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Case Solution for Loblaw Companies Limited – Acquiring Shoppers Drug Mart

Complete Case details are given below :

Case Name :      Loblaw Companies Limited – Acquiring Shoppers Drug Mart
Authors :           James E. Hatch, Gina Kalboneh
Source :             Ivey Publishing
Case ID :           W15156
Discipline :        Finance
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The equity analyst for a large investment bank is in the process of evaluating a potential takeover of Shoppers Drug Mart, Canada’s largest drugstore retailer, by Loblaw Companies Limited, Canada’s largest grocery retailer. Rumours of the takeover have been circulating for some time, and the analyst wants to provide her buy-side clients with both her comments on the proposed transaction and her assessment of a reasonable offering price.
 
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Case Solution for GVM Exploration Limited

Complete Case details are given below :

Case Name :      GVM Exploration Limited
Authors :           Michael Rouse, Guo-Liang Frank Jiang
Source :             Ivey Publishing
Case ID :            907M07
Discipline :        Social Enterprise
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
GVM Exploration Limited’s (GVM) $2 million environmental assessment project at Grizzly Valley was disrupted by a road blockade set up by a small group of local First Nation people. How GVM handled this situation would not only affect the progress of the Grizzly Valley project but also other ongoing projects. The case challenges students to address an emergent situation. Students will need to think through the short-term and long-term implications of the potential project delay or legal actions. They must assess the issues, alternatives, and decision criteria before selecting the actions to be recommended. The case introduces stakeholder management and corporate social responsibility (CSR). However, the case provides a fairly inclusive scenario where a stakeholder or CSR perspective alone does not dictate strategic directions. Students will need to take into account both stakeholder and business imperatives.
 
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Case Solution for eStore at Shell Canada Limited

Complete Case details are given below :

Case Name :      eStore at Shell Canada Limited
Authors :           Deborah Compeau, Barbara Marcolin, Carol Saunders, Chad Saunders
Source :             Ivey Publishing
Case ID :            906E20
Discipline :        Information Technology
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The commercial eProducts manager at Shell Canada has to determine how to improve the adoption and utilization of their eCommerce channel. eStore had been developed for the fuel and lubricants market as a pilot test of how Shell might communicate with its customers electronically, thus reducing costs. While eStore had been in place for a year, and many customers had signed up, utilization was low. A consulting firm has made recommendations about the technical issues that might be driving low utilization. The commercial eProducts manager has to consider whether the problems are purely technical and make a recommendation on how to proceed.
 
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Case Solution for A Not So “Rosy” Situation: Bill Aziz’s Challenge at White Rose Crafts and Nursery Sales Limited

Complete Case details are given below :

Case Name :      A Not So “Rosy” Situation: Bill Aziz’s Challenge at White Rose Crafts and Nursery Sales Limited
Authors :           Mary M. Crossan, Gerard Seijts, Ken Mark
Source :             Ivey Publishing
Case ID :            907M53
Discipline :        Human Resource Management
Case Length :    30 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In late November 2002, halfway through the vital Christmas selling season, William E. Aziz, hired to turn around White Rose Crafts and Nursery Sales Limited (White Rose), has to decide what to do. White Rose is under Companies’ Creditors Arrangement Act (CCAA) protection, having breached its debt covenants. The company’s upper and middle management is frustrated that their efforts since 1999 have not turned the firm around. The remaining employees blame the firms’ situation on the change in strategy that occurred in 1999. The changes led many of White Rose’s original employees to leave. At least partly due to an attempt to compete head-on with new U.S. entrants into the garden and crafts industry, the company endured three straight years of losses. In November 2002, White Rose launched a strategic review of its operations and asked its chief executive officer of three years, Dave Symons, to resign.
 
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Case Solution for Flex Industries Limited

Complete Case details are given below :

Case Name :      Flex Industries Limited
Authors :           Mohammed Akbar, Anurag Mishra
Source :             Ivey Publishing
Case ID :            907M76
Discipline :        Entrepreneurship
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On November 8, 2001, the entrepreneurial owner of Flex Industries, a leading Indian firm in the flexible packaging industry, was accused of bribing the central excise commissioner in a case of evasion of excise duties. Excise duty is levied under the federal structure of the Indian taxation system on the production and manufacture of goods. Excise duty liability arises immediately on the movement of goods from the plant gate. Evasion of excise duty is a cognizable offence and carries severe penalties that can adversely affect the management of the company. The owner of Flex Industries, was an experienced professional recognized for his important contribution in revolutionizing the flexible packaging industry in India. However, the incident dented his long-standing record. Meanwhile, other controversies surfaced while the case was under disposition in the courts. The ensuing period gave an impression that there were other suspect events related to its governance that Flex Industries could have done without. However, the final verdict announced by the courts found the owner not guilty. The events were significant in the evolution of Flex Industries, which was strongly positioned in the flexible packaging industry. However, the market reaction to the news of the arrest of Flex Industries’ owner was very different from the news of his exoneration. This case demonstrates the impact of market disciplining forces and the premium stockholder’s place on good governance.
 
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Case Solution for Prairie Ventures Limited

Complete Case details are given below :
Case Name :      Prairie Ventures Limited
Authors :           James E. Hatch, Zhou Zhang
Source :             Ivey Publishing
Case ID :            909N25
Discipline :        Entrepreneurship
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The investment manager at Prairie Ventures Limited, a Saskatchewan based venture capital firm, is examining the merits of financing a management buyout of Crestline Coach, a manufacturer of ambulances and distributor of buses. Students must design a term sheet and create an appropriate financing package.
 
