Process

Case Solution for Xerox (Hong Kong): Sales Activity Management Process (A)

Complete Case details are given below :

Case Name :      Xerox (Hong Kong): Sales Activity Management Process (A)
Authors :           E.F. Peter Newson, Michael Zhao
Source :             Ivey Publishing
Case ID :            99E015
Discipline :        Information Technology
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The sales director of Xerox (Hong Kong) has a vision to transform sales force management processes that would require radical changes to both the organization and the information technology infrastructure. The design includes a companywide database to be available to the sales force by remote access through Intranet/Internet. From this database the sales force could manage their territory using notebook computers while traveling, working at client sites, sitting in meetings, or talking on the phone. At the time of sale, they could check inventory, quote prices, notify delivery or service schedules, and make billing arrangements. Successful implementation of the plan requires the sales director to overcome financial constraints, ingrained habits, traditional cultural values, an inadequate information technology infrastructure, and the effects of the change beyond the sales organization.
 
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Case Solution for Housing.com: Disrupting the House Search Process in India

Complete Case details are given below :

Case Name :      Housing.com: Disrupting the House Search Process in India
Authors :           Deepa Ray, Nitin Sangwan
Source :             Ivey Publishing
Case ID :            W15022
Discipline :        Information Technology
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July 2014, the head of Data Sciences Lab, the technical division of Housing.com, an online realty company based in Mumbai, India, is wondering whether the company has truly revolutionized the housing search process. The Indian real estate market is extremely unorganized, fragmented and suffering from lack of clear information. Any facts about properties for sale or rent primarily rest with brokers, who not only often charge exorbitant fees from the buyer as well as the seller but also commonly misrepresent the location and condition of the property in question, making finding a place to live a very frustrating experience. Founded in 2012, Housing.com is a relatively new entrant to this market and is using a data-driven approach to attract customers by providing accurate intelligence, using photographs and a map-based user interface to display all its listings on the Internet. Recently, the company started scaling up its operations by leveraging the power of quality, technology, innovation and speed, with impressive results. Will this strategy help Housing.com capture an even bigger portion of the market? Will competitors in the online property space be able to imitate its business innovations easily? More importantly, what future products should Housing.com offer?
 
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Case Solution for Genpact Inc. – Business Process Outsourcing to India

Complete Case details are given below :

Case Name :      Genpact Inc. – Business Process Outsourcing to India
Authors :           Shih-Fen Chen, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            909M78
Discipline :        Entrepreneurship
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2004, the chief executive officer (CEO) of General Electric Capital International Services (Gecis) was examining the company’s options. Based near New Delhi, India, Gecis was a business process outsourcing (BPO) company. Gecis was set up in 1997 as an off-shore unit of General Electric Company (GE) and was a wholly-owned subsidiary. Earlier in July of 2004, GE divested itself of 60 per cent of its stake in Gecis with the result that Gecis was no longer a subsidiary of GE and was thus free to seek non-GE business. As part of several changes underway, there was a name change to Genpact Inc. (Genpact). The change in identity required the creation of management bandwidth, particularly in new client acquisition and business development. Also called for was a re-examination of the BPO business as a product line to be delivered to unaffiliated clients. The CEO recognized the need to begin negotiations with potential global clients. Each deal would involve many complexities in terms of geographies, languages and services. The CEO also was aware that all clients had areas of concern including loss of control, operations stability, savings targets and cultural compatibility. The CEO wondered how to develop a client acquisition strategy for Genpact as it moved from being a captive to an independent service provider.
 
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Case Solution for Avalanche Corporation: Integrating Bayesian Analysis into the Production Decision-making Process

Complete Case details are given below :
Case Name :      Avalanche Corporation: Integrating Bayesian Analysis into the Production Decision-making Process
Authors :           Owen Hall, Kenneth Ko
Source :             Ivey Publishing
Case ID :            W11085
Discipline :        Operations Management
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of operations at Avalanche Corporation was faced with some major decisions. The firm was experiencing considerable difficulties in matching supply with demand. As a result, the company was overproducing and had to sell the excess at a loss. At a recent board meeting, the vice-president of marketing reported on a new snowboard product, the Avalanche Racer. She presented her rationale for introducing a new ski product at this time by highlighting the growth of the ski equipment sales over the past five years. The board meeting concluded with the general manager tasking the director of operations with developing an analysis and reporting back his findings to the board the following week.
 
