Munro

Case Solution for Shopster.com
Complete Case details are given below :
Case Name :      Shopster.com
Authors :           Malcolm Munro, Sid L. Huff
Source :             Ivey Publishing
Case ID :            907E05
Discipline :        Operations Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Shopster.com is a Calgary-based e-business company whose business is to assist other individuals or companies in setting up their own retail transactional websites. Shopster differs significantly from ordinary website developers in that retailers are able to select from a huge inventory of salable products, through Shopster’s network of goods providers. Shopster also provides software tools, and expertise, to allow anyone wishing to create an online retail store to do so quickly and easily. Shopster’s business has done well to date, but there are plenty of operational challenges ahead. As well, the principals would like to “raise the bar” substantially, to something they refer to as “Shopster 2.0,” the specifics of which are still at a formative stage. The Shopster case provides an interesting example of a small but rapidly growing Canadian company with an innovative business model and big dreams for the future.
 
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Case Solution for Critical Mass: The IT Creativity Challenge
Complete Case details are given below :
Case Name :      Critical Mass: The IT Creativity Challenge
Authors :           Malcolm Munro, Sid L. Huff
Source :             Ivey Publishing
Case ID :            908E10
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Critical Mass was a highly successful Internet marketing services firm with a blue chip client list. The rapidly changing Internet environment demanded continuous innovation and an exceptional level of creativity from the Technology Group. The company invested substantial resources in a creative-friendly physical environment and organized an array of activities intended to “keep creativity bubbling.” The company was ready to embark on a significant expansion in its customer base and management had decided to review and reassess these activities to determine if they were having the desired effect and if corrective changes were required.
 
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Case Solution for Enerplus Corporation: Assessing the Board Invitation
Complete Case details are given below :
Case Name :      Enerplus Corporation: Assessing the Board Invitation
Authors :           Malcolm Munro, Michael Maher
Source :             Ivey Publishing
Case ID :            W12199
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Enerplus Corporation was a company transitioning from being a buy-and-sell energy trust to one engaged in exploration and exploitation. The company required two new board members and Sue MacKenzie’s name was proposed to the CEO by the Enerplus vice president of corporate services. While MacKenzie was intrigued with the idea, she had never actively considered board service as a career step and she now had a new career direction at the Banff Centre. She undertook a thorough assessment of this board opportunity with attention to the career benefits, personal benefits, potential risks, impact on her personal life, and “match” with her new career. Following a series of meetings, MacKenzie was invited to serve on the board and she now had to make a decision: should she accept or decline the invitation?
 
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Case Solution for WestJet Airlines: Information Technology Governance and Corporate Strategy
Complete Case details are given below :
Case Name :      WestJet Airlines: Information Technology Governance and Corporate Strategy
Authors :           Malcolm Munro, Sharaz Khan
Source :             Ivey Publishing
Case ID :            W13308
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
WestJet Airlines grew from a startup regional carrier in 1996 serving five Western Canadian cities to an international airline with more than 80 destinations and 9,000 employees by 2011. In a strategic move to implement code sharing and several other strategic IT applications to enhance WestJet’s competitiveness, the CEO and his executive team hired an experienced and highly successful CIO to bring WestJet up to par with other airlines. The new CIO was asked by WestJet to assess its IT competence as part of a corporate drive to gain competitive advantage by delivering innovative guest services. The executive saw IT as the key to WestJet achieving its ambitions and corporate growth so formulated an ambitious plan to restructure the IT organization. But certain senior IT staff members, some of whom had been with the company since the beginning and had played a major role in developing the existing systems, believed the plan was ill advised and unworkable. The executive had to convince both senior management and the IT group that implementing the new IT governance model was essential if WestJet hoped to achieve its strategic goals.
 
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