Lehmberg

Case Solution for WestJet: The Pearson Decision
Complete Case details are given below :
Case Name :      WestJet: The Pearson Decision
Authors :           Roderick E. White, Derek Lehmberg
Source :             Ivey Publishing
Case ID :            905M54
Discipline :        Strategy
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In early 2003, WestJet’s management was reviewing its plans for growth, specifically considering whether WestJet should move its eastern Canada base of operations from Hamilton’s Munro Airport to Toronto Pearson Airport. WestJet had grown rapidly since its launch in 1996 and was now the second largest airline in Canada. WestJet had originally focused on western Canada, but had entered eastern Canada in March 2000, with an eastern base of operations in Hamilton, a secondary airport in the greater Toronto area. Pearson was Canada’s largest domestic and international airport, the primary commercial airport for the greater Toronto area and a hub of WestJet’s largest competitor, Air Canada. Compared with Pearson, Hamilton was less congested and charged much lower fees. WestJet’s operations had been closely modeled on Southwest Airlines’. The use of a secondary airport such as Hamilton as a base of operations was consistent with Southwest’s low-cost, high-utilization features. With higher costs and longer turnaround times due to congestion, a base at Pearson was arguably not consistent with the Southwest business model; however, it was hard for WestJet to ignore the growth potential.
 
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Case Solution for Boots PLC: Japan Market Entry
Complete Case details are given below :
Case Name :      Boots PLC: Japan Market Entry
Authors :           Derek Lehmberg
Source :             Ivey Publishing
Case ID :            W12972
Discipline :        Strategy
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Smart grid companies such as Viridity Energy are finding profitable opportunities to help their customers cut energy bills and simultaneously get credit for greater environmental responsibility. But will consuming fewer “dirty” watts from fuel sources such as coal and natural gas be a sufficient objective for customers in the future? What will rising societal expectations, tougher environment regulations and new distributed clean energy technologies mean for the ability of smart grid companies to engage new customers and differentiate themselves in an increasingly crowded field?
 
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Case Solution for Fisdap: The Nursing Opportunity
Complete Case details are given below :
Case Name :      Fisdap: The Nursing Opportunity
Authors :           Derek Lehmberg
Source :             North American Case Research Association (NACRA)
Case ID :            NA0317
Discipline :        Strategy
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2013, Mike Johnson, CEO of Headwaters Software, was weighing the opportunity to diversify into a new but related market. Despite being a small company, Fisdap, as everyone called it, was the leading provider of software solutions and content to students and educators in the field of emergency medical services (EMS). Since its inception, Fisdap had played a key role in facilitating new ways to track and manage clinical internships of EMS students. Now, it appeared that educational programs for other healthcare occupations were likely to adopt methods similar to those now used in EMS. Johnson had recently returned from a visit to a community college using Fisdap’s EMS software, which had requested Fisdap to consider developing solutions for their nursing program as well. Nursing education was a large market, offering substantial growth potential for Fisdap. However, entering the market involved a number of risks, and meant that the company would move away from its existing strategy and direction. Johnson was concerned about whether the company could manage growth while maintaining its company culture and conservative approach to financing. Furthermore, the size of the nursing education market might entice larger competitors than Fisdap had encountered to date. Johnson felt that the nursing education software tools market might develop rapidly, so if he was going to enter, he had better do it now.
 
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Case Solution for Lonrho (C): Lonmin
Complete Case details are given below :
Case Name :      Lonrho (C): Lonmin
Authors :           Rod E. White, Derek Lehmberg
Source :             Ivey Publishing
Case ID :            905M69
Discipline :        General Management
Case Length :    01 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A highly respected investment banker was offered the chairmanship of Lonrho, a conglomerate headquartered in London, England with operations primarily in Africa as outlined in Lonrho (A): An African Conglomerate.The investment banker’s decision is discussed in From Lonrho to Lonmin (B): Restructuring a Conglomerate. This supplement looks at the next step in the firm’s strategy development, to consider whether the company should focus on a particular type of mineral extraction, and if so, what kind.
 
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Case Solution for From Lonrho to Lonmin (B): Restructuring a Conglomerate
Complete Case details are given below :
Case Name :      From Lonrho to Lonmin (B): Restructuring a Conglomerate
Authors :           Rod E. White, Derek Lehmberg
Source :             Ivey Publishing
Case ID :            905M68
Discipline :        General Management
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In this supplement to Lonrho PLC (A): An African Conglomerate, product 905M67, Sir John Craven discusses his decision to accept the chairman position. It also looks at the general direction taken by Sir John, and how Lonrho had faired as it took this new direction. Lonrho has decided to focus on mining in Africa and dispose of non-mining related assets.
 
