Right

Case Solution for Rogers Cable: First Time Right

Complete Case details are given below :

Case Name :      Rogers Cable: First Time Right
Authors :           Elizabeth M.A. Grasby, Jordan Martens
Source :             Ivey Publishing
Case ID :            907C17
Discipline :        Human Resource Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In the fall of 2002, the directors of process engineering at Rogers Cable had discovered that a significant portion of Rogers Cable’s installations and service activities had been followed by repeat visits within the following 30 days. This meant that services were not properly completed the first time. If high numbers of repeat and rework problems continued, customers would readily take their business elsewhere in the highly competitive environment. Eliminating repeat visits is the focus and driving force behind the First Time Right initiative, aimed to satisfy customers on the first try. The directors must devise an action plan that will motivate and retain behavioral change among field service technicians.
 
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Case Solution for Right Clients, Right Way: Successes and Challenges of Brand Consultant Tommy Li
Complete Case details are given below :
Case Name :      Right Clients, Right Way: Successes and Challenges of Brand Consultant Tommy Li
Authors :           Kevin Au, Bernard Suen, Na Shen, Justine Tang
Source :             Ivey Publishing
Case ID :            W10006
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Tommy Li was a designer and brand consultant renowned for his black humour and bold visual impact. With business spanning Hong Kong, China, Macau, Japan and Italy, he was one of the few Hong Kong designers to have entered the international market. In his ten years of experience as a design staff member, Li learned that “getting the right client is the key to a successful design consultancy business.” Therefore, Li set up his own company to have full freedom in choosing his own clients, and his “choosing clients strategically” philosophy brought him great success. Consequently, he became a famous Hong Kong designer and brand consultant with reputable local and overseas clients. With international firms many times bigger than Li’s firm entering China, Li saw mounting competitive pressure. Was Li’s stardom an adequate defence against firms composed of multidisciplinary teams equipped with innovation-driven design thinking and processes? Was scale a critical issue in staying competitive? Was proximity to the market an important advantage?The brand consulting industry also faced intense competition from international business consultancies, advertising and public relations agencies. Each camp used a different approach to target the same group of brand-conscious clients. Could Li cope with these challenges?The case was developed to teach designers and design entrepreneurs. It is also suitable for MBA and other executive classes on entrepreneurship and creative business. This case is intended to achieve the following objectives: 1) study how strategic thinking guided Li to develop his design business despite changing market conditions 2) understand how path dependence and dynamic capabilities explain Li’s success and challenges in a changing business environment 3) discuss the best approach to grow a design business – building methodology and processes or becoming a star in new markets.
 
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Case Solution for Centurion Media: Doing the Right Thing
Complete Case details are given below :
Case Name :      Centurion Media: Doing the Right Thing
Authors :           Carolyn Conn, Aundrea K. Guess, Jonathan Hiatt
Source :             North American Case Research Association (NACRA)
Case ID :            NA0005
Discipline :        Business Ethics
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Richard Bennett was faced with a serious ethical dilemma that would impact his career, family, and co-workers. Bennett, a regional vice president in the Cable Division of Centurion Media, believed that a contract executed by the new president of his division, Joseph Fowler, would cause significant financial losses for Bennett’s own division and the company. Bennett suspected that Fowler might have a serious conflict of interest, since he owned stock and options in Northpark-the company with which he had negotiated the contract. Bennett was only two years from retirement. If he chose to protest the contract, it would likely have very unpleasant consequences — including jeopardizing his own financial security. He would probably be fired. Additionally, his actions might endanger the careers of other employees and co-workers. The personal relationship between the CEO of Centurion Media, Chuck Reilly, and Fowler made Bennett’s decision more difficult. When Bennett contacted the general counsel and controller in the corporate office of Centurion Media, they suggested he back off. He was surprised by their stance that the contract, which Bennett thought would be financially disastrous, was in the best interest of the company. The Controller went so far as to remind Bennett how near he was to retirement, emphasizing that he should be concerned about protecting his job. What should Bennett do about the situation he faced?

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