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Case Solution for China Kelon Group (B): Integration After Merger

Complete Case details are given below :

Case Name : China Kelon Group (B): Integration After Merger

Authors : Justin Tan, Paul W. Beamish

Source : Ivey Publishing

Case ID : 903M05

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Deals with the issue of integrating two large business groups after the No. 6 air conditioner manufacturer, Kelon Group, acquired the No. 5 air conditioner producer, Huabao. Whereas Kelon Group is a nonstate-owned company, Huabao was spun off from a state-owned enterprise group. It was a landmark acquisition case in which a nonstate entrepreneurial firm took over a state enterprise that had a strong name brand and national reputation. The two companies have different resource bases, history, tradition, corporate culture, management style, product features, and reward systems. They were traditionally close rivals located in the same township. The combined capacity will make the new Kelon-Huabao the top air conditioner manufacturer in terms of market share, assuming a successful merger and integration.

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Case Solution for China Kelon Group (A): Diversify or Not?

Complete Case details are given below :

Case Name : China Kelon Group (A): Diversify or Not?

Authors : Justin Tan, Paul W. Beamish

Source : Ivey Publishing

Case ID : 903M04

Discipline : General Management

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 1998, the soon-to-retire founder of China Kelon Group, a major home electrical appliance manufacturer, was confronting issues of market diversification (urban to rural), product diversification (now also produced air conditioners), and the evolution of his senior management team (from an entrepreneurial firm to one managed by a professional manager). This case illustrates to a non-Chinese audience just how rapidly local Chinese manufacturing has developed and that such firms are future competitors for foreign companies.

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Case Solution for CGI Group Inc.

Complete Case details are given below :

Case Name : CGI Group Inc.

Authors : Roderick E. White, Ken Mark

Source : Ivey Publishing

Case ID : 905M21

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The president and chief operating officer of Montreal-based CGI Group Inc., the largest information technology services firm in Canada and among the largest in North America, is looking to comment on a U.S. team member’s new business opportunity. The general manager of CGI’s Oklahoma City office and his team are developing plans to introduce an inventory audit service, which would fall with in a broad category of business process outsourcing services, targeted at CGI’s retailing clients in the United States and Canada. CGI prides itself on its close relationships with its clients and the leeway it allows its managers to develop and launch new ideas. Although CGI has a strategic goal to increase business process outsourcing revenues and the inventory audit idea sounds promising the president is concerned that focusing on too many business process outsourcing markets would be distracting. CGI had already made substantial investments to develop a BPO offering for the insurance industry and it was also looking at the telecommunications industry. Where would an inventory audit service fit in? And if the president did not feel that launching this service was warranted, how could he inform the Oklahoma team without dampening their enthusiasm for new ideas?

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Case Solution for Sanlu Group and the Tainted Milk Crisis

Complete Case details are given below :

Case Name : Sanlu Group and the Tainted Milk Crisis

Authors : Shih-Fen Chen, Francis Sun

Source : Ivey Publishing

Case ID : 909M77

Discipline : General Management

Case Length : 27 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In late summer of 2008, a tainted milk scandal unfolded in China and shocked the world. Lethally high levels of melamine were detected in infant formula being sold on the market. Sanlu Group Inc. (Sanlu), the core firm in the scandal, had manufactured a product containing melamine that was 5,125 times higher than the European Union (EU) safety units. The scandal swept through the Chinese dairy industry and all over the world where Chinese dairy products were recalled and banned. By December 2008, the official records indicated over 290,000 infants were sickened, 51,900 were hospitalized, and 11 deaths were suspected and three confirmed. Two managers of Sanlu’s raw milk suppliers were sentenced to death and four of Sanlu’s executive team (including the chief executive officer and chairwoman) were sentenced to varying jail terms. By analyzing the lead-up and background to the scandal, the global reactions to the crisis, the Chinese political climate and the resulting social and cultural transformations, can it be determined what could – and should – be done to prevent similar incidents of food and product safety issues in the future?

