Product

Case Solution for Citibank Card Product Group

Complete Case details are given below :

Case Name :      Citibank Card Product Group
Authors :           Mark Eaker, Andrew C. Boynton
Source :             Darden School of Business
Case ID :           UV0944
Discipline :        Finance
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Jim Bailey, CEO of Citibank’s Credit Card Products group, must decide where to take his organization, which is confronted by significant market change, including AT&T entry into the credit card industry. The case starts off with Bailey assessing the merits of one proposal provided by his top managers that counterattacks the AT&T entry. The remainder of the case introduces a broad range of industry issues facing Bailey and discusses the competencies (many of which are information technology based) of the credit card group. The case is designed to teach how an organization can assess different strategic options when confronted with rapid market change by applying a potent array of core competencies designed with both flexibility and efficiency in mind.
 
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Case Solution for TenAlpina Tools: Product Line Profitability

Complete Case details are given below :

Case Name :      TenAlpina Tools: Product Line Profitability
Authors :           Alfred Nanni, Paul Juras
Source :             Babson College
Case ID :           BAB280
Discipline :        Accounting
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Giulia Ferrato, a recent MBA graduate, founded TenAlpina Tools to make and sell mountain climbing tools of her own design. While the fledgling company is growing and profitable, with overall profit margin about where Giulia had anticipated, she is having trouble understanding individual product-line gross margins and divergent market pressures on those margins. She has decided to explore the effects of the way in which she allocates costs.
 
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Case Solution for TenAlpina Tools: Product Expansion

Complete Case details are given below :

Case Name :      TenAlpina Tools: Product Expansion
Authors :           Alfred Nanni, Paul Juras
Source :             Babson College
Case ID :           BAB278
Discipline :        Accounting
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Giulia Ferrato, a recent MBA graduate, has developed a high quality piton, a tool used in mountain climbing. Owing to the security of a customer’s offer to guarantee a significant level of demand for a two-year period, she agreed to take over the forge needed for production. She is now trying to decide whether or not to introduce a new product line, a wall hammer. Some of the current capacity can be used to make this product, but its manufacture would incur some new costs. A move away from offering only a single product line also raises the issue of cost allocations.
 
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Case Solution for Forus Health: Crossing the Disruptive Product Chasm

Complete Case details are given below :

Case Name :      Forus Health: Crossing the Disruptive Product Chasm
Authors :           Ramesh Narasimhan, M.V. Ravikumar, Nattuvathuckal Barnabas
Source :             Ivey Publishing
Case ID :            W14725
Discipline :        Marketing
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In April 2013, the co-founder and chief executive officer of Forus Health Private Limited sat in his office in Bangalore, India contemplating the future direction of his company. He was under pressure by his venture capital partner to rapidly penetrate the market for 3nethra – an innovative, multi-functional and low-cost ophthalmology device – before imitators stepped in. Given its features and advantages over expensive imported specialized tools, 3nethra could help address the huge challenge of preventable blindness in India, but after three years since inception, only 100 devices had been sold. Although the market opportunity was large, acceptance by the ophthalmology profession was key to gaining momentum. He had two choices: to maximize sales numbers through the scattergun tactic of going all out and all over the market or to build a sufficient base of positive word of mouth to gain the momentum necessary to pole-vault from the early to the mainstream market. How should he direct his sales team to take the company forward?
 
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Case Solution for Shanghai Bell–The Collaborative Product Commerce Systems (CPC)

Complete Case details are given below :
Case Name :      Shanghai Bell–The Collaborative Product Commerce Systems (CPC)
Authors :           Darren Meister, Yulin Fang, Jianguo Jia
Source :             Ivey Publishing
Case ID :            904E23
Discipline :        General Management
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The research and development improvement manager at Shanghai Bell has just gotten out of a meeting with top management on strategic initiatives suggested in the corporate information systems plan report. One project that was suggested in the report–implementing a collaborative product commerce system–was about to begin. The manager must review the project planning process and examine the extent to which the company was ready to undertake the project.
 
