and flexibility. Sales growth has been steady but unspectacular. As the CEO approaches retirement, investors and analysts speculate that the company will change to a more aggressive capital structure. Students must analyze the firm’s current capital structure, explore three alternatives using debt finance, and determine the optimal debt-to-capital ratio.
 
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