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Case Solution for Yangarra Resources Limited

Complete Case details are given below :
Case Name :      Yangarra Resources Limited
Authors :           Peter C. Bell, Grant Evaskevich, Dean Leesui, Caterina von Maydell, Sachin Gupta
Source :             Ivey Publishing
Case ID :            W11078
Discipline :        Entrepreneurship
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Yangarra Resources Limited (Yangarra), a Calgary-based junior oil and gas company, had several properties throughout Alberta comprising both soley controlled and joint ventures. The president and chief executive officer (CEO) was involved in the construction of a well on the Ferrier property, a joint venture between three companies each holding roughly one third of the stake. As part of the joint-venture agreement, Yangarra had signed an agreement that committed Yangarra to cover all expenses proportional to its working stake of 31.875 per cent. The well had been drilled but at a higher cost than expected with many charges not yet incurred nor charged. As a result of the cost-overruns, Yangarra had been asked to provide more funding to the project. In deciding whether to commit additional resources to the Farrier well, the CEO had to consider several factors including an existing gross overriding royalty revenue (GORR) agreement, uncertainty in estimating the recoverable quantity of oil, crown royalties and a current legal dispute.
 
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Case Solution for Orchid Chemicals & Pharmaceuticals Limited: Managing the Value Chain Transformation

Complete Case details are given below :
Case Name :      Orchid Chemicals & Pharmaceuticals Limited: Managing the Value Chain Transformation
Authors :           Ravi Ravichandran, Ankur Roy
Source :             Ivey Publishing
Case ID :            906M71
Discipline :        Organizational Behavior
Case Length :    26 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Orchid Chemicals & Pharmaceuticals Limited (Orchid) is an Indian pharmaceutical company which began operations in 1994. Over a span of 10 years, the turnover of this company has increased from US$11 million to US$153 million. The company’s profit after tax registered a five-fold increase, from US$1.3 million to US$6.8 million, in the corresponding period. Early success was a combination of pricing flexibility, lower production cost, and business opportunities in unregulated markets. Orchid decided to explore opportunities for the manufacture of generic drugs in the regulated markets and formulations in the domestic market. Diversification to basic research was also considered. Cooperation and joint ventures were the primary route to expand and explore new molecule discovery. By 2005, Orchid was no longer a single-product company, its business had widened to multiple products in bulk, formulations, and generics, in both regulated and unregulated markets. Orchid was making its presence felt in its novel drug delivery systems and new drug development processes. In 2005, Orchid faced several challenges related to financial leverage and risks, leadership, managerial challenges associated with joint ventures, balancing the new business model, setting global trends in being a pioneer in the industry, addressing shareholders’ concerns, and evolving an appropriate organization culture and process.
 
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Case Solution for Crescent Standard Investment Bank Limited – Governance Failure

Complete Case details are given below :
Case Name :      Crescent Standard Investment Bank Limited – Governance Failure
Authors :           Muntazar B. Ahmed
Source :             Ivey Publishing
Case ID :            908M68
Discipline :        Organizational Behavior
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005 the market was taken by surprise. There had been some rumors that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the affairs of the bank. Since the main shareholders were individuals or companies of the well-known business group known as the Crescent Group, there was enormous interest in the CSIBL affairs by financial and political circles as well. The case describes the various types of entities that were merged to form the CSIBL, principally to protect the stakeholders by creating an entity with a large capitalization. The bank had reported in its annual reports that all the internal control mechanisms for good governance stipulated by the SECP were in place and the auditors (internal and external) had reported that these were satisfactory. Yet, when subjected to an investigation, it was revealed that the internal management was involved in a variety of acts of misrepresentation and concealment. The case focuses on the weaknesses in the structure of the corporate governance regime in Pakistan. The fact remains that no amount of internal or external checks can stop the internal management from colluding to perpetuate a fraud.
 
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Case Solution for Dr. Amita Joshi at Samuel Drugs Limited

Complete Case details are given below :
Case Name :      Dr. Amita Joshi at Samuel Drugs Limited
Authors :           Anup K. Singh, Abhinav Gupta
Source :             Ivey Publishing
Case ID :            W11007
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case describes the successful journey of Dr. Amita Joshi in a medium-sized pharmaceuticals organization, Samuel Drugs, in India, which was facing serious performance problems. Joshi realized that the organization had strong manufacturing capability; however, it lacked marketing excellence and badly needed someone who could be tasked with making the company marketing-oriented. Joshi selected, out of turn, a young general manager of sales, Rajesh Mishra, as director of marketing. He proved to be an excellent choice and performed very well in his new role. Samuel Drugs had three subsidiaries, and one of them, Eastern Pharmaceuticals Limited (EPL), required a managing director, and Mishra was selected. He also continued to perform his previous role of director of marketing. Then conflict ensued between Joshi and Mishra. This case reveals the important roles of communication, coordination, multiple and diverse stakeholders, and organizational conflict in determining organizational effectiveness. This case also highlights the point that managers need to tackle both formal and informal aspects of an organization, rational and social sides of organizational life, and changing dynamics of relationships and networks.”
 
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