Entrepreneurship

Forked River Brewing Co.: Craft Beer Entrepreneurship in an Evolving Industry Case Solution

Case Solution & Analysis for Forked River Brewing Co.: Craft Beer Entrepreneurship in an Evolving Industry by Max Stallkamp, Larry Plummer, Andreas Schotter.

Complete Case details are given below :

Case Name :      Forked River Brewing Co.: Craft Beer Entrepreneurship in an Evolving Industry
Authors :           Max Stallkamp, Larry Plummer, Andreas Schotter
Source :              Ivey Publishing
Case ID :           9B16M102 / W16365
Discipline :        General Management
Case Length :    12 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
On January 4, 2016, the co-founders of Forked River Brewing Company (Forked River), a small brewery in London, Ontario, revisited the company’s original business plan from 2012. Over the course of only four years, the founders went from home brewing enthusiasts to owners of a striving, award-winning craft brewery. Forked River beers were now offered in pubs, restaurants, and retail stores across the province of Ontario. In the past year alone, Forked River had expanded its production capacity by 50 per cent, hired an additional full-time brewmaster, and added a retail outlet to the brewing facility. However, business had recently become more complicated due to changes to Ontario retail liquor laws, increasing non-brewing administrative work, and looming decisions about the product portfolio and distribution strategy. Now, the three founders wondered whether Forked River was still on the right track or if a new strategic plan was needed to ensure its long-term success in the fast-changing craft beer industry.
 
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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 International Entrepreneurship at Infusion

Complete Case details are given below :

Case Name :      International Entrepreneurship at Infusion
Authors :           Christopher Williams, Melissa Davis
Source :             Ivey Publishing
Case ID :            W11026
Discipline :        Information Technology
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Infusion had grown over the 10 years between 2000 and 2010 to become a $50 million per year international software services business with 350 employees. The president is wondering how he could move the company towards becoming a $100 million per year international business through a mixture of organic growth and initiative with partners. The entrepreneurial vision of its original founders lived on in many ways, but the company had found it necessary to install an administrative structure with a professional management layer to underpin delivery in both domestic and international markets. It had not been an easy ride. The company had encountered problems in India, and there had been periods of staff attrition and challenging deliveries to clients. Clients were beginning to pull the company in new directions. The pace of technology change appeared to be relentless. While entrepreneurship was still encouraged in the form of an incubator called Infusion Angels, the CEO was faced with some critical decisions.
 
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Case Solution for Onergy: Developing a Social Entrepreneurship Start-up Brand

Complete Case details are given below :
Case Name :      Onergy: Developing a Social Entrepreneurship Start-up Brand
Authors :           Banerjee Saikat, Amit Aneja
Source :             Ivey Publishing
Case ID :            W13576
Discipline :        Entrepreneurship
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
ONergy, a for-profit social enterprise in the renewable-energy-based products industry is poised to scale up its operations – namely, providing electricity to the underserved, bottom-of-pyramid market in India. Creating a brand in this market has proved difficult, as competition comprises many large and small players. However, given the government’s support of renewable-energy-based products, the company expects substantial and continuous growth and aims to carve out a prominent position in this up-and-coming market. ONergy views investment in brand building as a way to ensure better acceptance by consumers and it is exploring innovative branding strategies that may be adopted by start-up social enterprises to create unique brands in a strategically profitable way. The key question now facing ONergy’s founder is how to maintain brand-building momentum and take the brand to the next level.
 
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Case Solution for Microsoft South Africa: Corporate Entrepreneurship and Innovation

Complete Case details are given below :
Case Name :      Microsoft South Africa: Corporate Entrepreneurship and Innovation
Authors :           Helena Barnard, Jonathan Marks
Source :             Ivey Publishing
Case ID :            W14621
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A new managing director of Microsoft South Africa was appointed in 2007 at a low point in Microsoft South Africa’s dominance of the software industry. He set out to address the issues by focusing on four pillars: people (employees), partnerships, revenue and local relevance. The latter included regulatory compliance requirements regarding social transformation and meeting the stringent Broad Based Black Economic Empowerment codes. The managing director knew that targets had to be met in order to build the relationship with head office and that once this was in place, it would be easier to manage the requests that were to come related to local relevance.
 
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Case Solution for The Challenges of International Entrepreneurship at Expatica.com

Complete Case details are given below :
Case Name :      The Challenges of International Entrepreneurship at Expatica.com
Authors :           Christopher Williams, Judith vanHerwaarden
Source :             Ivey Publishing
Case ID :            W11202
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In April 2011, the management team at Expatica Communications B.V. was reviewing the progress of the company and the opportunities for future growth. The management team had to take stock: the external environment was rapidly changing, and threats from competitors were on the rise. Expatica was founded 11 years earlier to provide English-language information and news to the expatriate community in Europe, delivering its services primarily over the Internet. One of the central issues Expatica faced was how to make its core business model effective across multiple markets. Recent launches of the online platform in new countries were not as successful as hoped and the performance of traditional ‘bricks and mortar’ offerings was also mixed. The company made tremendous progress over the years but needed to re-evaluate its position and decide which new opportunities for growth, if any, should be pursued.
 
