Crossroads

Case Solution for Sai Marine Exports at a Crossroads

Complete Case details are given below :

Case Name :      Sai Marine Exports at a Crossroads
Authors :           Subhanjan Sengupta, Arunaditya Sahay
Source :             Ivey Publishing
Case ID :           W15160
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Sai Marine Exports Pvt. Ltd. (SMEPL) had been in business for 20 years and had established itself as one of the major Indian shrimp exporters, with the United States and European Union as its primary markets. Following unprecedented market conditions due to early mortality syndrome affecting the exports of leading Southeast Asian shrimp-exporting countries in 2009, Indian companies were at a competitive advantage. SMEPL’s revenues had increased significantly from 2010 to 2014. Its current markets, the United States and Europe, were lucrative, but SMEPL’s chairman feared the risks of concentration in only two markets. Should SMEPL penetrate deeper into the U.S. and E.U. markets or enter new international markets like Japan and China?
 
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Case Solution for Able Translations: International Strategy at the Crossroads

Complete Case details are given below :

Case Name :      Able Translations: International Strategy at the Crossroads
Authors :           Anthony Goerzen
Source :             Ivey Publishing
Case ID :            W15093
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The founder of Toronto-based Able Translations has grown the company since 1990 from a single-man operation that did on-site interpreting to a firm of 100 staff in 2014. The firm provides a range of interpreting and translation services on three continents by more than 3,500 qualified language professionals in more than 100 languages. Although an industry leader, the company faces both strong global competitors and a myriad of microbusinesses and freelancers. Moreover, the language service providers industry is experiencing rapid technological change. The founder wonders whether to pursue international growth of his established translation and interpreting businesses (on-site and telephone) or to focus on its emerging capabilities in software development in the North American market – a strategic choice that will have a profound effect on the future of the firm.
 
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Case Solution for Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (B)

Complete Case details are given below :
Case Name :      Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (B)
Authors :           Kevin Au, Barbara Li
Source :             Ivey Publishing
Case ID :            909M33
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Ho Tak Kee, originally a professional publisher and printer that started back in the 1950s in Hong Kong, faced static performance for decades. This forced the founder and grandfather of the family to decide to close down the printing department. This decision pushed his youngest son, On-ping, to a critical point resolving whether and how to continue the family business. Under pressure, On-ping turned to his son John for support but the request put John in a difficult position of choosing between a professional career and the family business. As a young man without much life and work experience, John had to go through a personal development process to shape up as a leader to be able to make the family business thrive again and keep the family together, while formulating his entrepreneurial vision for the future of the business and family. Case (A) runs from John’s point of view as his is making his decision and is intended to stimulate students to look at a family business from a third generation’s perspective. Case (B) starts with John’s decision to join Ho Tak Kee.
 
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Case Solution for Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (A)

Complete Case details are given below :
Case Name :      Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (A)
Authors :           Kevin Au, Barbara Li
Source :             Ivey Publishing
Case ID :            909M32
Discipline :        Organizational Behavior
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Ho Tak Kee was originally a professional publisher and printer that started in the 1950s in Hong Kong. Having faced static performance for decades, the founder and grandfather of the family decided to close the printing department. This pushed his youngest son, On-ping, to a critical decision: whether and how to continue the family business. Under pressure, On-ping turned to his son John for support but the request put John in a difficult position of choosing between a professional career and the family business. As a young man without much life and work experience, John had to go through a personal development process to shape up as a leader in order to make the family business thrive again and keep the family together. Case (A) is from John’s point of view as he is making his decision and is intended to stimulate students to look at a family business from a third generation’s perspective. Case (B) starts with John’s decision to join Ho Tak Kee.
 
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Case Solution for Strategic Crossroads at Matav: Hungary’s Telecommunications Powerhouse

Complete Case details are given below :
Case Name :      Strategic Crossroads at Matav: Hungary’s Telecommunications Powerhouse
Authors :           Michael Rouse, Jordan Mitchell
Source :             Ivey Publishing
Case ID :            905M33
Discipline :        Strategy
Case Length :    30 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2004, four months after Hungary joined the European Union, the strategy group of Matav, Hungary’s largest communications company, is working on its mid-term strategic plan. Since being privatized from the state in 1993, the company has seen several changes in its strategy, structure, and culture. Nearly 15 years later, the company is a fully integrated telecommunications company involved in a broad range of services, including fixed line telephony, mobile communications, Internet services, data transmission, and outsourcing. The company’s latest acquisition of a state-run telecommunications company is considered a success, and management believes that international expansion is necessary to realize dynamic growth as its domestic fixed line business is declining. In addition, Hungary’s mobile market is highly competitive and saturated with 80% of the country having mobile phones. The management team feels that Matav is at a crossroads with three main options: expansion in Hungary, regional expansion, or organic growth in existing product lines. The team has to consider all of the lines of business in forming a strategy and whether Matav’s resources and organization are suitable for a healthy future.
 
