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Case Solution for Eskom and The South African Electrification Program (C)

Complete Case details are given below :

Case Name :      Eskom and The South African Electrification Program (C)
Authors :           Patricia H Werhane, Michael E. Gorman, Brian Cunningham
Source :             Darden School of Business
Case ID :           UV1876
Discipline :        Finance
Case Length :    02 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Committed to spending approximately $400 million annually to provide 1.75 million South African households with electricity by 2000, Eskom had to forfeit an additional $300 million because of consumers’ nonpayment for service. The company also faced rising operational costs as a result of consumers’ illegally tampering with their electrical connections. These costs had increased to such an extent that annual costs were higher than annual sales in many of the areas Eskom served. This illegal behavior had evolved under an oppressive regime that forced many consumers to steal from the existing infrastructure in order to access basic services.
 
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Case Solution for Eskom and The South African Electrification Program (A)

Complete Case details are given below :

Case Name :      Eskom and The South African Electrification Program (A)
Authors :           Patricia H Werhane, Michael E. Gorman, Brian Cunningham
Source :             Darden School of Business
Case ID :           UV1873
Discipline :        Finance
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Eskom, a South African electric utility company, spends roughly 30% of its annual profits to implement a national social-initiative project, a countrywide infrastructure development program to provide electricity to the citizens of South Africa, who were often denied access to basic services under apartheid. In this way, the company hopes to fulfill its goal of becoming a “model corporate citizen.” The case examines social, political, and corporate historical information, together with consumer and marketing data, vis-a-vis a viable plan for financing the program and distributing electricity to more than 9 million end users. But after four years, the program costs Eskom more money to operate than it gets from annual sales.
 
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Case Solution for An English Teacher in South Korea

Complete Case details are given below :

Case Name :      An English Teacher in South Korea
Authors :           Stacey R. Fitzsimmons, Paul Shantz
Source :             Ivey Publishing
Case ID :            910C27
Discipline :        Human Resource Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bert took a position to teach English in South Korea after graduating with his business degree from a Canadian University. It was his second time teaching English in South Korea, and since he had a fantastic experience the first time, he took a second position without doing a lot of due diligence before arrival. Soon, however, he realized that a city tax was being deducted from his pay, and he had suspicions that his boss was making up the city tax, in order to deduct money from the English teachers’ pay. Since Bert’s visa to stay in the country was tied to his employer, he could not look for a new employer, nor could he effectively find legal recourse against his employer, because foreign teachers had few rights in South Korea. This case was designed to be used in an undergraduate organizational behaviour, business ethics or international management course. It was written using casual language and a first-person perspective because the main character is only a few years older than the students in a typical undergraduate classroom, so many of them will relate to the main character and his experiences in this situation.
 
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Case Solution for Cconma.com in South Korea: An Innovative E-Commerce Platform
Complete Case details are given below :
Case Name :      Cconma.com in South Korea: An Innovative E-Commerce Platform
Authors :           Jin-Su Kang, Stephen Downing
Source :             Ivey Publishing
Case ID :            W15029
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In August 2012, the chief executive officer of Cconma.con, an online shopping mall based in Chung-Ju, South Korea, is considering his company’s future. The company has grown substantially since it was founded in 2005 and is now preparing to further expand into Hong Kong, China or to a second location in the United States. The company’s vision, rooted in an ethic of corporate social responsibility, is to build a happy and healthy community, including employees, customers and sellers. By focusing on its customers’ basic necessities, products for a healthy life and the needs of its producers to minimize sales costs, the company has found its niche where no other online retailer has dared to venture. Its success demonstrates that it is possible to be good and profitable at the same time. Expanding to a new location will bring myriad challenges, some of which can be anticipated while others will need to be resolved on the fly. The management team needs to focus on defining the specifics of their go-to-market plan. When should they enter? With which local players should they collaborate? Will an increased marketing effort or local outreach be necessary?
 
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Case Solution for Microsoft South Africa: Corporate Entrepreneurship and Innovation
Complete Case details are given below :
Case Name :      Microsoft South Africa: Corporate Entrepreneurship and Innovation
Authors :           Helena Barnard, Jonathan Marks
Source :             Ivey Publishing
Case ID :            W14621
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A new managing director of Microsoft South Africa was appointed in 2007 at a low point in Microsoft South Africa’s dominance of the software industry. He set out to address the issues by focusing on four pillars: people (employees), partnerships, revenue and local relevance. The latter included regulatory compliance requirements regarding social transformation and meeting the stringent Broad Based Black Economic Empowerment codes. The managing director knew that targets had to be met in order to build the relationship with head office and that once this was in place, it would be easier to manage the requests that were to come related to local relevance.
 
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Case Solution for Danimal in South Africa: Management Innovation at the Bottom of the Pyramid
Complete Case details are given below :
Case Name :      Danimal in South Africa: Management Innovation at the Bottom of the Pyramid
Authors :           Verity Hawarden, Helena Barnard
Source :             Ivey Publishing
Case ID :            910M99
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case focuses on management innovation in the South African dairy industry, describing how an innovative new yoghurt product, Danimal, was created specifically for the market at the base of the pyramid. It explains how management of the product line embodied the various innovation opportunities and challenges presented. The concept was initially introduced in order to assess the feasibility of profitably servicing this market. However, the project was not simply about introducing a cheap brand to poor people but was more about creating brand awareness in the market at the base of the pyramid. The new product took into consideration the nutritional shortcomings in the diet of children in this market and also allowed for the lack of available infrastructure – electricity and refrigeration. The case illustrates the importance of a product being affordable, relevant and available for this market. Innovation went further than product design and also took into account the necessity of a lean distribution channel. This took the form of micro-distributers, referred to as Danimamas, who comprised township residents, unemployed or part-time employed individuals. The case offers insights into the complexity of doing business in developing countries. The company admits that it has not been a sustainable business model in terms of current profitability but the value that has been gained from social marketing and long-term brand development has been great. The case concludes with the challenge of how to ensure that the project continues on its upward trajectory. The objectives of the case are to encourage students to have a better understanding of the strategies required to successfully impact on low-income markets in developing countries, the different metrics that one could consider when assessing the impact of interventions on the base of the pyramid market, and the importance of harnessing opportunities and overcoming the challenges of management innovation.
 
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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 Travel Time on US-202 South A
Complete Case details are given below :
Case Name :      Travel Time on US-202 South A
Authors :           Fredrik Odegaard
Source :             Ivey Publishing
Case ID :            W12250
Discipline :        General Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
An eight-mile stretch of the US-202 South near Philadelphia, USA, exhibits classic day-dependent traffic congestion problems. During certain parts of the day, traffic flows freely and without delays. During other parts of the day, however, traffic can be highly congested, and significant delays occur. This case and the subsequent (B) case center on trying to determine (1) what data to collect, and (2) what modeling approach to use in order to estimate the expected total travel time.
 
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