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Case Solution for Charley’s Family Steak House (A)

Complete Case details are given below :

Case Name :      Charley’s Family Steak House (A)
Authors :           E. Richard Brownlee II
Source :             Darden School of Business
Case ID :           UV1747
Discipline :        Accounting
Case Length :    07 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Charley Turner, the owner of four Charley’s Family Steak Houses located in a rapidly growing cosmopolitan city in eastern Texas, is about to meet with Alex Pearson, the new manager of Charley’s Family Steak House No. 2, in mid-December 2007. The primary purpose of this meeting is to finalize the 2008 operating plan for the restaurant, and similar meetings are scheduled with the other restaurant managers. Turner has decided that, due to the growth of his business, he can no longer continue to manage the operation as he did when there were only one or two restaurants. Therefore, he is in the process of implementing a more formal and rigorous planning and budgeting process. The case describes the process through which Charley Turner and Alex Pearson reach agreement regarding the final operating plan for the restaurant for 2008. The description contained in the case is both detailed and thorough, and includes the basis on which annual revenues are projected as well as the basis on which each expense is forecast for the year. Students are asked to verify all the amounts shown in the 2008 operating plan and then to prepare a revised operating plan based on a more pessimistic sales forecast.
 
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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 Shanda Games: A Buyout of a Chinese Family Firm

Complete Case details are given below :

Case Name :      Shanda Games: A Buyout of a Chinese Family Firm
Authors :           Emir Hrnjic, David Reeb
Source :             Ivey Publishing
Case ID :            W15136
Discipline :        Finance
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A controlling shareholder of the NYSE-listed Chinese online gaming company Shanda Games has offered a buyout at USD6.90 per American Depository Share (ADS); each ADS consists of two ordinary shares. The offer provides a premium of 22 per cent to the stock’s Friday close. Throughout the previous year, Shanda Games’ ADS had typically traded in the range of USD3.00 to 4.50.As Shanda Games’ independent directors attempt to evaluate the offer, they wonder: Should the shareholders accept it as it is? Should they ask for a higher price? Or should they look for the alternatives?
 
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Case Solution for Ireka Construction Berhad: A Chinese Family Business Goes Public

Complete Case details are given below :

Case Name :      Ireka Construction Berhad: A Chinese Family Business Goes Public
Authors :           Anne Marie Francesco
Source :             Ivey Publishing
Case ID :            905M05
Discipline :        Entrepreneurship
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Ireka Construction Berhad is a small Chinese family business in Malaysia founded in 1967. The company’s primary business was earthmoving for the mining industry, factory sites and housing lots, and has expanded its business into civil and structural engineering projects, building and construction, and hotel and property development. In 1992 it became a public company. This case illustrates the process of going from a private to a public company and discusses change management processes.
 
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Case Solution for Conflict Over Leadership and Succession in a Successful Family Business: The Lakkard Leather Company

Complete Case details are given below :
Case Name :      Conflict Over Leadership and Succession in a Successful Family Business: The Lakkard Leather Company
Authors :           Simon Parker, Matthias Tietz
Source :             Ivey Publishing
Case ID :            W11098
Discipline :        Entrepreneurship
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The founder of Lakkard Leather Company has headed the company for 24 years. He is proud of his business, and attributes much of its success to his own leadership style, which did not allow for anyone else’s participation in decisions of substance. When he was badly injured in a car accident, his son stepped in and kept the business going. Without any intention to take over, the son altered the leadership and operations of the company in the space of a few months, so that by the time the founder returned, the company had changed and his role was significantly reduced. The son, in the meantime, grew to like his interim position and believed he did a better job than his father. Both men become locked in a power struggle; yet the company faced several key decisions that had to be taken in terms of expansion, product offering and sale opportunities.
 
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Case Solution for Ensuring Family and Business Continuity at India’s GMR Group

Complete Case details are given below :
Case Name :      Ensuring Family and Business Continuity at India’s GMR Group
Authors :           K. Ramachandran, John Ward, Sachin Waikar, Rachna Jha
Source :             Ivey Publishing
Case ID :            W11509
Discipline :        Organizational Behavior
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Most family businesses do not survive beyond two or three generations. One of the main reasons for the short life span of family businesses is due to the lack of governance mechanisms in the family. With better family governance, business development becomes a more enjoyable journey and ensures continuity of the business across generations. This case is about an Indian family business, GMR Group, which was established a quarter century ago, and by 2010 became one of the major diversified infrastructure organizations in the country with large-scale interests in infrastructure (energy, roads and airports) and manufacturing (agri-business, mainly sugar). Since its founding, the Group has come a long way, from an independent proprietary enterprise to a family-owned holding corporation with several companies under its control, along with external stakeholders. The growth of the group has been led by the entrepreneurial zeal and organizational capabilities of its founder G.M Rao. Having seen many family businesses breaking up for want of adequate governance mechanisms, Rao led the way for the writing of his family’s constitution with the help of several experts. The entire family spent many hours, and after several rounds of iteration created and signed a constitution in 2007. The writing process of the constitution, and the policies and processes developed were optimal for maximizing GMR’s performance and the family’s well-being in current and future generations. The case captures the essential processes and output of writing a family constitution.
 
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Case Solution for Family Business Succession in Asia

Complete Case details are given below :
Case Name :      Family Business Succession in Asia
Authors :           Marleen Dieleman, Jonathan Ho Wye Kit
Source :             Ivey Publishing
Case ID :            W12853
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Wang Group was created by Alfred Wang in Hong Kong after fleeing China during the turbulence that marked the beginning of the communist regime. After successfully building up the diversified trading business and expanding to various other Asian countries, in 1995, the business was taken over by his second son, Charles Wang, a charismatic leader. Charles wished to create a more sustainable family business, tuned in to today’s global trends, and run by non-family members. To this end, Charles hired an outside CEO to implement his vision after implementing a far-reaching corporate change program. The global economic crisis that started in 2008, however, caught the company halfway through the reorganization, and brought losses and the departure of the newly hired CEO. Charles Wang had no other option than to again take up the top job himself, and had to reconsider the path towards a sustainable future for the family firm.
 
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