Goldman

Case Solution for Driving Innovation at PAR Springer-Miller (A)

Complete Case details are given below :
Case Name :      Driving Innovation at PAR Springer-Miller (A)
Authors :           Susan Fleming, Alyssa W. Goldman
Source :             Ivey Publishing
Case ID :            W14132
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.
 
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Case Solution for Driving Innovation at PAR Springer-Miller (B)

Complete Case details are given below :
Case Name :      Driving Innovation at PAR Springer-Miller (B)
Authors :           Susan Fleming, Alyssa W. Goldman
Source :             Ivey Publishing
Case ID :            W14131
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.
 
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Case Solution for General De La Rey and the Blue Bulls

Complete Case details are given below :
Case Name :      General De La Rey and the Blue Bulls
Authors :           Michael Goldman
Source :             Ivey Publishing
Case ID :            908A10
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Blue Bulls rugby team enjoyed a fanatical fan base and had been performing well in local and international competitions recently. As a leading South African rugby franchise, the Blue Bulls faced a social and political environment that emphasized racial transformation. An up-and-coming Afrikaans musician had become best-seller with his De La Rey song, which was about a Boer soldier who calls on General De La Rey to lead the Afrikaner people to victory in the second South Africa War between the Boer Republic and colonial Britain. Given the emotive theme of the song and the response by some to view it as a reassertion of Afrikaner nationalism, the song had attracted significant media coverage and controversy. As part of the entertainment at the Vodacom Super 14 rugby game between Western Force and the Vodacom Blue Bulls, De La Rey was played over the stadium loudspeakers. This delighted most of the mainly White Afrikaans spectators. As the evening progressed, the acting head of the Blue Bulls Company, the organization that managed the Blue Bulls rugby team and the Loftus Versveld stadium, received a number of complaints from supporters about the playing of the De La Rey song and thus decided to remove the song from the official stadium playlist. By Monday morning, a media frenzy had erupted about this decision and the acting head was faced with a number of options of how to respond. The case is written for a first-year MBA module and is designed to explore the following themes: 1) race, identity and language as consumer behavior variables 2) spectator, supporter and consumer processes within sports marketing 3) sports brand development and sponsorship relationships.
 
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Case Solution for Beyond Epic: Building the Business Beyond a Single Event

Complete Case details are given below :
Case Name :      Beyond Epic: Building the Business Beyond a Single Event
Authors :           Greg Fisher, Michael Goldman
Source :             Ivey Publishing
Case ID :            W13291
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The founder and CEO of a mountain bike race in South Africa wonders how to build on the world-class event that he and his team have created. Although the event is popular and continues to grow in prestige, the business’s dependence on a single event creates both a threat and an opportunity. The threat is that the business would be in serious jeopardy if something were to go wrong with the event. The opportunity is that the event can be a launch pad for additional events or for other business concepts. Although the team has experimented with some ideas, they have not hit on anything that they want to pursue on an ongoing basis. The founder and CEO is therefore looking for the concept or idea that will provide the business with its next injection of growth. Learnings from the case may be applied to any event-based creative industries business, such as music festivals, exhibitions, fairs or film festivals.
 
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Case Solution for Growing the Mamas & Papas Brand

Complete Case details are given below :
Case Name :      Growing the Mamas & Papas Brand
Authors :           Michael Goldman, Jennifer Lindsey-Renton
Source :             Ivey Publishing
Case ID :            W11647
Discipline :        Marketing
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Nawaal Motlekar is the managing director of Kwenta Media and founding editor of Mamas & Papas, a recently launched parenting magazine in Southern Africa. From her early entrepreneurial experiences, Motlekar developed a personal and professional interest in parenting magazines. As a Black South African women, married to an Indian man, in an increasingly multi-racial and multi-cultural society, Motlekar recognized a gap for a parenting magazine that would appeal to a wider and more racially and culturally inclusive target market. After extensive research and development, she launched the Mamas & Papas magazine in early 2009. The case charts Motlekar’s journey as an entrepreneur, as well as her efforts between 2006 and 2009 to bring the magazine to life. The case explores the quantitative and qualitative research approaches employed by Motlekar, as well as her marketing and branding initiatives towards building a Mamas & Papas brand beyond just the physical magazine. With the magazine having been on the shelves for 12 months, Motlekar and her board faced a number of decisions. These included options to increase advertising revenues and circulation, as well as choosing how to extend the Mamas & Papas brand into related categories.
 
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Case Solution for Goldman Sachs and the Big Short: Time to Go Long?

Complete Case details are given below :
Case Name :      Goldman Sachs and the Big Short: Time to Go Long?
Authors :           Randall D. Harris
Source :             North American Case Research Association (NACRA)
Case ID :            NA0284
Discipline :        Finance
Case Length :    30 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On August 21, 2007, David Viniar, Chief Financial Officer of Goldman Sachs, received an e-mail from a trader in Goldman’s Mortgage Department. In the e-mail, addressed also to Goldman Co-Presidents Gary Cohn and Jon Winkelreid, Joshua Birnbaum outlined a proposal for the firm to move from a net short position in subprime mortgage securities and derivatives to a net long position. Birnbaum claimed that the net long position would not only be profitable but also reduce Mortgage Department and firm-wide risk. This proposal came at a critical time for the subprime mortgage markets in the U.S. and around the world. Subprime mortgage originators such as New Century had filed for bankruptcy. Two Bear Sterns hedge funds that traded subprime mortgages had collapsed. The turmoil had also spread to global markets. Goldman Sachs, unique among New York investment banks, had anticipated the downturn in the subprime mortgage markets and had positioned itself to profit from the meltdown. Now, at a critical juncture, traders on the front lines of the subprime mortgage markets wanted to reverse Goldman’s net short position and go net long. David Viniar knew that the decision to go long could not be taken lightly and would have major implications for the firm, the firm’s overall levels of risk and possibly the firm’s survival. Goldman’s board of directors and key board members had been monitoring the firm’s subprime exposure and would likely want to be consulted regarding such a consequential decision.

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