Solution

Case Solution for Delwarca Software Remote Support Unit
Complete Case details are given below :
Case Name :      Delwarca Software Remote Support Unit
Authors :           Roy D. Shapiro, Paul E. Morrison
Source :             HBS Brief Cases
Case ID :            913541
Discipline :        Service Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Delwarca Software provides business software to large corporate clients around the world. The firm serves customers who prefer to assemble corporate solutions using a combination of software programs from various suppliers rather than implementing a single enterprise resource planning system. Consequently, Delwarca must provide telephone support services for complex software-hardware interaction and performance problems in addition to the typical software support issues around software installation and upgrades, malware attacks, and processing failures. The manager of the remote support unit implemented a new triage program for customer calls hoping to reduce customer wait time, improve customer satisfaction, and reduce costs. After one year, customer dissatisfaction is at an all-time high and he must perform a quantitative analysis of the current process, considering wait times for customers as well as cost per call, before making a final recommendation. This case can be used in a first-year MBA course in Service Management or Operations Management or a course in industrial engineering. It can also be used to introduce simple queuing theory.
 
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Case Solution for FormPrint Ortho500
Complete Case details are given below :
Case Name :      FormPrint Ortho500
Authors :           Frank V. Cespedes, Alisa Zalosh
Source :             HBS Brief Cases
Case ID :            915535
Discipline :        Sales
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Senior Vice President of FormPrint’s Medical Products business unit is considering issues raised by the upcoming introduction of a new 3D printing system, the Ortho500, which could print custom exoskeletal orthopedic splints, braces, and casts that conformed to a patient’s body. The potential market extended beyond large urban hospitals (the Ortho’s existing market) to high-volume outpatient offices in the U.S., with a long-term goal of expanding internationally. The product represents an important new market opportunity for FormPrint’s Orthopedic business unit, but requires a new approach to marketing and sales. The immediate issue is whether the product should be sold by FormPrint’s existing orthopedic sales force or by independent sales representatives. Other issues include the role of the Ortho500 in the company’s global marketing strategy and the need for better marketing-sales coordination in a changing healthcare marketplace. If the Ortho500 failed to meet sales targets, bonus compensation would be reduced and the department could face layoffs. The case focuses on a core marketing decision-direct vs. indirect channels of distribution-and raises important issues in strategy development and implementation. The FormPrint case is ideal for use in courses on marketing strategy, marketing organization, B2B marketing, or new product development.
 
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Case Solution for Designs by Kate: The Power of Direct Sales
Complete Case details are given below :
Case Name :      Designs by Kate: The Power of Direct Sales
Authors :           John Deighton, Sarah L. Abbott
Source :             HBS Brief Cases
Case ID :            4284
Discipline :        Sales
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The sales representatives at Designs by Kate (DBK) sell private label jewelry at hosted parties and through online social media channels. They are also responsible for recruiting, training, and managing new sales reps. CEO and founder Kate Creevey designed the commission plan to encourage sales reps to build teams and become “leaders” for their teams. The strategy has been very successful over the company’s first five years. Now the CEO is concerned that growth in top-line revenue is slowing, possibly due to an unwillingness by current sales representatives to build and manage their own sales teams. A survey reveals that many sales reps believe their incomes from jewelry sales decline when they add members to their sales teams due to increased competition for hosting parties within the same geographic area. The CEO must revisit the commission structure to determine if it is still an effective incentive. The case includes a quantitative assignment that students should complete as part of case analysis.
 
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Case Solution for Campbell and Bailyn’s Boston Office: Managing the Reorganization
Complete Case details are given below :
Case Name :      Campbell and Bailyn’s Boston Office: Managing the Reorganization
Authors :           Anne Donnellon, Dun Gifford Jr.
Source :             HBS Brief Cases
Case ID :            2182
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Ken Winston, the regional sales manager at a securities brokerage firm, has reorganized his generalist salespeople into “Key Account Teams” (KAT), to increase sales of specialized, higher-margin fixed income products. Winston is also implementing a new corporate performance management system. To help improve coordination between sales and marketing, Winston must solicit feedback from marketing staff on how responsive his salespeople are to marketing’s directives. The marketing group has information on product costs that allow it to forecast product profitability, and by persuading the sales force to focus on those products the marketers can improve firm-wide margins. The KAT model, implemented six months earlier, has challenged the core internal values of the organization – such as a salesperson’s control of his or her customer base and the appropriateness of product specialization. However, the long-term test of the new organizational structure will be its alignment with external changes in the securities industry: how securities are bought and sold and the types of new products flooding the market.
 
