GROWING

Case Solution for Box. Inc.: Preserving Start-Up Culture in a Rapidly Growing Company

Complete Case details are given below :

Case Name : Box. Inc.: Preserving Start-Up Culture in a Rapidly Growing Company

Authors : Allan Cohen

Source : Babson College

Case ID : BAB723

Discipline : General Management

Case Length : 06 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This is a case organized around the theme of preserving an entrepreneurial culture in the face of rapid growth, including over 800 employees and several offices. Founded by four friends, all still under age 30, the company has reached over $124 million in annual sales. As of January 23, 2015, when the company went public, its market valuation was over $1.5 billion. The company is particularly conscious of wanting to preserve the open, action-centered, fun culture that has been created. In some ways it is a highly representative Silicon Valley technology company, and the case tries to capture the flavor of such an organization. There is an excellent video available that was made for Inc. magazine when it named Box CEO Aaron Levie as entrepreneur of the year in 2013,[1] as well as several video interview clips done for the case with Dan Levin, COO.

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Case Solution for Growing the Online Portal of Business Fundas

Complete Case details are given below :

Case Name : Growing the Online Portal of Business Fundas

Authors : Arpan Kumar Kar

Source : Ivey Publishing

Case ID : W14761

Discipline : Information Technology

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Business Fundas, a portal that publishes educational business and management articles, is situated within the electronic publishing industry, which has many players and is highly fragmented. The start-up company faces many challenges in its efforts to position itself for growth and to take advantage of various innovative value propositions and business models. The senior managers hope to gain insights into user-specific trends through the use of data analytics.

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Case Solution for YU Ranch: Growing a Sustainable Business

Complete Case details are given below :

Case Name : YU Ranch: Growing a Sustainable Business

Authors : Rod E. White, Hadi Chapardar, Ryan White

Source : Ivey Publishing

Case ID : W15098

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 owner of YU Ranch is selling all of the Texas Longhorn beef the ranch can produce. YU Ranch’s grass-fed, sustainable beef is substantially leaner and healthier than conventionally produced beef. This highly differentiated product is sold at a premium to selected restaurants, food service companies and at the farm-gate. The local consumer segment has been tapped, while local businesses and distant customers need to be supplied. With the farm operating over its current capacity, expansion is inevitable but extremely expensive. What are the best ways to acquire new land, grow new business and leverage YU Ranch’s core competencies – brand and reputation?

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Case Solution for RevenueWire.com: Growing in a Competitive Affiliate Industry

Complete Case details are given below :

Case Name : RevenueWire.com: Growing in a Competitive Affiliate Industry

Authors : Rebecca A. Grant

Source : Ivey Publishing

Case ID : W11054

Discipline : Entrepreneurship

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

After three years of rapid growth in a relatively young industry, the affiliate and payment processing company RevenueWire.com found itself operating in a very different environment. Sales growth in the company’s affiliate network service had leveled off, and orders for Q1 2010 looked just like those for Q1 2009. New competitors, low entry barriers, and a plateau in the affiliate market meant few opportunities for growth across the industry. Despite those conditions, the company’s owners had set aggressive revenue targets for 2010 to 2012. The general manager must evaluate options for growth, including new markets and new products, to determine how to meet her targets. Because RevenueWire.com’s competitors are privately held, there is little public data on the state of their finances or the size of various markets. The general manager has learned how to use surrogate data to gauge the market and make strategic decisions, and the students must do the same to develop an effective three-year plan that will meet or exceed the owners’ expectations. The case exposes students to decision making in a global industry dominated by privately held companies. It also exposes students to the affiliate marketing industry from the viewpoint of an entrepreneurial company that serves as an intermediary between merchants and affiliates. It describes many of the challenges facing an intermediary in an industry that includes not only legitimate merchants but also a vast array of scam artists and phony products.