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Case Solution for 3M Taiwan: Product Innovation in the Subsidiary

Complete Case details are given below :
Case Name :      3M Taiwan: Product Innovation in the Subsidiary
Authors :           Christopher Williams, Liaw Emily
Source :             Ivey Publishing
Case ID :            W11460
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On January 17, 2005, the function head in the Health Care Business in 3M Taiwan, found himself in a meeting with the Acne Dressing project team. In 2004, the function head initiated a project team to exploit local market needs for 3M Hydrocolloid Dressing, a technology that existed in the company for many years without any practical applications. The local project team suggested applying the material for acne treatment. The product would be known as Acne Dressing. There was no standardized solution for acne treatment in Taiwan. If developed, Acne Dressing would be a brand new product in the local market. The biggest challenge would be how to change local consumer behaviors on new acne treatment products. In addition, since there were no similar products in the market, the project team only had limited information. The potential sales and volume estimation were all uncertain. If the local development were to be launched, Acne Dressing would be 3M’s first product application from Hydrocolloid Dressing technology. With little previous experience in product development and no similar products existing in the market, the function head had to decide fast whether to proceed with this new product development. Should the team carry on with the project? If so, what options did the local project team have? What kind of resources and support should the local Health Care business segment seek from the headquarters for the product development? Should the local product development collaborate with other subsidiaries?
 
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Case Solution for Microsoft Canada: Sales & Product Management Working Together

Complete Case details are given below :
Case Name :      Microsoft Canada: Sales & Product Management Working Together
Authors :           Donald Barclay, Ken Mark
Source :             Ivey Publishing
Case ID :            905A15
Discipline :        Marketing
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Due to differences in incentive compensation, work experience, and objectives, sales and marketing, in many organizations often clash. At Microsoft Canada, the national sales manager, Home & Entertainment Division and the group product manager for PC marketing are considering investing a recurring $1 million a year – 10 per cent of their combined promotional budget – to produce and maintain a consumer-focused website, “Microsoft Home Magazine.” This proposed investment comes at a time where sales growth is slowing in the firm’s PC business. As a surprising twist for students, this case is unique in the sense that it highlights an example where sales and marketing work together to achieve a common goal.
 
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Case Solution for Product Portfolio Planning at Estonia’s Saku Brewery

Complete Case details are given below :
Case Name :      Product Portfolio Planning at Estonia’s Saku Brewery
Authors :           Michael R. Pearce, Jordan Mitchell
Source :             Ivey Publishing
Case ID :            905A28
Discipline :        Marketing
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The CEO and the marketing director of Saku Olletehase AS of Estonia must decide on the company’s product portfolio plan. Saku enjoyed market leadership in Estonia with its brand Saku Originaal; however, the strength in market share has weakened in recent years due to increasing competition and greater marketing acumen from other domestic producers. Although domestic beer sales have fallen, the company has experienced increases in other product lines, such as alcoholic long drinks, cider, and nonalcoholic beverages, which complement its existing agreement to sell Pepsi and 7Up. For the last three years, the company has had the exclusive right to resell three well-known international beer brands (Guinness, Kilkenny, and Carlsberg) in Estonia. With so many options and finite marketing resources, the company needs to decide where to focus its effort.
 
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Case Solution for MMI Product Placement, Inc.

Complete Case details are given below :
Case Name :      MMI Product Placement, Inc.
Authors :           Robin Ritchie, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            907A06
Discipline :        Marketing
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president of a national placement agency is preparing to make a final pitch to sign Greyhound Canada as a client. Greyhound wants to reposition its brand as a mainstream travel option, particularly for suburban commuters, and needs cost-effective ways to get its message to consumers. The company views product placement as a viable tool for building brand awareness, but worries about losing control over its brand image. Even more serious are concerns about the absence of reliable metrics to assess the overall effectiveness of product placement. The case covers fundamentals of product placement, particularly with respect to strengths and weaknesses, and provides an excellent basis for discussing its value as part of an overall marketing communications strategy.
 
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Case Solution for Medisys Corp.: The IntensCare Product Development Team

Complete Case details are given below :
Case Name :      Medisys Corp.: The IntensCare Product Development Team
Authors :           Anne Donnellon, Joshua D. Margolis
Source :             HBS Brief Cases
Case ID :            4059
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Key topics include designing teams, managing teams, managing conflict, group dynamics, project management, product development, interdepartmental relations, and organizational change. MediSys, a U.S.-based medical equipment maker, has been developing IntensCare, a new medical system for monitoring intensive-care patients. MediSys has invested heavily in IntensCare, which is eagerly awaited by the market. The product development team, representing several functional areas of the company, has been working on the product for six months but is now running into significant problems with the product design, the schedule, and their own group dynamics. Recently, pressure increased when they learned that two more powerful competitors had begun work on their own products for this market. Several team members are concerned about meeting the team’s targets. Struggling especially hard to overcome the various problems is the marketing manager who has profit-and-loss responsibility for IntensCare.
 
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