Relocation

Case Solution for Precena Strategic Partners: Staff Relocation Cost Minimization

Complete Case details are given below :

Case Name : Precena Strategic Partners: Staff Relocation Cost Minimization

Authors : Singfat Chu, Takahisa Takada

Source : Ivey Publishing

Case ID : W14638

Discipline : Entrepreneurship

Case Length : 03 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A Japanese management consultant company seeks to relocate some of its instructors for a period of between one and three months to Singapore in order to conduct its flagship course catering to Japanese expatriate managers. It must determine which instructors to select in order to minimize relocation costs while taking into account their productivity and availability and the number of courses booked over three future months. Cost minimization is crucial due to the expensive service apartment rentals in Singapore. The firm must develop an optimization template in order to make the best possible decision.

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Case Solution for MGT Group: Reconstructing the Supply Chain After a Cross-Border Factory Relocation

Complete Case details are given below :

Case Name : MGT Group: Reconstructing the Supply Chain After a Cross-Border Factory Relocation

Authors : Xu Zhiduan, Shi Yun, Xu Yong

Source : Ivey Publishing

Case ID : W11199

Discipline : Operations Management

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Established in 1945, MGT Group (MGT, or the Group) was headquartered in France. Its LSD factory was a well-known global engineering provider specializing in the design and manufacture of high-precision valves. At the end of 2007, MGT decided to transfer the LSD factory in France to its Fuzhou factory in China. Two people were put in charge of this project: Kevin Lurton, vice-chief operations officer of MGT Control Systems Division, and Jian Li, the general manager of MGT Fuzhou Company. Lurton and Li faced a series of challenges, ranging from the need for strategic planning to the need for an implementation policy for supply chain reconstruction during this cross-border factory relocation. Amid the tide of globalization, enterprises are already able to extend their footprint to every corner of the world. For many multinational enterprises, transferring a product line, or even a whole factory, to another country has become a key step toward globalization.

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Case Solution for Santa Fe Relocation Services: Regional Brand Management

Complete Case details are given below :

Case Name : Santa Fe Relocation Services: Regional Brand Management

Authors : Niraj Dawar, Nigel Goodwin

Source : Ivey Publishing

Case ID : 905A29

Discipline : Marketing

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Sante Fe Relocation Services was a premium provider of relocation services based in Hong Kong. Founded in 1980, the company had built a reputation as a reliable, high-quality packer and mover of household goods. By 2000, the company also offered a full range of relocation support services, including visa and immigration applications, home searching, and cultural and language training. Santa Fe relocated expatriates and their families between Asian countries and between Asia and other regions. The company had its own staff and assets in Asia and managed its international operations through a network of partners. In 2005, the chief operating officer faced three key challenges: differentiating and positioning the brand in a crowded and often price-driven market; incorporating an expanded service line under the original brand and gaining market recognition for those additional services; and managing the brand across the Asian region with an effective balance of standardization vs. local adaptation.

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Case Solution for Seagram Greater China: Office Relocation in Hong Kong

Complete Case details are given below :

Case Name : Seagram Greater China: Office Relocation in Hong Kong

Authors : Claude P. Lanfranconi, Geoff Crum

Source : Ivey Publishing

Case ID : 99B018

Discipline : Accounting

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The vice president of finance must quickly address several choices concerning the proposed office relocation. His analysis will likely include discounted cash flow analysis (DCF) and the topics of capital asset pooling and tax benefits. This case compares and contrasts the concepts of DCF and net present value analysis with Seagram’s version of economic value added (EVA). Also serves the objective of providing a unique Asian focus for this type of decision. Office space location and the rent-versus-buy option are extremely important decisions faced by a multitude of managers in Hong Kong. The traditional wisdom in Hong Kong has been that buying property was more efficient–especially given the phenomenal appreciation of property values. However, it can serve to distract a firm from its core competencies and tie up working capital in non-producing assets. Finally, the case also provides a brief overview of capital asset pooling and depreciation tax law in Hong Kong. While the discussion is brief, it nevertheless provides an adequate first step towards further study in this area. Students from other areas of the world will also be interested in examining the differences between their country’s tax laws and Hong Kong’s.

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Case Solution for FOX Relocation Management Corp.

Complete Case details are given below :

Case Name : FOX Relocation Management Corp.

Authors : Cynthia A. Ingols, Lisa Brem

Source : North American Case Research Association (NACRA)

Case ID : NA0096

Discipline : Organizational Behavior

Case Length : 15 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Gretchen Fox, founder and CEO of FOX Relocation Management Corp., a company that specializes in managing the relocation of organizations, has successfully grown her Boston-based business form a 1 to a 40-person firm. Fox’s business model and management style were unusual and fit her personal beliefs. For example, Fox disliked hierarchical, highly structured organizations and kept the lines of responsibility and authority ambiguous between herself and her second in command. As the demands for the company’s services expanded and Fox prepared to grow her firm from 40 to 60 people, her experimentations with organizing principles and compensation approaches have come under pressure. Fox needs to decide: which of the organizational design and management practices need to change? How should they change? Concomitantly, how does Fox maintain the culture of the company that she has so carefully nurtured and that has brought success to the company?

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