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Case Solution for Lonrho PLC (A): An African Conglomerate
Complete Case details are given below :
Case Name :      Lonrho PLC (A): An African Conglomerate
Authors :           Rod E. White, Derek Lehmberg
Source :             Ivey Publishing
Case ID :            905M67
Discipline :        General Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 1997, Sir John Craven, a highly respected investment banker and chairman of the investment bank Deutsche Morgan Grenfell, was offered the chairmanship of Lonrho, a conglomerate with headquarters in London, England, and operations primarily in Africa. Lonrho’s more significant interests were in hotels, mining, agribusiness and trading. The company was experiencing financial trouble, and was no longer respected by the financial community in London. Tiny Rowland, the tycoon entrepreneur who built the firm, had recently been fired. The firm lacked the leadership and direction it needed to remove itself from its current financial troubles and prosper in the future. Sir John needed to decide whether he should accept the offer of the chairman position, and if he did, what direction Lonrho should take. Supplements From Lonrho to Lonmin (B): Restructuring a Conglomerate, and Lonrho (C): Lonmin, look at the Sir John’s decision and the company’s focus.
 
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Case Solution for Sharp Corporation: Beyond Japan
Complete Case details are given below :
Case Name :      Sharp Corporation: Beyond Japan
Authors :           Derek Lehmberg
Source :             Ivey Publishing
Case ID :            W11039
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Faced with major losses from operations, Sharp Corporation’s young and unconventional president questioned the company’s long-standing operating model. Sharp was a leader in the area of liquid crystal display (LCD) technology and manufacturing. It also held strong positions in several categories of consumer electronics in the Japanese market. Although Sharp had been increasing its involvement in overseas markets, it had yet to replicate its successes overseas. Sharp’s operating model placed sensitive, high-value-added operations, such as research, development and component manufacturing near its headquarters in Japan. The company jealously guarded its LCD knowhow and had implemented strict security measures at its LCD panel plants. As Sharp’s international sales grew, limitations with its business model became apparent. Operating primarily in Japan had drawbacks, such as exposure to currency risk, high infrastructure cost and high taxes. Additionally, the logistics of shipping large items, such as LCDs and solar panels, overseas presented other dilemmas. Sharp needed to reconsider this model and develop an approach that was more suitable to the environment it now competed in.
 
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Case Solution for Pioneer Corporation: The NEC Plasma Opportunity (B)
Complete Case details are given below :
Case Name :      Pioneer Corporation: The NEC Plasma Opportunity (B)
Authors :           Derek Lehmberg
Source :             Ivey Publishing
Case ID :            W11833
Discipline :        General Management
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In this B case, in February 2009, Susumu Kotani, president of Pioneer Corporation, prepared to make a press release announcing the company’s exit from the TV business. PDP and PDP TV had been major pillars of Pioneer’s strategy, but Pioneer had been unable to compete in the rapidly changing environment. Given the role PDP and TV had played in Pioneer’s strategy, the question of where Pioneer was going to focus its energies next required consideration.
 
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Case Solution for Pioneer Corporation: The NEC Plasma Opportunity (A)
Complete Case details are given below :
Case Name :      Pioneer Corporation: The NEC Plasma Opportunity (A)
Authors :           Derek Lehmberg
Source :             Ivey Publishing
Case ID :            W11514
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In the A case set in 2004, Kaneo Itoh, president of consumer electronics firm, Pioneer Corporation, was considering acquiring the plasma display operations of another Japanese firm, NEC. Pioneer had decided some years ago that plasma display panel (PDP) technology was a strategic area for it to invest in. Recently, Pioneer had been selling increasing numbers of plasma TV sets using PDPs. While the company was building a new PDP production facility that would soon become operational if demand continued to increase, additional capacity would become necessary. Buying NEC’s plasma operations would give Pioneer this capacity, the potential for realizing scale economies and some valuable intellectual property NEC had developed.
 
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Case Solution for Collision Course: Selling European High Performance Motorcycles in Japan
Complete Case details are given below :
Case Name :      Collision Course: Selling European High Performance Motorcycles in Japan
Authors :           Jeff Hicks, Derek Lehmberg
Source :             Ivey Publishing
Case ID :            W12842
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2006, the Japan subsidiary of Tommasi Motorcycles, an Italian manufacturer of high-end motorcycles, was implementing a new customer data application to help its motorcycle dealerships increase the effectiveness of their sales and marketing activities. Horizon LLP, a consulting firm, was Tommasi’s global implementation partner for the application. To identify any dealer concerns regarding the new system, Tommasi Japan had brought in additional consultants from Horizon to conduct a series of interviews with the dealers. As the consultants soon discovered, the dealers’ concerns with Tomassi went far beyond the new application. An unannounced visit by an influential dealer set all the players on a collision course, and soon exposed their widely differing views and a number of fundamental problems in the relationship between Tommasi Motorcycles Japan and its dealer network.The case begins with a series of separate dialogues involving the director of sales and marketing, Nobu Katoh; the expat president of Tommasi Motorcycles Japan, Fambio Bonardi; Koji Saito, an influential owner of multiple dealerships; and two consultants from Horizon, both of whom are non-Japanese. When they meet in the board room of Tommasi Motorcycles Japan, the ensuing conversation reveals a number of issues: opportunistic behaviour by the bilingual Katoh, who plays the role of translator – and also gatekeeper – between the dealers and Tommasi’s Japanese National Office by limiting, filtering and shaping communications in both directions; a limited understanding of local market conditions by expat Tommasi management who rotate in and out of their positions every three years; frustration on the part of business-savvy dealers; and naiveté on the part of the consultants, who did not see the social hierarchies at work, nor realize that their cultural and language fluency, which had in past projects always been an asset, could also be a threat.
 
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