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Case Solution for Pharmaxis: A Star Performer at Commercialization Crossroads

Complete Case details are given below :
Case Name :      Pharmaxis: A Star Performer at Commercialization Crossroads
Authors :           Deepak Sardana, Don Scott-Kemmis
Source :             Ivey Publishing
Case ID :            906M93
Discipline :        Strategy
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pharmaxis is a new biotechnology venture based in Sydney, Australia. Brings to light the important stages in the growth of the company and the commercialization decisions the company faced. Highlights both the uniqueness of some of the managing team’s decisions and their understanding of the industry and underscores the point that good decision-making can overcome apparent barriers to growth. The company is now at a key decision point. It needs to determine the best approach to commercialize its first diagnostic product. The wrong decision could waste scarce financial resources, divert the time of managers and researchers, and jeopardize the reputation of the firm with potential investors.
 
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Case Solution for Joysun at the Crossroads

Complete Case details are given below :
Case Name :      Joysun at the Crossroads
Authors :           William Wei, Ali Taleb, Kaijin Nie
Source :             Ivey Publishing
Case ID :            W13237
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Joysun was established as a state-owned enterprise in the Shanghai Waigaoqiao Free Trade Zone in China in 1995. Thanks to the effective leadership of its general manager and to the monopolistic nature of the Chinese import and export industry in the mid-1990s, the company had grown rapidly from a shop with five employees in its early days to a major player in the logistics industry by the end of 2012. However, Joysun’s journey had been rocky due to the profound and rapid transformation of the Chinese economy over the 17 years of the company’s existence. By the end of 2012, the company had several projects underway to consolidate its market position. Nevertheless, the management team felt that it should undertake more initiatives in order to sustain Joysun’s leadership over time. More specifically, the general manager wondered whether Joysun should enter the cold chain segment of the logistics industry. Considering the country- and industry-level context, what was the strategic relevance and operational feasibility of Joysun entering this new segment?
 
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Case Solution for Canada Goose Inc.: At a Retail Crossroads

Complete Case details are given below :
Case Name :      Canada Goose Inc.: At a Retail Crossroads
Authors :           June Cotte, Jesse Silvertown
Source :             Ivey Publishing
Case ID :            909A12
Discipline :        Marketing
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In June 2008, the president and owner of Canada Goose Inc. (Canada Goose), a producer of luxury sport jackets, was contemplating the future of his company. Despite recent years’ steady growth in both his company and the industry in general, the president believed that a significant opportunity existed for Canada Goose to further cement itself as a market leader for this industry. The president was intrigued by two separate offers from national retailers in Canada. Both were in the form of long-term contracts; in the past Canada Goose had used such contracts to maintain successful relationships with its many distributors. The offers were lucrative; however, the president needed to consider whether the offers aligned with the company’s current marketing strategy. Agreeing to stock its product through a national chain would be a departure from its current method of distribution through independently-owned regional retailers. Accepting either of the offers would not only potentially price these retailers out of the market but could also lead to the devaluation of the brand.
 
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Case Solution for At a Crossroads: The Strategic Dilemma at PENPOL

Complete Case details are given below :
Case Name :      At a Crossroads: The Strategic Dilemma at PENPOL
Authors :           Rajasree K. Rajamma, Catherine Giapponi, Arun Kumar S Rao, Chandrasekhar Padmakumar
Source :             North American Case Research Association (NACRA)
Case ID :            NA0294
Discipline :        General Management
Case Length :    26 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Vasudev Nair, CEO of PENPOL, a medical devices company in India, was facing a financial crisis. With debt mounting and cash flow becoming increasingly problematic, he had to make some decisions about the future of the company. Incorporated in 1987 under Nair’s leadership, PENPOL began as a producer of hematology products with the introduction of its innovative blood bag product. The blood bag business was expanded with the introduction of multiple types of bags and blood bag equipment. In 1993 the company entered the urology business with the introduction of urine bags and within four years the urology line was expanded to include stone management devices, leg bags and foley catheters. Growth in the urology business was met with limited success however, and by 1998 PENPOL had exited all but the urine bag product line. The failed launches resulted in huge inventories of unsold goods and problems getting payment from stockists (distributors) that contributed to the company’s mounting debt and cash problems. In addition, the Urology Division’s flagship product, the urine bag, faced intensified price competition. PENPOL’s Blood Bag Division was also suffering due to increased competition in the Indian market. Vasudev Nair had to stop the bleeding. He considered a few alternatives. Knowing that the company had no more access to debt financing, he considered the possibility of securing private equity or the infusion of funds from some of the co-owners of PENPOL. With this infusion of funds, could he or should he save both the Blood Bag and Urology Divisions? Should he divest or sell the Urology Division in order to bring in funds to shore up the blood bag business? Divesting the Urology Division would mean sacrificing the star product, the urine bag, which after much effort was gaining acceptance in the market. Given that a competitor had expressed interest in the company, he considered establishing a joint venture with the competitor.

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