Engineering

Case Solution for Richmond Engineering in China

Complete Case details are given below :

Case Name :      Richmond Engineering in China
Authors :           Neil Abramson, Janet X. Ai
Source :             Ivey Publishing
Case ID :            97G021
Discipline :        Business & Government Relations
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Richmond Engineering is a successful Vancouver-based entrepreneurial manufacturer of roadway light poles that has decided to expand into Asia rather than attempting to compete in Eastern Canada or the United States. The process of finding and qualifying leads for joint ventures, the stages for developing an agreement according to Chinese business practice, and the pressures of negotiating with the Chinese are all described in detail.
 
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Case Solution for Project Vishwamitra at T.P. Engineering Corporation
Complete Case details are given below :
Case Name :      Project Vishwamitra at T.P. Engineering Corporation
Authors :           S. Ramnarayan, Rekha K.N., Neha Gupta
Source :             Ivey Publishing
Case ID :            W11545
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the introduction of a human resources (HR) system named “Project Vishwamitra” (PV) in 2000 in a large, technocratic public sector organization, TP Engineering Corporation (TPEC). PV was introduced with considerable leadership support and visibility. It was intended to provide every engineer trainee at TPEC a friend and guide to ease their entry and socialization into the organization. The senior managers assigned to guide the trainees were called “mentors.” For the first four to five years, the project ran smoothly. The trainees distinctly felt supported whenever they needed some help. At the same time, the mentors were happy to guide trainees. After four to five years, certain important changes took place in the organization in staffing of leadership positions. With expansion and new projects, the growth trajectory of TPEC also showed a sharp increase. With earlier people moving out and a significant rise in the number of trainees being recruited, PV ran into difficult waters. Yet, no changes were made in the system or processes. PV started to get ritualized – meetings between trainees and mentors became more infrequent and in certain areas, there was total absence of any contact between the two. In the midst of degeneration, one of the leaders was able to revive the project in Unit Chelpur. With highly ambitious growth plans, the number of trainees was expected to increase from 450 in 2010 to 750 in 2011. The company faced a choice regarding the form in which PV should continue.
 
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Case Solution for Zhongda Optical Cable Engineering
Complete Case details are given below :
Case Name :      Zhongda Optical Cable Engineering
Authors :           Terry H. Deutscher, Alan Wenchu Yang
Source :             Ivey Publishing
Case ID :            903A08
Discipline :        Strategy
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Zhongda Optical Cable Engineering Co. is a small company that provides optical cable engineering services to contractors who are installing intranet applications in a province in China. As an early entrant in the market and a high-quality service provider, the company was able to charge premium prices. However, the market has changed, with many competitors now providing similar services. Furthermore, contractors–and some end users–learned how to do Zhongda’s major task, optical cable welding, for themselves. Zhongda has three options: aggressively target end-user accounts, retreat from cable engineering services and focus on distributing cable components, or start manufacturing optical cable welding machines. None of these is a perfect match for Zhongda’s capabilities, but the prospects for continued prosperity in its current role are bleak.
 
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Case Solution for VINSUN Infra Engineering: ERP on Premise or on Cloud
Complete Case details are given below :
Case Name :      VINSUN Infra Engineering: ERP on Premise or on Cloud
Authors :           Sumedha Chauhan, Sangeeta Shah Bharadwaj
Source :             Ivey Publishing
Case ID :            W13329
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The managing director of a small- to medium-sized electrical firm faces a major challenge: he realizes that the firm he founded has grown so significantly that information management has become very difficult. For solving issues of data integrity, redundancy, incompleteness and backup, he obtains quotations for implementation of enterprise resource planning from different vendors. Meanwhile, he discusses the issue of implementing the new system with his management team, who respond in different tones, leaving him confused. He also has to ensure that the initiative does not put strain on the firm’s finances. He ponders various options such as whether to adopt enterprise resource planning on premise or on cloud and whether to go with the safe but costly option of engaging a well-established firm or to risk dealing with a start-up.
 
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Case Solution for Robert Bosch Engineering India: Plotting a Growth Strategy
Complete Case details are given below :
Case Name :      Robert Bosch Engineering India: Plotting a Growth Strategy
Authors :           Sonia Mehrotra, U. Srinivasa Rangan
Source :             Ivey Publishing
Case ID :            W14282
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The general manager of an engineering solutions department at Robert Bosch Engineering India, a subsidiary of a major German supplier of automotive components, must expand his department from captive to non-captive (i.e., non-Bosch) business and grow rapidly. He believes that non-linear growth is feasible if he leverages competencies and talent built over the years within his division. He faces complex strategy execution challenges, including challenges related to funding, sales and marketing and the existing captive-oriented culture, in shifting from a captive to non-captive mode of business for growth. The automotive ecosystem, within India and abroad, is rapidly changing with its focus on high technology and offers opportunities while also posing threats. At the same time, senior management’s expectations for the general manager are high. He must decide whether to focus more on the development of non-linear products/services or on captive jobs in order to meet his firm’s revenue goal. He could also adopt a hybrid approach.
 
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