Software

Case Solution for Enterprise Resource Planning Software–Ongoing Maintenance Cost Benefit Analysis

Complete Case details are given below :

Case Name :      Enterprise Resource Planning Software–Ongoing Maintenance Cost Benefit Analysis
Authors :           Mike Canniff
Source :             Ivey Publishing
Case ID :            906E12
Discipline :        Information Technology
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Oracle acquisition of PeopleSoft in 2005 seems like ancient history (at least in technology years). In fact, the PeopleSoft acquisition is not even Oracle’s latest major acquisition (Siebel was acquired in September 2005). One of the primary reasons that Oracle acquired PeopleSoft was to gain access to the 10,000+ customer base of PeopleSoft (and JD Edwards), which provides more than $1 billion in annual revenue. This customer base is a gift that keeps on giving in the form of a lucrative maintenance stream. Discusses options that PeopleSoft customers and, by extension, other enterprise software owners pursue to minimize enterprise resource planning (ERP) ongoing costs of ownership. Encourages students to evaluate several criteria that can be used to lower ERP costs.
 
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Case Solution for Aztek Chocolate Studio: Accounting System Software
Complete Case details are given below :
Case Name :      Aztek Chocolate Studio: Accounting System Software
Authors :           Derrick Neufeld
Source :             Ivey Publishing
Case ID :            W14038
Discipline :        Entrepreneurship
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In late 2013, the founder of Aztek Chocolate, a candy manufacturer, in Winnipeg, Manitoba, is confronted with making an accounting system selection decision. He has two traditional options – outsourcing to an accounting or bookkeeping firm versus using an internally developed spreadsheet or commercial software package – as well as a third “hybrid” option – using an accounting cloud, or Software-as-a-Service, service provider. Sales are starting to flow in, and chocolates are shipping out, but he realizes he must now attend to setting up financial control and reporting systems before he loses control of the new firm’s financial performance. Should he hire an accountant, manage the finances himself with a commercial accounting software package or use an accounting cloud service provider?
 
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Case Solution for Hospital Software Solutions (B)
Complete Case details are given below :
Case Name :      Hospital Software Solutions (B)
Authors :           Elizabeth M.A. Grasby, Jason Stornelli
Source :             Ivey Publishing
Case ID :            907C19
Discipline :        Organizational Behavior
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The customer care team lead (team lead) decides to attend a town hall meeting with the company’s president and publicly air her concerns about computer system problems. This action appears to help resolve the system’s problems but her supervisor rates her poorly on a performance review, possibly motivated by the team leader’s actions at the town hall meeting. She must find a way to resolve her issues at Hospital Software Solutions without ruining her career. This is a supplement case to Hospital Software Solutions (A).
 
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Case Solution for Hospital Software Solutions (A)
Complete Case details are given below :
Case Name :      Hospital Software Solutions (A)
Authors :           Elizabeth M.A. Grasby, Jason Stornelli
Source :             Ivey Publishing
Case ID :            907C18
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The customer care team lead at Hospital Software Solutions was becoming increasingly distressed in her workplace. Her supervisors were not managing her or the department effectively; her responsibilities did not align with her job description; she was being blamed for computer system failures; and she felt she was being viewed as the office slacker. The case provides for the application of theoretical concepts surrounding leadership, power/influence, motivation, corporate culture and conflict. The supplement case, Hospital Software Solutions (B), follows the events after the customer care team lead attends a town hall meeting to air her concerns about computer systems problems.
 
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Case Solution for Sumeru Software Solutions: Creating a Culture of Serene Dynamism
Complete Case details are given below :
Case Name :      Sumeru Software Solutions: Creating a Culture of Serene Dynamism
Authors :           Amit Gupta, Kshitij Saxena
Source :             Ivey Publishing
Case ID :            W11326
Discipline :        Organizational Behavior
Case Length :    23 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Sumeru Software Solutions was a software-development-consultancy organization headquartered in Bangalore, India, with offices in Washington D.C., Dubai and London. It began operations in July 2001 as a single project with two employees, and grew to an organization with approximately 200 employees over a period of 10 years. The founding objective of Sumeru Software Solutions was to support Art of Living’s (AOL) social development initiatives through profits earned from delivering high quality services. The Art of Living (AOL) was founded in 1981 by Sri Sri Ravi Shankarji as a not-for-profit, educational and humanitarian non-governmental organization engaged in stress-management and service initiatives. Art of Living offered stress-elimination programs, which included breathing techniques, meditation and yoga that were intended to help individuals get rid of stress and experience inner peace. Sumeru had developed a unique culture that combined corporate culture with the Art of Living principles of Seva, Satsang, Sadhana and smiling even in the face of adversity. The organizational culture was based on the AOL values of a stress free mind. In line with the AOL principles, the four pillars of Sumeru culture were ethics, caring, sharing and trust. It purported to follow a peaceful yet aggressive way of doing business called “Serene Dynamism.” Sumeru tried to balance happiness, productivity and profitability. Harish Ramachandran, CEO of Sumeru Software Solutions, had created an enterprise that was different from other IT organizations. He was wondering how he would sustain the culture of the organization and make Sumeru a high performance company over the next 10 years as it expanded its business and hired new employees.
 
