Dilemma

Weikang Pharmaceutical Co., Ltd.: Channel Management Dilemma Case Solution

Case Solution & Analysis for Weikang Pharmaceutical Co., Ltd.: Channel Management Dilemma by Jin-Song Huang, Qing-Qing Deng, Li Zhuang.

Complete Case details are given below :

Case Name :      Weikang Pharmaceutical Co., Ltd.: Channel Management Dilemma
Authors :           Jin-Song Huang, Qing-Qing Deng, Li Zhuang
Source :              Ivey Publishing
Case ID :           9B16A059 / W16700
Discipline :        Marketing
Case Length :    10 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In spring 2012, the issue of trans-boundary sales arose for China’s Weikang Pharmaceutical Co., Ltd. (Weikang). Sales of the company’s products were allocated to distributors in different regions, with each distributor enjoying a monopoly within that region. However, issues had been arising with such a rigid demarcation of sales territory. One question was whether introducing competition between sales agents would lead to higher sales, or whether regional teams could co-operate and share best practices. The sales director of Weikang pondered a conflict between two distributors that had aroused great controversy. With each party sticking to its own view, the conflict seemed intractable, and now distributors from different regions were looking for a reasonable solution. It was time for a meeting to discuss the company’s channel management. Faced with such a great difficulty as a cross-border operation, how should the company proceed?
 
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Case Solution for Lynchburg Foundry: The Ductile Dilemma

Complete Case details are given below :

Case Name :      Lynchburg Foundry: The Ductile Dilemma
Authors :           E. Richard Brownlee II
Source :             Darden School of Business
Case ID :           UV1755
Discipline :        Accounting
Case Length :    13 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Two castings plants produce ductile iron return as a byproduct of the manufacturing process. The two plants, Lynchburg and Archer Creek, can use all of their byproduct in the production of subsequent castings. A third plant, Radford, makes cast-iron pipe. It produces only about 12% iron return (versus 40% to 50% for the other two plants) and also could use more. Since iron return used in the pipe plant substitutes for high-cost pig iron, it appears that a transfer could be worthwhile, because in the castings plants, the iron return substitutes for a lower-cost mix of pig iron and steel scrap. The central issue in the case then is this: Should ductile iron return be transferred from the Lynchburg and Archer Creek castings plants to the Radford pipe plant? The economic analysis shows there is a substantial savings to the company if the iron return is transferred. The question then becomes, at what price? This is really a question of how to divide the company’s savings between the three plants, each of which is a cost center. Related to this question are a number of other issues: (1) the effect on plant performance, (2) the effect on decisions to discontinue, modernize, or expand the plants, (3) the effect on castings and pipe price, and (4) the effect on plant management morale and performance. At present, 3,500 tons of ductile iron return are being transferred from Lynchburg to Radford because the pieces are too large to be economically remelted at Lynchburg. The only cost Radford pays is freight. This is over half the potential 6,000 tons of iron return that it is feasible to transfer. An issue to consider is whether this iron return, which cannot be used at Lynchburg, should have the same transfer price as the iron return Lynchburg can use.
 
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Case Solution for Ito’s Dilemma

Complete Case details are given below :

Case Name :      Ito’s Dilemma
Authors :           Kenneth Eades
Source :             Darden School of Business
Case ID :           UV2481
Discipline :        Finance
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case introduces students to the concepts of option valuation and asks them to estimate option prices using the Black-Scholes pricing model. It illustrates the importance of volatility to option pricing and allows the introduction of the concept of implied volatility. The case is used most effectively in sequence with “Ito’s Delight” to introduce option-pricing concepts. Different versions of this teaching plan have been successfully used for both MBA and executive-education audiences.
 
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Case Solution for Comerica Incorporated: The Valuation Dilemma

Complete Case details are given below :

Case Name :      Comerica Incorporated: The Valuation Dilemma
Authors :           Yiorgos Allayannis, Baijnath Ramraika
Source :             Darden School of Business
Case ID :           UV1410
Discipline :        Finance
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In early September 2008, in the midst of the subprime crisis, a manager with the student-run Darden Capital Management fund, wants to evaluate whether Comerica Incorporated, a regional bank based in Dallas, Texas, is a good candidate for inclusion in his portfolio. He needs to perform a valuation of the bank to assert whether the bank seems to be undervalued by the market or whether a further decline in value might be possible. He must account for all the factors that affect bank valuation, both as related to the bank itself as well as to the current market conditions. The case can be taught to: a) examine the valuation of a bank during turbulent times; b) understand the key accounting statements (balance sheet and income statement) for a bank and how they may differ from those for an industrial company; and c) understand the key value drivers of bank value (metrics for profitability, credit quality, liquidity, and capital).
 