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Case Solution for Hungary’s Reform Process

Complete Case details are given below :
Case Name :      Hungary’s Reform Process
Authors :           David W. Conklin, Danielle Cadieux
Source :             Ivey Publishing
Case ID :            906M81
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
By 2006, Hungary had experienced more than 15 years of transition from central planning to free markets. The reform process had involved several distinct phases. The initial “leap to the market,” with its widespread privatizations, included a dramatic deregulation with a “guillotine” procedure. A more refined process of “regulatory impact assessments” (RIAs) followed this period. A newly empowered competition office sought to strengthen the extent of competition within markets dominated by a single firm or a small group of firms. The goal of EU membership was a consistent driver of the reforms as early as 1991, since the EU model was compulsory for EU members. These years had been turbulent, and the transition was not yet complete. In 2006, Hungary faced the challenge of a fiscal deficit that was 9.5 per cent of GDP, and responded by raising corporate tax rates from 16 per cent to 20 per cent as an attempt to close the fiscal gap. However, Hungary was in an intense competition with Poland, the Czech Republic and Romania to attract opportunities. Tax rates were an important element in this competition, but so were the regulatory impediments and distortions that still remained in the economy. How to create a rapidly growing economy was a question at the forefront of public policy debate. A 2006 Financial Times article discussed this dilemma.
 
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Case Solution for Process Management Strategy for XYZ Limited – KLTD Division

Complete Case details are given below :
Case Name :      Process Management Strategy for XYZ Limited – KLTD Division
Authors :           Srinivasan Maheswaran
Source :             Ivey Publishing
Case ID :            909D07
Discipline :        General Management
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the situation faced by the vice-president of operations at Konkan Leaf Tobacco Development, the tobacco processing unit of XYZ Limited. This unit is in charge of procurement and processing of different varieties and grades of tobacco grown in southern India. The tobacco leaves are categorized into different varieties on the basis of quality and location of the crop. The company has two processing plants with varying processing capacities. Due to the seasonal and agricultural nature of the commodity, the company is finding it difficult to maintain efficiencies between the inflow of the tobacco and the requirement of the processing line capacity, resulting in frequent start-stop situations for the processing lines. This case enables students to develop strategies for the process management to achieve the optimum process schedule, which will result in the fewest stoppages of the process lines and optimization of both the utilization of the processing lines and the inflow patterns among the processing units.
 
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Case Solution for Business Process Outsourcing at Apollo Health Street

Complete Case details are given below :
Case Name :      Business Process Outsourcing at Apollo Health Street
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11101
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The managing director of Apollo Health Street (AHS), a healthcare business process outsourcing (BPO) company headquartered in Pennsylvania, United States, was pondering two dilemmas: securing short term growth for his company, and finding new ways to compete in a changing industry. AHS was itself a subsidiary of Apollo Health Enterprises Ltd. (AHEL), an integrated healthcare company located in Hyderabad in southern India. AHS had been growing at 80 per cent compound annual growth rate (CAGR) since 2005, aiming to reach $100 million in sales by March 2010. Its target was to increase annual sales to $500 million within three years in a highly competitive space, which if successful would move AHS into the top three BPO companies in the healthcare sector. How should it secure short term growth? The second dilemma was how to plan for the future. Industry analysts had predicted that over the next five to 10 years, healthcare BPO would become unrecognizable from its current form. The managing director believed that although scaling up would strengthen the company’s position for the short term, the company should also be looking for solutions to stay relevant to the customer. How should AHS influence the shape of healthcare BPO in the future? What new ways of competing could the company pursue?
 
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Case Solution for Baria Planning Solutions, Inc.: Fixing the Sales Process

Complete Case details are given below :
Case Name :      Baria Planning Solutions, Inc.: Fixing the Sales Process
Authors :           Steven C. Wheelwright, William Schmidt
Source :             HBS Brief Cases
Case ID :            4568
Discipline :        Operations Management
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Baria Planning Solutions (BPS) is a consulting firm that specializes in using spend analysis to help companies identify savings through reduced procurement costs and improved supplier performance. Management is concerned about the disappointing performance of the sales team in attaining new clients and renewing existing ones. The Sales directors feel they do not get the help they need from Sales Support to close new deals, while the Sales Support directors believe they could provide better support by organizing into industry-specific divisions. The consulting industry is becoming increasingly competitive and inefficiencies in the sales process at BPS may interfere with the company’s ability to win new business. The recently hired director of North American Sales Support must analyze the current process flow for Sales Support and identify the problems facing the sales organization. The president of the company has asked her to present a proposal for improving the performance of the entire group.
 
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