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Case Solution for Sonata Software Ltd., India: Building Global Competitive Advantage through an International Joint Venture
Complete Case details are given below :
Case Name :      Sonata Software Ltd., India: Building Global Competitive Advantage through an International Joint Venture
Authors :           Stephanie Hurt, Vijaya Narapareddy
Source :             North American Case Research Association (NACRA)
Case ID :            NA0331
Discipline :        Strategy
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case deals with how Sonata Software, an Indian software company, sought growth in Western Europe through TUI Infotec, a joint venture (JV) with TUI AG, a leader in travel and tourism in Germany. It provides a vehicle for reflecting on a firm’s choice of a JV as a means for entering a new overseas market while building new competencies and buttressing competitive advantage. The case opens in Bangalore in May 2010, with B. Ramaswamy, President and Managing Director of Sonata Software, preparing for a meeting with his management team to review the performance of TUI Infotec. The case traces the history of Sonata from its spinoff from its parent company to the JV design and implementation. This case challenges students to evaluate the advantages and disadvantages of this international JV, and to consider the decision of whether to continue the JV or to dissolve it when the revenue commitments made by TUI AG were set to expire in 2011.
 
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Case Solution for Anduro Marketing: Internet Services vs. Software Sales
Complete Case details are given below :
Case Name :      Anduro Marketing: Internet Services vs. Software Sales
Authors :           Malcolm Munro, Sid L. Huff
Source :             Ivey Publishing
Case ID :            907A18
Discipline :        Strategy
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Anduro Marketing is a Canadian company that sells technical services to companies wanting to improve their search engine website rankings. Though small, Anduro has attracted several major clients in both Canada and the United States, and expects steady profitability and growth. Anduro believes it can generate substantial additional profit by developing and selling a suite of software products that automate its technical service offerings. Anduro’s managers must decide whether Anduro is better off staying with its current safe and profitable strategy or if Anduro should instead pursue a riskier but potentially more profitable software sales model. Several tough questions must be answered to determine whether the risk is worth the reward. The Anduro case provides an interesting description of an Internet technical/marketing services business and contrasts this with software sales.
 
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Case Solution for Nuway Software
Complete Case details are given below :
Case Name :      Nuway Software
Authors :           Derrick Neufeld, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            909E05
Discipline :        Strategy
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The founder and president of Nuway Software (Nuway) must determine the pricing strategy for their new internally-developed mobile software product, Nulogic. Nuway develops custom mobile software applications that provide great competitive advantage to each of their customers; no two software modules it develops are similar. Nuway is now ready to market Nulogic as a stand-alone product and has identified three unique customer segments: Corporate in-house developers, competitors and independent software developers. The company has historically followed a cost-plus pricing model and has maintained positive profit margins. The software industry as a whole is moving towards value-based pricing, where cost is based on perceived value to the customer. The president does not favor value-based pricing and views it as price-gouging; however, he is aware that cost-plus pricing has limitations with regards to cost accuracy. By considering the entire software industry, Nuway’s capabilities and his own preferences, the president must determine how to price the new software.
 
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Case Solution for Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Complete Case details are given below :
Case Name :      Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Authors :           Lucia Miree, John Galletly
Source :             Ivey Publishing
Case ID :            W12802
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case is about a software development company, Telerik, which was based in Sofia, Bulgaria, with offices in the United States, Canada, the United Kingdom, Australia and Germany. The company was founded in 2002 and had become a world-leader in user interface (UI) components for Microsoft’s .NET framework. The company was still managed by its original four founders and had grown to 400 employees. In response to rapid growth and to retain its rapid development product process, Telerik adopted agile development in 2006. Agile development is a values-driven process that includes the elements of decentralization, rapid development cycles, intense customer service, teamwork and face-to-face communication. Telerik has fully implemented this process, including the software development components, communication, coordination and management tools that are collaborative and rely heavily upon communication and widespread team interaction and responsibility. Telerik had moved into a new and modern building that included game and quiet rooms, and its physical environment was designed specifically to facilitate agile development. The company’s management style was informal, hands-on, consultative and development-driven, and their culture was youth-focused. Telerik’s human resource (“human capital”) practices were innovative and flexible and its benefits and compensation package had allowed Telerik to attract a high quality workforce. Its recent innovations in benefits, including concierge services and stock options, had given Telerik an edge in human capital with an employee turnover rate of under five per cent. The founders had worked diligently to create a high performing, cohesive organization that was an exciting place to work. They had built a company with an excellent reputation, both in technical achievements and product development, and as an employer. Their success was based upon the rapid deployment of committed human capital in a culture of teamwork and custom.
 
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Case Solution for Shanghai COS Software Ltd.
Complete Case details are given below :
Case Name :      Shanghai COS Software Ltd.
Authors :           Kenneth G. Hardy, Bin Zhang, Patrick Zhu
Source :             Ivey Publishing
Case ID :            903A31
Discipline :        Marketing
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Shanghai COS Software Ltd. designs and develops smart card operating systems. The company’s marketing manager must decide the best basis for segmenting the burgeoning market for smart cards for wireless devices in China. She has excellent data on this duopoly market, the segments, and their buying criteria. In fact, she already has received significant orders for low-end cards from each of the two large customers. However, she and the senior management team must decide on the market positioning for this young high-tech start-up. She must select one of the two major customers whose size, structure, and procedures are quite different. She must also decide whether the company should market low-margin/high-volume or high-margin/low-volume products. Both products seem to have a very short life expectancy in the face of rapidly changing customer expectations. The investors in the company want it to achieve profitability fairly quickly and still adopt sustainable positioning in the marketplace.
 
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