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Case Solution for The Ciputra Group: Shaping the City in Asia

Complete Case details are given below :

Case Name : The Ciputra Group: Shaping the City in Asia

Authors : Marleen Dieleman

Source : Ivey Publishing

Case ID : 909M84

Discipline : General Management

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The Ciputra Group was set up by Mr. Ciputra in the 1980s, after a long entrepreneurial career with a vision to provide a business for his children. The case describes the development of this group, which evolved into a prominent and innovative player in the Indonesian property sector. Under Ciputra’s guidance, the company became known for its satellite cities, in which the group combined technical, construction and urban planning qualities, along with the ability to understand and manoeuvre in the difficult Indonesian environment. The Ciputra Group moved into areas where the government was weak (public facilities, roads, sewerage, city management, security, etc) and as such became an “institutional entrepreneur” that shaped Indonesia’s cities. This model was later exported to other emerging markets. The case ends with the company facing two sets of interlinked problems. One set is strategic, as the company’s business model has proven to be vulnerable, and it is undergoing various changes. The question is what strategic option the company should choose. The second set of issues concerns the leadership and corporate structure of the group. Since Ciputra is in his late 70s, a generational change in leadership is imminent, and students are asked to reflect on the most appropriate path towards further development of the business from one led by a charismatic entrepreneur towards a professional family business. The two sets of issues are interlinked with each other and pose opportunities and constraints.

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Case Solution for The IOI Group: Creating a Malaysian Palm Oil Multinational

Complete Case details are given below :

Case Name : The IOI Group: Creating a Malaysian Palm Oil Multinational

Authors : Marleen Dieleman, Megha Mittal

Source : Ivey Publishing

Case ID : 910M68

Discipline : General Management

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case discusses the story of the IOI Group, one of the largest palm oil players in Malaysia, which has seen rapid growth in the past two decades. Family-controlled since 1982, the IOI Group’s main businesses initially were property and palm plantations. As a relative latecomer in the palm oil industry, it grew both organically and through acquisitions, and, in 2010, had sales of about US$4.3 billion and employed 30,000 people. Over the years, the IOI Group moved away from producing crude palm oil (CPO), a key commodity, and pursued a strategy of vertical integration by moving into downstream activities such as food ingredients manufacturing and oleochemicals. This transformed IOI from a Malaysian plantation company to a global ingredients manufacturer, making IOI a good example of a so-called “emerging market multinational.” The case takes the point of view of the second generation family leader who is currently in charge of the downstream businesses, and discusses three challenges he faces in IOI’s transformation process: 1) the issue of optimizing and integrating the global value chain; 2) the most suitable way to coordinate a multinational company with substantial global sales and operations; and 3) adaptation to changing needs of global customers. All this is supported by extensive information on the changing dynamics in the palm oil industry, where emerging market players are moving up the value chain, snapping up manufacturing assets from global fast-moving consumer goods companies, such as Unilever, while the latter increasingly focus on branded goods and seek to exit the lower margin and capital intensive manufacturing of ingredients. Students are asked to analyze the changing industry dynamics and provide recommendations given the goal to make IOI a leading palm oil player.

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Case Solution for Lego Group: An Outsourcing Journey

Complete Case details are given below :

Case Name : Lego Group: An Outsourcing Journey

Authors : Marcus Moller Larsen, Torben Pedersen, Dmitrij Slepniov

Source : Ivey Publishing

Case ID : 910M94

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The last years’ rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world – the LEGO Group – the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in its roughly 70 years of existence, the management had, among many initiatives, decided to offshore and outsource a major chunk of its production to Flextronics. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production besides closing down major parts of the production in high cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. This decision eventually proved itself to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. This sudden change in its sourcing strategy posed LEGO management with a number of caveats. Despite the bright forecasts, the collaboration did not fulfill the initial expectations, and the company needed to understand why this had happened. Secondly, what could LEGO management have done differently?

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Case Solution for Chabros International Group: A World of Wood

Complete Case details are given below :

Case Name : Chabros International Group: A World of Wood

Authors : Paul W. Beamish, Bassam Farah

Source : Ivey Publishing

Case ID : W10001

Discipline : General Management

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The Chabros International Group case examines how a Lebanese multinational wood company confronts a drastic drop in its largest subsidiary’s sales after 2008’s global economic crisis. Antoine Chami, Chabros’s owner and president, was reviewing his company’s 2009 end-of-year financial statements and, in particular, a 30 per cent drop in sales in Dubai. In 2007, a year before the global economic crisis, Chami had invested more than $11 million to acquire and expand a sawmill in Serbia to meet Chabros’s growing lumber sales demand. With a much higher capacity to produce lumber and a much lower probability to sell it, Chami had to decide what to do to overcome this challenge. Should he close parts of his Serbian sawmill? Should he try to boost his company’s sales to use all of his sawmill’s available capacity? If so, should Chabros try to increase sales within the countries where it already operated (UAE, Saudi Arabia, Qatar, Oman, Egypt) or should it expand into a new country (Algeria, Bahrain, Iran, Iraq, Jordan, Kuwait, Libya, Syria, Tunisia)? Would Morocco, among other countries, be the best country to expand into? Was it the right time to embark on such an expansion?

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