Satyendra

Case Solution for La Liberte Newspaper
Complete Case details are given below :
Case Name :      La Liberte Newspaper
Authors :           Satyendra Singh, Martine Morin
Source :             Ivey Publishing
Case ID :            907A07
Discipline :        Operations Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of La Liberte, a French not-for-profit weekly newspaper, needed to revitalize the newspaper as sales had been declining consistently for the past 15 years. The newspaper’s mission was to serve the French community in Manitoba, Canada. Survival of a French newspaper was essential for the French culture in the community. To reverse the negative sales trend, the director conducted a survey. Based on the findings of the survey, the director had to balance his desire to serve the French community with the need to be financially viable.
 
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Case Solution for Sat & Co.: Market Orientation
Complete Case details are given below :
Case Name :      Sat & Co.: Market Orientation
Authors :           Satyendra Singh
Source :             Ivey Publishing
Case ID :            908A06
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Sat & Co. case demonstrates how market orientation can be achieved and how its implementation can lead to superior business performance in the context of the machine tool industry. Sat & Co. consisted of two divisions: the lathe division that manufactured the lathe machines, and the computer numerical control (CNC) division that assembled CNC machines. The capacity of both divisions was underutilized. The problem was that the lathe division manufactured very basic lathe machines and the CNC division assembled very technologically advanced machines. As a result, both divisions failed to satisfy their customers’ needs. The lathe division was poorly market-oriented, whereas the CNC division was overly market-oriented. The chairperson of the board of directors was adamant that both divisions must survive, and that a market orientation must be achieved, i.e. the company must meet customers’ needs and must improve its business performance.
 
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