Driving

Case Solution for Volkswagen Group: Driving Big Business With Big Data

Complete Case details are given below :

Case Name :      Volkswagen Group: Driving Big Business With Big Data
Authors :           Ning Su, Naqaash Pirani
Source :             Ivey Publishing
Case ID :            W14007
Discipline :        Information Technology
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Volkswagen Group (VW Group) had set a firm-wide “Strategy 2018,” which sought to make Volkswagen “the most successful and fascinating automaker in the world by 2018.” According to the strategy, the company would reach annual sales of 10 million vehicles worldwide. To achieve this ambitious goal, VW Group placed “intelligent innovations and technologies” at the top of its agenda. Big data, broadly defined, represented an important opportunity for the company. In this exercise, the class will be divided into teams, and each team will design an initiative that leverages big data to help the VW Group make significant progress towards its objective. The teams will present their initiatives at the upcoming executive meeting, at which time the best initiative will be selected.
 
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Case Solution for Driving Innovation at PAR Springer-Miller (A)
Complete Case details are given below :
Case Name :      Driving Innovation at PAR Springer-Miller (A)
Authors :           Susan Fleming, Alyssa W. Goldman
Source :             Ivey Publishing
Case ID :            W14132
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.
 
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Case Solution for Driving Innovation at PAR Springer-Miller (B)
Complete Case details are given below :
Case Name :      Driving Innovation at PAR Springer-Miller (B)
Authors :           Susan Fleming, Alyssa W. Goldman
Source :             Ivey Publishing
Case ID :            W14131
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.
 
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Case Solution for Toyota: Driving the Mainstream Market to Purchase Hybrid Electric Vehicles
Complete Case details are given below :
Case Name :      Toyota: Driving the Mainstream Market to Purchase Hybrid Electric Vehicles
Authors :           Jeff Saperstein, Jennifer Nelson
Source :             Ivey Publishing
Case ID :            904A03
Discipline :        Marketing
Case Length :    27 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Toyota is a large, international automobile manufacturer with plans to become the largest worldwide automaker, striving for 15% of global sales. Toyota is committed to becoming the leader of the hybrid-electric automotive industry and is relying on changes in the industry and customer perceptions to bring its plan to fruition. Toyota’s challenge is to develop consumer attitude and purchase intent from an early adopter, niche market model into universal mainstream acceptance.
 
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Case Solution for Porsche Canada: Selling Winter Driving
Complete Case details are given below :
Case Name :      Porsche Canada: Selling Winter Driving
Authors :           Ken Mark, Dante Pirouz
Source :             Ivey Publishing
Case ID :            W11146
Discipline :        Marketing
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Porsche Canada wants to encourage their Canadian customers to drive their cars in winter. The prize is increased sales of cars (by consumers currently unwilling to buy a Porsche only for summer driving) and winter accessories, such as snow tires. This is a three-fold challenge because Canadians generally believe that luxury vehicles should not be driven in winter due to to ice and salt; that sports cars generally performed poorly in winter conditions; and it was unwise to drive a luxury car in winter where it could be more easily scratched or damaged.
 
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Case Solution for A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products
Complete Case details are given below :
Case Name :      A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products
Authors :           Elizabeth Collins, Larry E. Greiner
Source :             HBS Brief Cases
Case ID :            2177
Discipline :        General Management
Case Length :    11 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360° performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander’s interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander’s supervisor Sam Glass will provide Sander with 360° performance feedback-the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer.
 
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