Fresh

Fresh to Table Case Solution

Case Solution & Analysis for Fresh to Table by Gautam Mukunda, Brooks C. Holtom.

Complete Case details are given below :

Case Name :      Fresh to Table
Authors :           Gautam Mukunda, Brooks C. Holtom
Source :              HBS Brief Cases
Case ID :           9-917-541
Discipline :        General Management
Case Length :    10 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
After the contentious firing of an office manager, the leadership at Fresh to Table, a software-as-a-service provider for luxury hotels and restaurants, make an unpleasant discovery. While reviewing the office manager’s internal electronic communications, company leaders discover that several key employees, including two that were recently promoted, had been spending substantial time on internal social media channels disparaging other employees, citing days when they skipped work, and referring to other instances of unprofessional behavior. This 5-page case explores issues related to electronic communications, termination and disciplinary procedures, and leadership, culture and values. It can be used in General Management, Organizational Behavior, Human Resource Management, Management Communication, Leadership, and Employee Relations courses. The case also allows students to consider how technology affects organizational interactions and culture.
 
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Case Solution for Tesco’s Fresh & Easy: Learning from U.S. Exit

Complete Case details are given below :
Case Name :      Tesco’s Fresh & Easy: Learning from U.S. Exit
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W13504
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In mid-April 2013, the chief executive officer of Tesco PLC, the world’s third largest global retailer headquartered in London, United Kingdom, must explain to shareholders his decision to close down the operations of the fully owned subsidiary, Fresh & Easy Neighborhoods Market Inc., in the United States. Following a December 2012 strategic review that reported that the subsidiary was not delivering acceptable returns, operations have already been discontinued and a buyer is being sought. Although the focus on fresh food to ameliorate the health care costs of obesity in the United States was a driver for establishing the subsidiary, the effects of the 2008 recession discouraged consumers from paying the higher costs of fresh food. Is exiting the United States the right decision for Tesco? How should the process of exit be managed? Are there any takeaways from the U.S. operations that Tesco can apply elsewhere in its global strategy?
 
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Case Solution for Equinox Asset Management: Starting Fresh

Complete Case details are given below :
Case Name :      Equinox Asset Management: Starting Fresh
Authors :           Chuck Grace, Stewart Hugh
Source :             Ivey Publishing
Case ID :            W11369
Discipline :        Finance
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
After a two-year absence from the financial industry, Tom Henne evaluated his options and determined that he could exploit his knowledge of the inner workings of pension fund business and start a new firm, Equinox Asset Management (Equinox). Despite a recent article that decried the ability of pension funds to provide returns that did no more than mirror the average index, Henne believed his fund could beat the market or achieve alpha. He proposed that this success could be had by differentiating the Equinox fund in several ways from the typically large and well-branded funds of banks and insurance companies. Thinking he still had significant time to mull over the details, Henne was surprised to receive a phone call from a local company wanting him to do a presentation on Equinox at their offices. Henne had only one week to decide the size of his fund, finalize his fee structure, identify his positioning and marketing strategy, and evaluate an appropriate client base. But most of all, he wondered whether the idea for his fund was even plausible.
 
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