Hao

Case Solution for Datavast Inc.: The Target Segment Decision

Complete Case details are given below :

Case Name : Datavast Inc.: The Target Segment Decision

Authors : Michael Taylor, Maggie Hao

Source : Ivey Publishing

Case ID : W12436

Discipline : Marketing

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Datavast Inc., a product designer and manufacturer based in China, had just launched its new private cloud storage product, the Data Security Box. The general manager of Datavast was faced with the dilemma of who to sell this product to. He determined that segmenting by size was the most effective method, as customers in different industries and regions did not have very different needs or buying characteristics. However, SMEs (companies with 200-500 computers) and large companies (companies with 1,000+ computers) exhibited vastly different needs and purchasing behaviour. The general manager had limited resources, so he faced the decision of focusing on either SMEs or large companies. Although Datavast did not have any direct competitors at the time, its decision was complicated by the company’s current state and capabilities, as well as the data storage industry in China. Also, the general manager was hoping to retire within five years and was unwilling to make additional capital investments in the company. Datavast was operating at a loss and his goal was to bring the company into profitability within the next year. A net loss also meant that the company could not afford to be burdened with large additional expenses. Lastly, private cloud storage was a new technology in China and the market needed to be familiarized with the concept.

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Case Solution for Exiting AmData Software China Ltd.: Sell Now or Later?

Complete Case details are given below :

Case Name : Exiting AmData Software China Ltd.: Sell Now or Later?

Authors : Hugh Grove, Yuhua Hao, Tom J. Cook, Tomas C. Klett

Source : North American Case Research Association (NACRA)

Case ID : NA0011

Discipline : Finance

Case Length : 24 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In March 2008 the CEO had just received a surprising and unsolicited offer from a Japanese company to purchase his AmData Software China company which owns the exclusive mainland China franchise to distribute this U.S. vendor’s software. The Japanese company owns a similar exclusive franchise in Japan. After preliminary negotiations, including a demand by the Japanese company to state the business sale amount in U.S. dollars, the initial $2.5 million offer was raised to $5.5 million. However, this amount was not yet agreed to by both parties and a business valuation analysis would be critical to the key decision of the case: should the CEO sell the company now or continue to develop it for sale at a future date? Such a subsequent sale might be an IPO on one of the Chinese stock exchanges.

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Case Solution for Yee-Ching Lilian Chan

Complete Case details are given below :

Case Name : Yee-Ching Lilian Chan

Authors : Yee-Ching Lilian Chan, Horng-Tzu Hao

Source : North American Case Research Association (NACRA)

Case ID : NA0268

Discipline : Accounting

Case Length : 16 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case looks at the board structure of Research in Motion Limited (RIM) since the probe of the Ontario Securities Commission (OSC) and Securities Exchange Commission (SEC) into the company’s stock option granting practices in late 2006. Institutional investors, more specifically Northwest & Ethical Investments LP (NEI), were concerned about RIM’s leadership and board structure in 2011 not because of non-compliance with regulations or accounting errors, but because of the drastic fall of the company’s share price (see TN-Exhibit 1). Indeed, 2011 was a challenging year for RIM (see TN-Exhibit 2 for a list of events affecting RIM in 2011) as its launch of its tablet PlayBook was not as successful as compared to Apple’s iPad 2. There was also increasing competition from Apple’s iPhone 4S and other smartphones using the Android platform. In addition, a number of executives left the company in summer and early fall. There was also a service disruption, due to a failure of core switch in RIM’s infrastructure, which interrupted email messages and internet services for millions of BlackBerry users over five continents in October 2011. Apart from these serious strategic and operational issues, institutional investors, more specifically NEI, questioned the dominance of executives on RIM’s Board and asked for a split of the Chair and Co-CEO roles. In order to avert a showdown with shareholders at the Annual General Meeting (AGM) on July 12, 2011, RIM made an agreement with NEI to establish “a committee of independent directors to study its board structure, the merits of a lead director versus a chair, and the ‘business necessity’ for the company’s co-CEOs to hold ‘significant’ board-level titles”. This sets the theme of the case, i.e., assess RIM’s board structure in 2011 and recommend resolutions to be included in the report due on January 31, 2012 to address the governance issues raised by NEI.

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