Schaan

Case Solution for Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (B)
Complete Case details are given below :
Case Name :      Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (B)
Authors :           Explosion (A) Jean-Louis Schaan, Ken Mark
Source :             Ivey Publishing
Case ID :            910M33
Discipline :        General Management
Case Length :    02 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In August 2008, there was a large explosion at a propane facility located in Toronto, Ontario. The Technical Safety and Standards Authority (TSSA) was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring technical safety, and fell under the supervision of the Ministry of Small Business and Consumer Services (the Ministry). By day four of the crisis, the TSSA was perceived to be underperforming and the minister was called to deliver a statement. He decided neither to support nor reject the TSSA but instead called for the TSSA to audit all propane facilities in Ontario. The audits revealed that many of the facilities had minor compliance issues. The reporting of these results, combined with intense public scrutiny of the event, again called TSSA’s credibility into question. Faced with TSSA’s damaged reputation, the minister evaluated three actions: 1) change TSSA’s leadership; 2) bring TSSA back into the government; or 3) perform an organizational review.
 
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Case Solution for Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (A)
Complete Case details are given below :
Case Name :      Ontario Ministry of Small Business & Consumer Services: Managing the Toronto Propane Explosion (A)
Authors :           Explosion (A) Jean-Louis Schaan, Ken Mark
Source :             Ivey Publishing
Case ID :            910M32
Discipline :        General Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In August 2008, there was a large propane explosion at a propane facility located in Toronto, Ontario and the resulting media coverage was nothing short of extensive. Within 24 hours of the explosion, media coverage shifted from developments at the site to the responsibilities of the Technical Safety and Standards Authority (TSSA). The TSSA was a not-for-profit corporation that was responsible for the delivery of regulatory services and ensuring technical safety in a number of areas. It currently fell under the supervision of the Ministry of Small Business and Consumer Services (the Ministry), although it had been separated from the government since 1996. By the fourth day of the crisis, the TSSA was perceived to be underperforming and had lost all credibility with the media and public. Opposition parties were calling for the TSSA to be brought back in-house. The Ministry was under criticism for actions of this arm’s-length body, and was determined to deliver a media statement that would accurately capture the nuances of this politically sensitive event, thus showing leadership without taking ownership.
 
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Case Solution for Mahindra & Mahindra in South Africa
Complete Case details are given below :
Case Name :      Mahindra & Mahindra in South Africa
Authors :           Jean-Louis Schaan, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11547
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
“Mahindra & Mahindra Ltd. (M&M) is a manufacturing leader in the utility vehicles (UVs) segment in the Indian automotive industry. Since 2004, M&M has been exporting UVs to South Africa, the only country in the African continent with a significant middle-class population. M&M has set up a fully owned subsidiary in South Africa, where it has also established a servicing and spare parts infrastructure and a dealer network. This subsidiary enjoyed the growth wave in the South African automotive industry up to 2007, then fell into a three-year slump, largely as a result of a recession in the global automotive industry. Now on the verge of industry renewal in 2011, the subsidiary needs to plan its next steps in South Africa, where most global automotive companies have established either manufacturing or trading outposts in response to South Africa’s long-term potential and the industry-friendly policies of its government. The case is positioned as of May 2011, when M&M’s subsidiary must choose from among four alternatives. M&M can continue with its prevailing business model of importing completely built units (CBUs) from its Indian operations to meet local demand while using South Africa as a re-export hub to target the burgeoning markets in sub-Saharan Africa. It can also choose to collaborate with a local vendor to assemble vehicles locally from completely knocked down (CKD) components imported from India. Alternatively, M&M may choose to set up a manufacturing facility of its own in South Africa, a model followed by many of its competitors. Lastly, M&M can choose to wait and watch until it notes definitive signs of revival in demand, which would make it more certain of its steps. The case provides an opportunity for students to examine each alternative and make a decision on M&M’s way forward in South Africa.”
 
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Case Solution for Godrej Consumer Products Ltd. (A)
Complete Case details are given below :
Case Name :      Godrej Consumer Products Ltd. (A)
Authors :           Jean-Louis Schaan, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W13201
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A leading consumer packaged goods company manufacturing and marketing personal care products in India is examining ways of reaching its goal of 30 per cent growth in revenues per annum year after year. It has two options. It could concentrate on organic growth in the domestic market where, in spite of some categories having reached maturity, the overall demand for its products is forecast to grow consistently up to 2025. Alternatively, it could continue the inorganic path of acquiring companies globally; this appears, so far, to be the quickest route to building scale, but the long-term prospects are not certain. Case A deals with the dilemma about the fundamental growth strategy of whether to stick to the home market or go global. Case B, 9B13M058, examines the way forward with the framework of growth that the company has developed during the interim period. The company’s managing director is testing this strategic framework in light of evaluating an acquisition target in Africa that has just surfaced.
 
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Case Solution for Canada Border Services Agency: The Reorganization
Complete Case details are given below :
Case Name :      Canada Border Services Agency: The Reorganization
Authors :           Jean-Louis Schaan, Ken Mark
Source :             Ivey Publishing
Case ID :            W13396
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2009, after six years of operation and two negative audits, the president of the Canada Border Services Agency is thinking about initiating a reorganization to improve the way the agency is operated. Formed in 2003 from three government departments, the agency has been responsible for a range of activities represented by 90 acts and regulations that cover, for example, border security, immigration, food and plant inspection, intelligence and tax collection. Since its founding, the agency has grown substantially in the number of employees, who are spread out across the country in eight regions; some of them are in unions that are expert in the use of the news media to protect their members’ interests. The lack of up-to-date communication equipment and the complexity of the organizational structure have resulted in an increased response time to matters that need immediate attention both within Canada and with international partners. No attempt has been made to streamline processes; every major initiative thus far has been focused on ensuring that nothing from the current workload gets dropped, processes remain intact and stronger controls are put in place. The president’s challenge is to determine how to initiate anticipatory change. He has a limited term and needs to prepare a detailed action plan if he wants the changes to take effect before he leaves.
 
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Case Solution for Electrolux AB: Managing Innovation
Complete Case details are given below :
Case Name :      Electrolux AB: Managing Innovation
Authors :           Jean-Louis Schaan, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14500
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The world’s second largest home appliances company has introduced a change in its global organization structure. Electrolux AB has consolidated its research and development, marketing and design functions at the top to form what is known as the “Innovation Triangle.” This change is in tune with the pursuit of innovation as a source of differentiation in a competitive industry. The concept has been tested in Electrolux Brazil for four years before being scaled up globally. The amplified version of the Innovation Triangle has a singular objective: to facilitate innovation enterprise-wide by leveraging cross-functional, cross-geographical and cross-business synergies. The ultimate goal is to launch new products faster, better and in greater number. The unveiling of the new organizational structure presents an opportunity for the company’s Innovation team to review the company’s ongoing innovation initiatives. The four-member team grapples with issues around improving the company’s innovation pipeline.
 
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