DECISION

Case Solution for Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision.
Complete Case details are given below :
Case Name :      Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision.
Authors :           Erica Berte, Christine Vujovich
Source :             North American Case Research Association (NACRA)
Case ID :            NA0308
Discipline :        Strategy
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 1998, the United States Environmental Protection Agency (EPA) and US manufacturers of heavy-duty diesel engines signed a consent decree which included among other things, pulling forward (“pull ahead”) by 15 months a new nitrogen oxide (NOx) emission standard. By early 2002, Caterpillar and Detroit Diesel were requesting EPA to delay the “pull ahead”. Cummins was being pressured by its competitors to join in this request. On the other side, the Environmental Protection Agency (EPA) and several environmental organizations wanted Cummins to adhere to the requirements of the consent decree. Cummins was navigating through a very difficult economic time and could not afford to make a mistake. Joe Loughrey, Cummins Engine Business President and his team needed to make a strategic decision. Would they a) agree with the competitors’ position asking EPA to delay the consent decree which required the company to pull ahead an expensive environment requirement, thus allowing manufacturers to continue using the established engine technology that had customer support, or b) accept the terms of the consent decree and continue to develop a new engine technology against the wishes of many in the industry and thus face possible market retraction. Both strategic decision options had substantial consequences and needed to be carefully evaluated. Not only was the future of Cummins Engine Business in jeopardy, but as we learn later, this decision impacted the future of the whole industry.
 
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Case Solution for Jonathon Elderslie and the Board Decision
Complete Case details are given below :
Case Name :      Jonathon Elderslie and the Board Decision
Authors :           Jeffrey Gandz
Source :             Ivey Publishing
Case ID :            903M31
Discipline :        General Management
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Jonathon Elderslie, recently retired after running his own company for 30 years, must decide what questions he should ask before deciding whether to join the board of directors of a publicly traded company. While flattered by the invitation, he has some concerns given the current climate of concern about corporate governance and, more specifically, the views about the role of a director expressed by one of his business acquaintances.
 
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Case Solution for Harlequin Enterprises Ltd.: The MIRA Decision (Condensed)
Complete Case details are given below :
Case Name :      Harlequin Enterprises Ltd.: The MIRA Decision (Condensed)
Authors :           Rod E. White, Mary M. Crossan, Will Mitchell, Ken Mark
Source :             Ivey Publishing
Case ID :            905M37
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Harlequin Enterprises is a well-known publisher of series romantic fiction. The company is facing threats to its leading position as the world’s largest romance publisher. While Harlequin was the dominant and very profitable producer of series of romance novels, research indicated that many customers were reading as many single-title romance and women’s fiction as series romances. Facing a steady loss of share, Harlequin convened a task force to study the possibility of re-launching a single title women’s fiction program. Students must analyze the organization’s capabilities and resources as it considers the launch of this new business line.
 
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Case Solution for Nestle’s Nescafe Partners’ Blend: The Fairtrade Decision (A)
Complete Case details are given below :
Case Name :      Nestle’s Nescafe Partners’ Blend: The Fairtrade Decision (A)
Authors :           Niraj Dawar, Jordan Mitchell
Source :             Ivey Publishing
Case ID :            906A20
Discipline :        General Management
Case Length :    24 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In early 2005, Nestle is in the midst of a decision: whether or not the Fairtrade mark should be applied on Partners’ Blend, a new instant coffee product to be marketed in the growing UK ‘ethical’ coffee segment. Application of the Fairtrade mark on the Partners Blend product means that Nestle must go against its historical position of not offering minimum guaranteed prices to coffee farmers. As part of their deliberations, Nestle executives must consider their coffee sourcing program at large, their corporate social responsibility framework, Nescafe and corporate Nestle branding, the UK market, and the potential consumer benefit or backlash that could result from releasing such a product.
 
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Case Solution for WestJet in 2009: The Fleet Expansion Decision
Complete Case details are given below :
Case Name :      WestJet in 2009: The Fleet Expansion Decision
Authors :           Stewart Thornhill, Ken Mark
Source :             Ivey Publishing
Case ID :            909M63
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Thirteen years after it began as an upstart airline with three airplanes, WestJet is the second largest airline in Canada. It has grown revenues at an annual rate of 37 per cent per year for the past 11 years, and is poised to become the country’s dominant airline in the future. As it has grown, WestJet seems to have made changes to its original strategy of low-cost, no-frills, point-to-point, single class service. The case examines WestJet’s strategy over the years and focuses on the company’s latest decision: considering the addition of smaller planes to its single model Boeing fleet. The objective of the case is to examine changes in a company’s strategy over time, and to review the potential impact of these changes on a company’s future performance.
 
