Profit

Case Solution for Jane’s Short & Sweet: Purpose, People, and Profit

Case Solution & Analysis for Jane’s Short & Sweet: Purpose, People, and Profit by Kelly Ann Irvin, Mary Conway Dato-on.

Complete Case details are given below :

Case Name :      Jane’s Short & Sweet: Purpose, People, and Profit
Authors :           Kelly Ann Irvin, Mary Conway Dato-on
Source :              Ivey Publishing
Case ID :           9B16A030 / W16452
Discipline :        Marketing
Case Length :    08 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2015, jane’s short & sweet, a United States-based for-profit business, regularly dedicated 25 per cent of its revenue to charities supporting its mission of improving the education and healthcare of marginalized women. The company also engaged in some environmental practices with respect to its use of resources. jane’s short & sweet’s owner understood that she would have to make some trade-offs between people and profit while still attempting to remain consistent with her company’s social purpose and contribute to the resolution of its current problem-finding a way to fill a customer order that exceeded the company’s production capacity. While addressing the company’s new labour needs, the owner needed to evaluate how the trade-off between mission and money would affect the company’s labour source, hourly wages, pricing strategy, product price, and organizational goals. To do so, the owner had to identify and evaluate the options that would enable her to better fulfill her company’s role as a social sustainable enterprise.
 
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Case Solution for Parul’s Profit Predicament: Growth and Branding Challenges of a Publisher

Complete Case details are given below :
Case Name :      Parul’s Profit Predicament: Growth and Branding Challenges of a Publisher
Authors :           Subhadip Roy, Soumya Sarkar
Source :             Ivey Publishing
Case ID :            W14401
Discipline :        Entrepreneurship
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Parul Prakashani started out as a textbook publisher in 1961. Slowly, it diversified into a wide repertoire of non-textbooks for children, young adults and adults. In early 2013, the non-textbook division of the company is not earning enough revenue, while strong revenues are coming from textbooks. The major issue faced by Parul is how to grow the non-textbook business. This requires significant branding activity and a marketing communication plan. Phasing out the non-textbook business is not an option, since it is close to the founder’s heart and lends prestige to the company. The major dilemma facing the founder is whether to allocate more resources to the non-textbook division to improve growth, and if so, how to allocate these resources. Parul must think up new products and new markets in order to stay in the business of publishing non-textbooks.
 
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Case Solution for Australian Miners and the Resource Super Profit Tax

Complete Case details are given below :
Case Name :      Australian Miners and the Resource Super Profit Tax
Authors :           Andrew Delios, Donna Jimenez, Clarissa Turner
Source :             Ivey Publishing
Case ID :            W12002
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case presents a means by which students can explore how government policy is influenced by the actions of stakeholders in an economy: firms, taxpayers, voters, unions, and other organizations. It highlights how policy-making can be a process endogenous to the interests and influence of the private sector, and not an exogenous one, even in domains that are the power reserve of public policy makers. In 2010, the ruling party in Australia has devised a new tax, the Resource Super Profit Tax (RSPT). This tax has been devised to enable national and state governments to benefit from the boom in the mining industry by expropriating a greater portion of the industry’s earnings. The RSPT has been prepared without any input from major mining companies in Australia, and if implemented would represent a substantial increase in their tax payable. The case is presented from the perspective of the CEO of BHP Billiton, one of the largest mining companies in Australia. The situation considers what, if any, action can be taken to combat a tax that has already been devised by the government and is about to be implemented. Successful analysis of the case involves an evaluation of all stakeholders in the Australian economy that will be influenced by the imposition of the RSPT. After this is done, a strategy needs to be devised that will influence the government to withdraw a tax to which it has already demonstrated a firm commitment.
 
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Case Solution for Vossloh: Restoring Trust after Two Consecutive Profit Warnings

Complete Case details are given below :
Case Name :      Vossloh: Restoring Trust after Two Consecutive Profit Warnings
Authors :           Jan Diebecker, Alexander Flugel, Thorsten Knauer, Tea Luhtanen, Friedrich Sommer
Source :             Ivey Publishing
Case ID :            W12477
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Vossloh AG is preparing for its annual December conference with investors and analysts. The company, whose core business has always been the railway engineering sector, had to issue two consecutive profit warnings in 2011, which sent its stock back to levels last seen only in the aftermath of the economic crisis of 2009-10. The company’s primary task is to find the right arguments to satisfy the conference participants and regain their trust. Vossloh’s business units, relevant business environments, and problems such as stock developments and the threat of hostile takeover are discussed. One of the basic issues is whether Vossloh should focus on the still very important home countries in Europe and further strengthen its attempts to increase its share in niche markets or focus more on emerging markets in Asia, South America and eastern Europe.
 
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