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Case Solution for Stone Finch, Inc.: Young Division, Old Division
Complete Case details are given below :
Case Name :      Stone Finch, Inc.: Young Division, Old Division
Authors :           Richard G. Hamermesh, Elizabeth Collins
Source :             HBS Brief Cases
Case ID :            3214
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
CEO Jim Billings wants to attract energetic, entrepreneurial talent to Stone Finch, Inc., which comprises an older division that fabricates products like piping and tanks for water and wastewater processing plants, and a much newer division that develops biochemical solutions associated with water purification. To accelerate the company’s growth, Billings sets up subsidiaries to create cutting-edge technologies that can be brought to market by the biochemical solutions division. After a few years the subsidiaries have indeed produced innovative products and driven growth; however, problems are surfacing. Much of the investment in the subsidiaries has come from the old manufacturing-based “cash cow” division, which is now suffering from turnover, loss of morale, and loss of competitive position. Moreover, the solutions division — which has absorbed numerous employees who became wealthy by developing successful subsidiaries — is plagued by increasing polarization between the “haves” and the “have-nots.”
 
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Case Solution for RL Wolfe: Implementing Self-Directed Teams
Complete Case details are given below :
Case Name :      RL Wolfe: Implementing Self-Directed Teams
Authors :           David A. Garvin, Elizabeth Collins
Source :             HBS Brief Cases
Case ID :            4063
Discipline :        Organizational Behavior
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Key topics include team design, team management, job design, employee empowerment, implementing change, and high performance workforces. In 2004, John Amasi, the director of production for a manufacturer of plastic pipe, introduced the concept of self-directed teams into a newly rehabbed plant in Corpus Christi, Texas. This was a major departure for RL Wolfe, whose other plants were unionized and rigidly hierarchical. By 2007, Corpus Christi is significantly outperforming the other plants in productivity, and Amasi tours the plant to identify remaining barriers to even higher productivity. Although the tour makes clear that many things are going right, it also reveals specific elements of the SDT concept that are not working optimally; some of these are communicated from the perspective of the workers themselves. At the end of the case, as Amasi sketches out ideas for increasing productivity at Corpus Christi, he also considers how he can persuade the unionized workforces at the other Wolfe plants to accept the SDT model.
 
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Case Solution for Jamie Turner at MLI, Inc.
Complete Case details are given below :
Case Name :      Jamie Turner at MLI, Inc.
Authors :           John J. Gabarro, Colleen Kaftan
Source :             HBS Brief Cases
Case ID :            4254
Discipline :        Organizational Behavior
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss, Pat Cardullo. Turner, a 32-year-old MBA graduate, has been recruited by Cardullo to be vice president of marketing and sales at Modern Lighting Industries, Inc. (MLI). MLI, a struggling regional distributor of industrial lighting systems and equipment based in Chicago, has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Cardullo, the president of MLI, is the chief proponent of the Triple S acquisition, and he has told Turner to revive MLI, implying that if Turner succeeds he will soon advance to company president. It becomes apparent, however, that Cardullo and Turner have very different assumptions and expectations about turning MLI around. The case portrays Turner’s developing problems and his unsuccessful attempts to resolve them, and also Cardullo’s passage through several managerial challenges.
 
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Case Solution for Kay Sunderland: Making the Grade at Attain Learning
Complete Case details are given below :
Case Name :      Kay Sunderland: Making the Grade at Attain Learning
Authors :           Linda A. Hill, Heather Beckham
Source :             HBS Brief Cases
Case ID :            4289
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Kay Sunderland is an account director at Attain Learning Inc., a business training solutions company. In January 2011, one of Attain’s most important clients, Juan Nunez of Gramen Equipment Company, contacts Sunderland with a request: Nunez would like Attain content development director Mike Morgan to stop contacting him directly. Sunderland is surprised that Morgan, an experienced and talented contributor, is potentially jeopardizing the account by ignoring Attain’s communications policy of restricting client-facing communication to the account director. Now Sunderland must decide how to handle the situation with both the client and her colleague Morgan.
 
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Case Solution for Martha Rinaldi: Should She Stay or Should She Go?
Complete Case details are given below :
Case Name :      Martha Rinaldi: Should She Stay or Should She Go?
Authors :           Linda A. Hill, Mark Rennella
Source :             HBS Brief Cases
Case ID :            4310
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Martha Rinaldi has been an assistant product manager at leading beverage company Potomac Waters since graduating from business school. Rinaldi is frustrated by her relationships with her boss and a close co-worker. Even though she works hard to please her manager, she has received a negative performance evaluation for her first four months. Should Rinaldi leave Potomac for a standing job offer at a company she previously interned with or try to improve her current situation?
 
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Case Solution for BoldFlash: Cross-Functional Challenges in the Mobile Division
Complete Case details are given below :
Case Name :      BoldFlash: Cross-Functional Challenges in the Mobile Division
Authors :           Michael Beer, Rachel Shelton
Source :             HBS Brief Cases
Case ID :            4438
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Roger Cahill has spent less than a year as head of the Mobile Division of BoldFlash, a flash memory component maker. On the corporate level, BoldFlash has adapted to an evolving and difficult marketplace, but the Mobile Division is struggling. The four groups within the unit refuse to work together, and the unit recently failed to capitalize on an important new product opportunity. To address the problems, Cahill has made a number of organizational and personnel changes since taking the helm. Facing low morale and eroding margins, Cahill is under pressure to meet his next challenge-reforming the product development process in an effort to save the Division.
 
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