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Case Solution for GM: The Opel Decision
Complete Case details are given below :
Case Name :      GM: The Opel Decision
Authors :           Ramasastry Chandrasekhar, Darren Meister
Source :             Ivey Publishing
Case ID :            910M22
Discipline :        General Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July 2009, General Motors Company (GM),the world’s second largest automotive enterprise, has come out of a bankruptcy orchestrated by the U.S. federal government. Leaner and focused after a 40-day exercise, GM is still a long way from a full-fledged financial recovery. The company is under a mandate to concentrate first on its U.S. market. Its European subsidiary, which manufactures the Opel cars, has been struggling for nearly a decade. The business seems fundamentally sound. Opel requires capital infusion and managerial skills for which GM has been talking to potential investors, such as Fiat of Italy, BAIC of China, Magna of Canada and RHJI of Belgium. The board of GM has to decide whether GM should liquidate Opel, retain it within its fold or go for partial divestiture. In the event of a sale of stake, the board has to decide whom, from among those short-listed by the chief executive officer and his team, it should bring aboard. The case provides an opportunity for students to use available data and their judgment to choose a bidder who can drive shareholder value. It helps them deal with issues such as timing and biases in a typical retain/liquidate/divest decision and also whether a company should have, on the lines of a more common M&A strategy, an ongoing divestiture strategy.
 
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Case Solution for XiamenAir in 2014: The Dreamliner Decision
Complete Case details are given below :
Case Name :      XiamenAir in 2014: The Dreamliner Decision
Authors :           W. Glenn Rowe, Xiaomei Guo
Source :             Ivey Publishing
Case ID :            W14159
Discipline :        General Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In spring 2014, XiamenAir is the most profitable of the five largest airlines in China. With bases in Xiamen, Fuzhou and Hangzhou, its flight network covers major cities in China with international service to Macao, Taiwan, Hong Kong and other Southeast Asian countries. The company prides itself on its differentiation strategy: customer service, building a brand and reputation that its customers trust and providing a service for which its customers are willing to pay a premium price even when there are low cost/low price carriers available. Its management is contemplating buying six new Boeing Dreamliner wide-body aircraft that will allow the company to expand its market to Europe, Australia and western North America. Will this purchase enable Fujian Province to more quickly become established as the regional hub for Southeast Asia, Northeast Asia and cross-strait transportation? Will it help speed China’s push to internationalize its passenger airlines? In the face of growing competition from high-speed rail networks and both Chinese and international airlines, the management must decide how best to grow the company and maintain its profits.
 
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Case Solution for Procter & Gamble Canada (A): The Febreze Decision
Complete Case details are given below :
Case Name :      Procter & Gamble Canada (A): The Febreze Decision
Authors :           Roderick E. White, Ken Mark
Source :             Ivey Publishing
Case ID :            900M05
Discipline :        Marketing
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Procter & Gamble reorganized its operations and created Global Business Units with Market Development Organizations (MDO) to augment the brand strategy work. This reorganization supported changes in culture that included reasonable risk taking. The marketing director of Procter & Gamble Canada was evaluating the potential success of launching a new product, Febreze, by using volume analysis resources available to her. The results indicated that Febreze would be a relatively small business opportunity, but the model could not take into account the various new MDO marketing tools that were not yet available. To justify the cost of launching the product, revenues would have to be significantly more than the volume model predicted. While trying to adjust to the new culture, the marketing director had to evaluate the risks associated with launching the product not knowing if the new tools would generate the additional volumes needed and the risk of losing the competitive edge if she postponed the launch.
 
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Case Solution for Pennzoil-Quaker State Canada: The One-to-One Decision (A)
Complete Case details are given below :
Case Name :      Pennzoil-Quaker State Canada: The One-to-One Decision (A)
Authors :           Terry H. Deutscher, Christopher Spalding
Source :             Ivey Publishing
Case ID :            904A10
Discipline :        Marketing
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of the lubricants business for Pennzoil-Quaker State Canada is facing a significant challenge–overcoming customer apathy about changing motor oil. Increasing the frequency of oil changes and improving retention of its customers were critical for the financial success of the company. In response to this challenge, the director had to decide on the adoption and implementation of a major new promotional program: One-to-One. The program was designed to create closer relationships among consumers, retailers, and Pennzoil-Quaker State. Making the program work required active cooperation on the part of retail installers who performed the oil changes.
 
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Case Solution for Datavast Inc.: The Target Segment Decision
Complete Case details are given below :
Case Name :      Datavast Inc.: The Target Segment Decision
Authors :           Michael Taylor, Maggie Hao
Source :             Ivey Publishing
Case ID :            W12436
Discipline :        Marketing
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Datavast Inc., a product designer and manufacturer based in China, had just launched its new private cloud storage product, the Data Security Box. The general manager of Datavast was faced with the dilemma of who to sell this product to. He determined that segmenting by size was the most effective method, as customers in different industries and regions did not have very different needs or buying characteristics. However, SMEs (companies with 200-500 computers) and large companies (companies with 1,000+ computers) exhibited vastly different needs and purchasing behaviour. The general manager had limited resources, so he faced the decision of focusing on either SMEs or large companies. Although Datavast did not have any direct competitors at the time, its decision was complicated by the company’s current state and capabilities, as well as the data storage industry in China. Also, the general manager was hoping to retire within five years and was unwilling to make additional capital investments in the company. Datavast was operating at a loss and his goal was to bring the company into profitability within the next year. A net loss also meant that the company could not afford to be burdened with large additional expenses. Lastly, private cloud storage was a new technology in China and the market needed to be familiarized with the concept.
 
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