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Case Solution for TenAlpina Tools: The Entrepreneur’s Dilemma

Complete Case details are given below :

Case Name :      TenAlpina Tools: The Entrepreneur’s Dilemma
Authors :           Alfred Nanni, Paul Juras
Source :             Babson College
Case ID :           BAB276
Discipline :        Accounting
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Giulia Ferrato, a recent MBA graduate, has developed a high-quality, lightweight titanium piton, a tool used in mountain climbing. She is currently contracting for the production of the pitons. At the time of the case, her sole customer has made an offer of significant guaranteed demand for a two-year period, and, almost simultaneously, she is presented the opportunity to take over the forge operation of her contract manufacturer. She is trying to decide what would happen to her business under such a scenario.
 
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Case Solution for Springy Fields: An Entrepreneur’s Dilemma

Complete Case details are given below :

Case Name :      Springy Fields: An Entrepreneur’s Dilemma
Authors :           Michael C Breward, Katherine E Breward, Matthias Tietz
Source :             North American Case Research Association (NACRA)
Case ID :            NA0359
Discipline :        Entrepreneurship
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case highlights entrepreneur Tom Wilson’s dilemma: he must decide how to expand Springy Fields, his adult sport and recreation business. After the economic aftermath of 9/11 cost Tom his structural engineering job, he decided to turn his side business of running a spring and summer Ultimate Frisbee league into his full-time job. Over time, Tom’s league grew substantially and he expanded into beach volleyball, soccer, flag football, and dodge ball. The Internet helped Tom remove the biggest expansion roadblock: the time required to complete administrative and customer-service tasks. Without the Internet, Tom doubted he could have achieved a fraction of the success he enjoyed between 2002 and 2010. Heading into the 2010 season, Tom realized he had plateaued and needed a new growth strategy. Each of the numerous options for expansion had its own unique set of financial risks and lifestyle implications. The case examines the myriad issues associated with developing a growth strategy that meets Tom’s financial and lifestyle goals.
 
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Case Solution for FusionCharts: An Entrepreneurial Growth Dilemma

Complete Case details are given below :

Case Name :      FusionCharts: An Entrepreneurial Growth Dilemma
Authors :           Arun Saxena, Pritee Saxena
Source :             Ivey Publishing
Case ID :            W15096
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
InfoSoft Global is a seven-year-old start-up in the charting-software market. In 2008, it earns revenues of US$3.35 million in a market that its founder estimates to be US$100 million. Should the founder continue growing steadily within a niche, as he had done in the past, or should he make some new strategic choices to target a bigger share of the US$100 million market? Which technologies and devices should he bet on? What customer segments should he focus on? Should he add more complementary products to his company’s portfolio? What new channels should he leverage for greater market reach, and what strategy must he adopt to get there?
 
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Case Solution for A Student’s Dilemma: Rent or Buy?

Complete Case details are given below :

Case Name :      A Student’s Dilemma: Rent or Buy?
Authors :           Mehmet Begen, Caitlin Neal, Sabriya Karim
Source :             Ivey Publishing
Case ID :            W14207
Discipline :        Information Technology
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Whenever an investment is made, there are always costs and benefits. This case explores, based on quantitative and qualitative factors, a decision that a typical student at university might face. The decision to rent a house or purchase one in order to rent out the additional rooms is a difficult one. All of the pros and cons of each option need to be carefully considered.
 
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Case Solution for Evoe Spring Spa: A Positioning Dilemma

Complete Case details are given below :
Case Name :      Evoe Spring Spa: A Positioning Dilemma
Authors :           Ashita Aggarwal Sharma, Renuka Kamath, Sunil Rao
Source :             Ivey Publishing
Case ID :            W13570
Discipline :        Entrepreneurship
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-founders study the market and their competitors and conduct qualitative consumer research. In the end, they must choose from three viable positioning concepts.
 
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Case Solution for Manish Enterprises: A Growth Versus Profitability Dilemma

Complete Case details are given below :
Case Name :      Manish Enterprises: A Growth Versus Profitability Dilemma
Authors :           Shelly Singhal, Shailendra Kumar Rai
Source :             Ivey Publishing
Case ID :            W14389
Discipline :        Entrepreneurship
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2012, Manish Enterprises, a leading coal supplier firm located in Ludhiana, India, was facing a decline in growth. A year later, a business graduate was appointed as the chief executive officer of the company. He managed to reduce the cash cycle from six months to three months by running the operations of the firm efficiently. Sales increased by 127 per cent, and the firm began financing its growth by taking advances from customers. The firm was thus able to reduce its investment in current assets. However, despite adopting best practices, the profitability of the business was declining. The challenges then faced by Manish Enterprises were to manage growth and liquidity while retaining profitability.
 
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