Solar

Case Solution for Wells Fargo: Solar Energy for Los Angeles Branches (A)

Complete Case details are given below :

Case Name :      Wells Fargo: Solar Energy for Los Angeles Branches (A)
Authors :           Anton Ovchinnikov, Anastasiya Hvaleva
Source :             Darden School of Business
Case ID :           UV6566
Discipline :        General Management
Case Length :    07 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In the first part of a two-part case, a strategic finance manager at Wells Fargo with experience installing solar panel systems on bank branches crunches the numbers for a similar project in the Los Angeles area given the uncertain future of a government rebate.
 
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Case Solution for American Solar, Inc.: An Innovative Solar Start Up

Complete Case details are given below :

Case Name :      American Solar, Inc.: An Innovative Solar Start Up
Authors :           Susan V. White, Karen Hallows
Source :             North American Case Research Association (NACRA)
Case ID :            NA0345
Discipline :        Finance
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
American Solar was a small Virginia start up, providing firms with solar thermal energy though new roofing installations. The firm’s owners, John Archibald and Kathryn McGeehan, wanted to sell their solar thermal roofing as cost effective systems, not dependent on tax credits to make them economical as was the case with solar photovoltaic electric (PV electric) generation. Kathryn and John competed for a small niche in an already niche market and were working to prove that their system could stand alone as an energy efficient, cost effective heating system. They were battling the high upfront cost of a solar roof and working to sell the long term energy efficiency that solar thermal roofs provided. Kathryn and John knew that a hotel chain-Hannover Inns-was going out asking for bids from roofing companies to replace their roofs. If they could land this contract, it would be their largest commercial contract to date. They wanted to prepare a quote for replacing the roofs along with a presentation, based on cost savings, that could help take their firm to a higher sales level.
 
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Case Solution for Namaste Solar

Complete Case details are given below :

Case Name :      Namaste Solar
Authors :           Anne T. Lawrence, Anthony I. Mathews
Source :             Ivey Publishing
Case ID :            910M49
Discipline :        Human Resource Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Should a fast-growing, employee-owned solar electric company accept a buyout offer from a private equity investor? Could it do so without sacrificing its distinctive, high-involvement culture? Namaste Solar, a 55-person firm based in Boulder, Colorado, designed and installed solar electric systems for residential, commercial, non-profit and government customers. In 2008, the company had been growing at breakneck speed for the past four years, since government incentives for the purchase of renewable energy had created a market for solar electric systems in Colorado. Now, two investors had approached the firm with serious buyout offers. A buyout would bring a new infusion of capital to the firm, enabling it to expand more quickly and install more solar systems, and employees with vested shares would benefit from an attractive sales price. However, Namaste, from the outset, had been committed to building a democratic, high-involvement culture. Ownership was widely shared, and all employees, whether or not they held equity, were encouraged to participate in strategic decisions facing the firm. Many were concerned that selling the company would mean sacrificing the firm’s carefully crafted culture. What was the best way forward for Blake Jones and the green energy company that he and two partners had founded?
 
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Case Solution for Canadian Solar

Complete Case details are given below :
Case Name :      Canadian Solar
Authors :           Paul W. Beamish, Jordan Mitchell
Source :             Ivey Publishing
Case ID :            910M19
Discipline :        Entrepreneurship
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In late September 2009, the CEO of the Nasdaq-traded solar cell and module manufacturer, Canadian Solar, was at an inflection point in the formation of its international strategy. The company had experienced dynamic growth during the past five years buoyed largely by aggressive incentive schemes to install solar photovoltaic (PV) technology in Germany and Spain. The credit crunch, coupled with changes in government incentive programs, caused a major decline in the demand for solar PV technology and analysts were predicting that full year 2009 sales would decline. Furthermore, competition in the industry was fierce with diverse players ranging from Japanese electronic giants to low-cost Chinese producers. Canadian Solar had decided to focus on 10 major markets in the next two to three years where strong renewable policies existed. Students are challenged with deciding if any changes to the company’s global strategy are necessary.
 
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Case Solution for SolarCity Corporation: Challenges in the Solar Energy Value Chain

Complete Case details are given below :
Case Name :      SolarCity Corporation: Challenges in the Solar Energy Value Chain
Authors :           Ram Subramanian
Source :             Ivey Publishing
Case ID :            W14135
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
SolarCity Corporation competed in the downstream segment of the U.S. solar energy industry. The company installed solar panels for residential and commercial customers, using a decentralized (off-the-grid) power generation and transmission model to compete with utility companies that used a centralized (grid-based) model. Solar energy was a renewable source (unlike fossil-based energy sources) and therefore scored highly on both environmental and sustainability factors. To overcome the high switching costs to customers, SolarCity marketed solar energy using a financing model in which the company owned the assets and the customer merely paid a monthly fee for the energy used. As a new player in a nascent industry, SolarCity had never been profitable. SolarCity’s co-founder and chief executive officer had to develop a plan to make the company profitable despite the fact that utility companies were fighting back politically and the government was set to reduce tax subsidies for solar assets in the near future.
 
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