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Case Solution for Luminar: Leveraging Big Data Using Corporate Entrepreneurship

Complete Case details are given below :
Case Name :      Luminar: Leveraging Big Data Using Corporate Entrepreneurship
Authors :           Simon Parker, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14175
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Entravision, a leading Spanish-language broadcasting company in the United States that targets Hispanic Americans, has just set up a digital analytics division called Luminar, which uses Big Data to focus a company’s marketing to a particular set of consumers. The idea of launching Luminar has been mooted by an outsider who is a friend and protegé of the company’s founding chairman. As the incumbent president of the new division, he is grappling with some major issues. How should he secure the buy-in of line and staff managers at Entravision? How should he find a structural fit between Entravision and Luminar? How should he leverage business opportunities beyond digital analytics? What kind of entry barriers can he build so that Luminar retains its first mover advantage?
 
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Case Solution for Immigrant Entrepreneurship: Bringing Yanjing Beer to Canada

Complete Case details are given below :
Case Name :      Immigrant Entrepreneurship: Bringing Yanjing Beer to Canada
Authors :           Kimberley Howard, William Wei, Kaijin Nie
Source :             Ivey Publishing
Case ID :            W14442
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
An immigrant entrepreneur created Hi-Bridge Consulting Corporation, a company that imported and distributed alcoholic products in Canada, among other activities. In 2009, the entrepreneur brought Yanjing beer to Canada from China, even though the Chinese brewery did not have an articulated international expansion strategy in Canada at the time. Despite numerous challenges in the Canadian beer market, the entrepreneur made significant headway. However, six years after the product’s introduction, she understood that many Canadian consumers were still not aware of Yanjing beer and that she needed to find an effective way to increase its market share.
 
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Case Solution for GROWING PAINS: Entrepreneurship in a State-Controlled Economy

Complete Case details are given below :
Case Name :      GROWING PAINS: Entrepreneurship in a State-Controlled Economy
Authors :           Yuliya V. Ivanova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0015
Discipline :        Business & Government Relations
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case describes the process of launching and developing a U.S.-Belarus joint venture that produces wood pellets in Belarus for sale in countries in the European Union. The combination of high demand for biofuels in EU countries and the potential for producing a good product at a low price in Belarus, provides a compelling business opportunity for brothers Victor and Aleksey Kruglov. Victor, who lives in the U.S., had experience in business in the U.S., and has access to capital. Aleksey, who lives in Belarus, has experience in wood-products production in Belarus, and has access to qualified workers. Having a well organized operation and continuous demand for its products, the company grew quickly. However, growth put the company in jeopardy in state-controlled Belarus. Local institutions (city and regional governments) perceived successful firms as sources of revenue for solving city infrastructure problems. Central institutions viewed successful firms as potential parts of their system of the larger government-controlled economy. Government involvement would most likely require the firm to follow specific directives, implement specific procedures for export operations, and share revenue. To avoid the threat of government control, the partners saw three options. Staying its course, their company could continue to grow and accept the role of major donor for the city’s needs, and become a part of the larger government-managed wood-processing industry. Alternatively, it could control its growth by slowing down or splitting up into several smaller firms located in different regions and still stay considerably invisible. A third option was to relocate operations entirely, to a country that provides a friendlier environment for business operations, yet has similar cultural and economic advantages.

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Case Solution for Can Growth Entrepreneurship Take Root in Denmark’s Central Region?

Complete Case details are given below :
Case Name :      Can Growth Entrepreneurship Take Root in Denmark’s Central Region?
Authors :           Daniel J. Isenberg
Source:              Babson College
Case ID:             BAB707
Discipline :        Entrepreneurship
Case Length :    17 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bent Mikkelsen is executive director of economic development for Denmark’s second largest region, MidJutland (Central Denmark Region).. As the case opens, he is contemplating comments he has read suggesting that one of the main programs within his entrepreneurship responsibilities, the Growth House program, may not be working as well as he and others had hoped. This is the core program in his entrepreneurship development responsibilities, and a flagship program developed for the regions by the federal Danish Business Authority. The case describes Denmark’s entrepreneurship and innovation policies, as well as its accomplishments, at least in terms of achieving top rankings in entrepreneurship policies by the Organisation for Economic Co-operation and Development and the European Union. Whereas more high-growth venture activity has evolved in Copenhagen, no one in Denmark claims that this is sufficient, and serious doubt that this success can be replicated in the other four regions, including MidJutland. Should every region be a locus of high-growth entrepreneurship, when talented entrepreneurs are moving to Copenhagen for its concentration of resources? Despite the fact that historically, numerous global ventures have emerged from the Central Denmark region, it appears that these older-generation entrepreneurs are not very involved in stimulating entrepreneurship among the current generation. Mikkelsen must decide if and how to tap into the expertise of the successful global Danish firms in entrepreneurial development in the region, increase the rate and effectiveness of angel investing in new ventures, and position the Growth House program better so as to accelerate private sector investment. He also wonders if the existing social and economic development programs are actually deterring risk-taking, and whether it might be time for regional authorities to stop playing such an active role.

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