Evolution

Case Solution for Friends of Western Buddhist Order – Windhorse: Evolution

Complete Case details are given below :

Case Name : Friends of Western Buddhist Order – Windhorse: Evolution

Authors : Himanshu Dhaka, Rajen Gupta, Tanuja Sharma

Source : Ivey Publishing

Case ID : W14778

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the organization; however, many of the Buddhist members felt that the purpose and meaning that had bonded the members to the organization was fading. As a result, an increasing number of Buddhists started leaving the organization, while many new members were unwilling to work for the low remuneration. Was it viable for such a value-based organization to continue to pursue financial prosperity?

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Case Solution for Malkinson Printing Company: The Evolution of a Family Business

Complete Case details are given below :

Case Name : Malkinson Printing Company: The Evolution of a Family Business

Authors : Stuart Rosenberg

Source : North American Case Research Association (NACRA)

Case ID : NA0347

Discipline : Organizational Behavior

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Matt Decker, the former president of Malkinson Printing Company, a family-owned private printing company in Milwaukee, Wisconsin, needed to decide whether to return to the company after quitting more than two years earlier. Matt had been one of the three family members in the fourth generation of Malkinson Printing ownership, along with Brad Malkinson and Ron Malkinson. Matt’s exit from Malkinson Printing came during a period when the business had begun to struggle for the first time in its history. The company had always been a successful one, growing with each of its previous generations of ownership, but the printing industry had changed dramatically by the beginning of the twenty-first century. The advent of computer graphics and desktop publishing placed companies like Malkinson at a competitive disadvantage and its owners faced the challenge of sustaining its market. The dynamics of the technological changes that were taking place dovetailed with a fracturing of the family dynamics at Malkinson Printing. Whereas their predecessors had generally agreed on company strategy, the three members of the fourth generation of Malkinson ownership did not get along. Matt had walked out when Brad secretly sold his stake in the business, which left Ron with a 75 percent share of the ownership. Matt was working as a salesman for another printing firm in October 2003 when Ron asked if he would come back. Matt had been critical to the success of Malkinson Printing Company, and Ron said he needed him to help save the business. This case is suitable for courses in family business management or for courses in small business management where family business issues are addressed. It can be especially useful as an introductory case or a second case on family business.

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Case Solution for Customer Segmentation and Business Model Evolution at Unbounce

Complete Case details are given below :

Case Name : Customer Segmentation and Business Model Evolution at Unbounce

Authors : Raymond Pirouz, Ken Mark

Source : Ivey Publishing

Case ID : W14260

Discipline : Entrepreneurship

Case Length : 07 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In December 2011, the co-founder of Unbounce, a Vancouver-based software services start-up, is considering expanding into the enterprise user space. Unbounce got its start providing turnkey landing pages – web pages specific to current advertising campaigns – to the small and medium-sized enterprise market. Within 18 months, the company has achieved thought leadership in this space, has a list of paying customers and has built its support team from six to 25 people. The challenge is that since the entire company is focused on its core market segment, entering the enterprise user space means that different capabilities will have to be developed. Will developing the enterprise user market prevent the competition from invading this space or will it mean alienating and perhaps losing its current customers? What is the best plan for going forward?

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Case Solution for Global Sources Ltd.: The Evolution of B2B

Complete Case details are given below :

Case Name : Global Sources Ltd.: The Evolution of B2B

Authors : Allen Morrison, Tom Gleave, John C. Beck

Source : Ivey Publishing

Case ID : 901M65

Discipline : Strategy

Case Length : 25 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Global Sources Ltd. is Asia’s leading publisher of business-to-business (B2B) trade-related magazines. In the latter half of the 1990s, the Internet became a powerful force for change in the business world, leading to an explosion of Internet-related activities by both traditional bricks and mortar companies, as well as countless upstart dot.coms. The chairman and CEO of Global Sources had foreseen the opportunities afforded by the Internet early on and had made it an integral part of the company’s strategy. Currently, the level of activity in the B2B portal space has evolved so quickly that a noticeable degree of confusion among suppliers, buyers, and investors about the merits and drawbacks of these portals has arisen. Moreover, the sustainability of these ventures has been brought into question, which is causing a dramatic reversal of fortunes for many companies. The result is that there are strong signs that the industry will experience a significant consolidation. This has left Global Sources chairman with the key challenge of generating greater visibility among users and potential users of the companies services, as well as greater interest from the investment community to remain viable. The company must be able to educate and convey its value proposition to its users, as well as determine whether it should continue to remain an independent player, purchase a competitor, or enter into a strategic alliance.

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Case Solution for Wheels Group: Evolution of a Third-Party Logistics Service Provider

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Case Name : Wheels Group: Evolution of a Third-Party Logistics Service Provider

Authors : P. Fraser Johnson, Michael Sartor

Source : Ivey Publishing

Case ID : 904D04

Discipline : Strategy

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The president of Wheels Group and the founder and major shareholder of the company are evaluating alternatives for doubling the company’s revenues over the next five years. They must decide between two competing growth strategies: an asset-based growth strategy and a nonasset-based growth one. Complicating the decision is the fact that approximately 75% of the company’s revenues are currently derived from nonasset-based activity. Students can explore issues associated with developing, evaluating, and implementing business strategy within the third-party logistics industry.

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Case Solution for From PPG to Vancl: Business Model Evolution of Online Apparel Retailing

Complete Case details are given below :

Case Name : From PPG to Vancl: Business Model Evolution of Online Apparel Retailing

Authors : Xiaobo Wu, Xubo Bai

Source : Ivey Publishing

Case ID : W11172

Discipline : General Management

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

“In October 2005, PPG pioneered a new model for online apparel retailing in China. Targeting low-end men’s apparel, PPG’s new business model met with great initial success due to its responsive supply chain, lighter distribution channel, and the brand established by costly advertising. However, underlying limitations of PPG’s business model led to its eventual failure. Followers learned from both PPG’s success and failure. The best practices of VANCL provided a good example of the evolution of a business model, which made VANCL the new leader in the online retail industry. To show the evolving characteristics of the apparel retailing business model, this case describes a successive two-stage story, in which each company made improvements based on other forerunners.”

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Case Solution for Incredible India: Evolution of Brand India

Complete Case details are given below :

Case Name : Incredible India: Evolution of Brand India

Authors : Tripti Ghosh Sharma, Akshay Kumar, Samriddhee Khanna, Aditi Gupta, Karthik Govindarajan, Arpit Agarwal

Source : Ivey Publishing

Case ID : W14314

Discipline : Marketing

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 2013, the minister of state for tourism in India is contemplating the future of the “Incredible India” campaign. Started in 2002, the campaign had succeeded in turning India into a high-end tourist destination, as a result bringing about a growth of 16 per cent in the number of foreign visitors. Originally focused on landscape and culture, the campaign evolved to embrace such concepts as spiritual, medical, adventure, film and sports tourism on a year-round basis. In 2007, the campaign was extended to the international arena with participation in events in Berlin, Cannes, London and New York. In 2012, the culmination of over a decade of effort resulted in three awards at the World Travel Awards. Now, in 2013, uncertainties have multiplied. India has gained more familiarity among and acceptance from foreign tourists of diverse backgrounds, who now expect more differentiation in the choices available. To lure them, the tourism departments of several Indian states and union territories have begun to adopt their own advertising campaigns. Can Indian tourism, which is based on a unified branding approach, sustain its growth in the long run? Is it more advantageous to change to a system in which different tourism products and regions are branded distinctly?

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