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Case Solution for EnterAll InfoSec Solutions: Growing an Ethical Hacking Business

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Case Name : EnterAll InfoSec Solutions: Growing an Ethical Hacking Business

Authors : Varsha Verma, Atul Arun Pathak, Dharma Raju Bathini, Arun Pereira

Source : Ivey Publishing

Case ID : W14608

Discipline : General Management

Case Length : 11 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

An ethical hacker had recently started his entrepreneurial venture, EnterAll InfoSec Solutions. A technologist who believed that “ethical hacking” had huge market potential, he and his partner were searching for a business model that would address the information security needs of corporate clients, public sector undertakings (PSUs) and government institutions. Ethical hacking was a specialized and relatively nascent field, and the entrepreneur foresaw many challenges in convincing customers to use the services of his start-up company. The immediate concerns were how to expand the business, identify an optimal business model, explore sources of funding and create a strong team.

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Case Solution for Growing tentree: Social Enterprise, Social Media and Environmental Sustainability

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Case Name : Growing tentree: Social Enterprise, Social Media and Environmental Sustainability

Authors : Peter Moroz, Simon Parker, Edward Gamble

Source : Ivey Publishing

Case ID : W14047

Discipline : General Management

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Two friends have launched tentree (TT), a Canadian entrepreneurial venture that sells an environmentally sustainable and trendy brand of apparel. For every product sold, TT plants 10 trees in locations around the world. Although TT is still in its infancy, it is already experiencing huge growth. The entrepreneurial founders now face several challenges: how to keep pace with the growing demand; how to plant as many trees as they can while staying true to their sustainable, environmental philosophy; how to break into the U.S. and other markets; and where to source their product.

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Case Solution for GENICON: Keep Growing or Sell the Company?

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Case Name : GENICON: Keep Growing or Sell the Company?

Authors : Allen H. Kupetz, Gary Haberland

Source : Ivey Publishing

Case ID : W14506

Discipline : General Management

Case Length : 06 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The chief executive officer (CEO) of GENICON is at a crossroads. The private medical device manufacturing business he started over 15 years ago has several acquisition offers as the industry starts to consolidate ahead of changes to the U.S. healthcare system. He can sell it now and make millions for himself and his investors or he can grow the business for a couple more years and, assuming a constant multiple of acquisition price to revenue, make millions more since his business is in fact growing. However, the business needs capital to grow and the CEO does not want to take on more debt. Should he sell the whole company and start his next venture? Or sell it and continue to help the acquirer grow the business? Or sell a part of the company and lose some autonomy and control? The CEO knows he is in a fortunate position but he still has to make a decision and soon.

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Case Solution for Growing the Mamas & Papas Brand

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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 GROWING PAINS: Entrepreneurship in a State-Controlled Economy

Complete Case details are given below :

Case Name : GROWING PAINS: Entrepreneurship in a State-Controlled Economy

Authors : Yuliya V. Ivanova, Joan Winn

Source : North American Case Research Association (NACRA)

Case ID : NA0015

Discipline : Business & Government Relations

Case Length : 16 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case describes the process of launching and developing a U.S.-Belarus joint venture that produces wood pellets in Belarus for sale in countries in the European Union. The combination of high demand for biofuels in EU countries and the potential for producing a good product at a low price in Belarus, provides a compelling business opportunity for brothers Victor and Aleksey Kruglov. Victor, who lives in the U.S., had experience in business in the U.S., and has access to capital. Aleksey, who lives in Belarus, has experience in wood-products production in Belarus, and has access to qualified workers. Having a well organized operation and continuous demand for its products, the company grew quickly. However, growth put the company in jeopardy in state-controlled Belarus. Local institutions (city and regional governments) perceived successful firms as sources of revenue for solving city infrastructure problems. Central institutions viewed successful firms as potential parts of their system of the larger government-controlled economy. Government involvement would most likely require the firm to follow specific directives, implement specific procedures for export operations, and share revenue. To avoid the threat of government control, the partners saw three options. Staying its course, their company could continue to grow and accept the role of major donor for the city’s needs, and become a part of the larger government-managed wood-processing industry. Alternatively, it could control its growth by slowing down or splitting up into several smaller firms located in different regions and still stay considerably invisible. A third option was to relocate operations entirely, to a country that provides a friendlier environment for business operations, yet has similar cultural and economic advantages.

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