Denmark

Case Solution for How, or Should, SE (Denmark) Foster Entrepreneurship?

Complete Case details are given below :

Case Name :      How, or Should, SE (Denmark) Foster Entrepreneurship?
Authors :           Daniel Isenberg
Source :             Babson College
Case ID :            BAB721
Discipline :        Entrepreneurship
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Babson Entrepreneurship Ecosystem Project (BEEP) was established in 2010 following the publication of “How to Start an Entrepreneurial Revolution”. The article contributed to the widespread recognition that entrepreneurship blossoms in a given region as the result of a complex interaction of many different domains and actors, including universities and human capital, providers of capital, corporations, policy makers, NGOs, and foundations.The 2010 Harvard Business Review (HBR) article made the term “entrepreneurship ecosystem” prominent for the first time, reflecting this dynamic and largely self-regulating system. The SE (formerly, Southern Energy) case enriches this dialog on engaging larger corporations in fostering entrepreneurship and entrepreneurship ecosystems and helps the discussion transcend polemic prescription and overly simplistic stereotypes of what larger corporations should or should not do. The case also highlights the potential benefits for larger corporations by engaging with entrepreneurial ventures. The case describes SE’s development from a small local utility located on the far western coastline of Denmark to an increasingly global player in electricity distribution and sales, telecommunications, including broad band internet, cable TV, renewable energy, and related fields. Although admittedly lacking a coherent strategy, SE has launched several entrepreneurial programs. The most prominent and visible activity is the Next Step Challenge, a new-as of the time of the case-global startup competition initially targeted to startup ventures in fields closely related to energy and telecommunications. Eight ventures from Denmark, the United States, Chile, and Serbia participated in the first three-month long program, which took place in Esbjerg, Denmark. The case outlines the program details, and participants’ views of the benefits and drawbacks of the program. SE is committed to, and has budgeted for, three iterations of the Next Step Challenge. Whereas most discussions of how corporations may programmatically engage entrepreneurship would focus entirely on this startup competition, the case also describes two additional programs with later stage entrepreneurial ventures. One is SE Blue Equity, a DKK 640 million, about $120 million, private equity fund managed by SE and three large Danish corporations and funds. SE Blue Equity has invested in five companies, each with approximately $10 million in revenues, in fields related to renewable energy and energy data and distribution, so it can scale them up with strategic relationships and bolstered management. SE has also incorporated SE Cloud Factory within its corporate structure, which originated as an external entrepreneurial venture. SE Cloud Factory is a customizable standard networking and data communications service for small and medium sized companies.
 
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Case Solution for Organizing From Scratch: The Learning Lab Denmark Experience (A)

Complete Case details are given below :
Case Name :      Organizing From Scratch: The Learning Lab Denmark Experience (A)
Authors :           Claus Rerup, John Lafkas
Source :             Ivey Publishing
Case ID :            906C06
Discipline :        Organizational Behavior
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Learning Lab Denmark (LLD), a research and development institute, encountered many of the difficulties typically experienced by start-ups, especially obstacles that involve developing a set of routines for getting things done. In other respects, LLD faced several distinct challenges that are specific to its charter. Describes in detail the history behind the formation of Learning Lab Denmark: the goals and the organizing principles underlying LLD and its sub-components; and the various personnel roles and issues, including performance problems, criticism, and paradoxes that arose in the first couple of years.
 
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Case Solution for From In-house to Joint R&D: The Way forward for Nokia Denmark

Complete Case details are given below :
Case Name :      From In-house to Joint R&D: The Way forward for Nokia Denmark
Authors :           Torben Pedersen, Marcus Moller Larsen
Source :             Ivey Publishing
Case ID :            W11594
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes and discusses the organizational and strategic challenges of outsourcing research and development (R&D) activities from Denmark to China. Nokia Denmark was founded in 1996 as a subsidiary of the Nokia Corporation and contained the largest Nokia R&D unit, concentrating on the development of mobile telephones, outside Finland. In 2007, Nokia Denmark received instructions from corporate headquarters to drastically increase the number of mobile phones developed. Motivated by the need to release pressure on its in-house capacity, Nokia Denmark decided to outsource certain product development projects to the Taiwanese company Foxconn in a joint R&D (JRD) setup. Foxconn, one of the world’s largest electronic component manufacturers, which was also developing products for many of Nokia’s competitors, was given the responsibility of developing and testing selected standardized and less complex mobile phones, while more complex and sophisticated technology projects were retained in-house. However, by 2010, Foxconn had become a central figure in Nokia Denmark’s product development process with responsibility for increasingly complex projects. Given the increasing importance of Foxconn for Nokia Denmark, the rising pressure from the corporate headquarters and the competitive market environment on products and costs, Nokia Demark thus faced a central question on how to proceed with the JRD. Three alternatives were outlined for the future of Nokia Denmark’s JRD with Foxconn: the management could decide on scaling up, phasing out or continuing the status quo.
 
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Case Solution for New Denmark Sawmill Upgrade

Complete Case details are given below :
Case Name :      New Denmark Sawmill Upgrade
Authors :           Mary Heisz, Dan Marino
Source :             Ivey Publishing
Case ID :            905B07
Discipline :        Accounting
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president of Jackson Limited’s sawmill division was reviewing proposals to upgrade and modernize the sawmill at the New Denmark site in New Brunswick. He was faced with different alternatives ranging from a capital requirement of $6 million to as high as $14 million. The president must make a capital budget decision that will take into account several uncertainties.
 
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