New York

Case Solution for New York City Department of Parks and Recreation

Complete Case details are given below :

Case Name :      New York City Department of Parks and Recreation
Authors :           Yael Grushka-Cockayne
Source :             Darden School of Business
Case ID :           UV7018
Discipline :        General Management
Case Length :    03 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2013, John C. Liu, New York City’s comptroller, wrote to the residents of the city about his audit of the New York City Department of Parks and Recreation (DPR). Liu summarized his office’s findings: “The audit found that DPR was not carrying out and overseeing capital construction projects in a timely and cost effective manner.” To investigate the existence of the “planning fallacy” in organizations, information from nearly 1,800 capital projects undertaken between 1998 and 2008 was obtained from the office of the chief engineer of the New York City DPR. In light of the data, how severe was the planning fallacy during this time and could it be used for overcoming the planning fallacy?
 
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Case Solution for Bixi Goes to New York

Complete Case details are given below :

Case Name :      Bixi Goes to New York
Authors :           Yves Plourde, Jean-Louis Schaan
Source :             Ivey Publishing
Case ID :            W15111
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In May 2011, the Public Bike System Company, based in Montreal, Canada, was preparing to answer a request for proposal by New York City to create a financially self-sustaining public bike-sharing system. Three years earlier, the company, owned by the Montreal Transit Authority, had created Bixi, a service that made bikes available to members through docking stations, powered by solar energy, spread across the city. Although its financial structure was still unproven, it was a promising solution that aimed to revolutionize urban transportation. In partnership with other private bike-sharing organizations, the company had successfully expanded to Minneapolis-St. Paul and Washington D.C. but had experienced problems with its implementations in Melbourne, London and Boston. Furthermore, the system in Montreal could not provide evidence of profitability, forcing the city government to step in by guaranteeing loans and providing additional cash flow. It also did not have a clear business plan as to how, when and where its international expansion should take place. Now, news of its problems in Montreal had made headlines in New York, putting the future of its expansion ambitions in doubt.
 
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Case Solution for Alibaba’s IPO Dilemma: Hong Kong or New York?

Complete Case details are given below :
Case Name :      Alibaba’s IPO Dilemma: Hong Kong or New York?
Authors :           Emir Hrnjic
Source :             Ivey Publishing
Case ID :            W14598
Discipline :        Entrepreneurship
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In April 2014, Alibaba’s impending initial public offering (IPO) projected to be among the world’s largest IPOs. Alibaba faced many choices regarding ownership structure, trading location, IPO pricing and IPO timing. The Hong Kong Stock Exchange seemed like a natural fit for its IPO due to geographical, cultural and language proximity. Furthermore, 86.7 per cent of Alibaba’s revenues originated within China. However, Alibaba insisted on “partnership governance,” while the Hong Kong Stock Exchange did not allow listing of companies with dual-class share structure. In contrast, the New York Stock Exchange and NASDAQ did not object to Alibaba’s proposed ownership structure. While the Hong Kong investors knew Alibaba’s business better, the New York exchanges provided more liquidity and visibility. Against this backdrop, Alibaba needed to make difficult decisions regarding its IPO.
 
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Case Solution for Bunny Butcher: PETA Protests Donna Karan New York

Complete Case details are given below :
Case Name :      Bunny Butcher: PETA Protests Donna Karan New York
Authors :           Michael Sider, Paul Bigus
Source :             Ivey Publishing
Case ID :            W11330
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
November 29, 2010 was “Cyber Monday,” one of the busiest online shopping days of the year, with the potential to approach $1 billion in online sales in North America. The chief designer of fashion company Donna Karan New York (DKNY) was facing a difficult situation. On this particular Cyber Monday, activists for the animal-rights group People for the Ethical Treatment of Animals (PETA) had posted simultaneous messages on DKNY’s Facebook page. Anyone viewing the page could not fail to discern the message, “DK Bunny Butcher.” This action by PETA was the culmination of several years, beginning in 2005, of attempting to convince DKNY to stop using fur in its collections. This November 29 message was a sharp reminder to both DKNY and its Cyber Monday customers that, to this point, the company had refused to stop including fur. This message was available to be viewed by DKNY’s over 200,000 fans as well as the millions of online Cyber Monday shoppers. The chief designer was unsure how to respond: on one hand was the desire to clearly explain the use of fur, on the other was to avoid escalating the publicity surrounding the matter. She needed an immediate strategy that would retain her brand’s image and protect future sales.
 
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