State

Case Solution for State Farm Insurance: Taking the Reins (A)

Complete Case details are given below :

Case Name :      State Farm Insurance: Taking the Reins (A)
Authors :           Thomas Cross
Source :             Darden School of Business
Case ID :           UV1478
Discipline :        Finance
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Joann Smith had risen to assistant brand manager at Bank One over seven years. Smith decided to follow in her father’s footsteps and take over a State Farm Insurance agency in Lake Edna, Missouri. The agency had been run by Jeb Wright for 40 years. The (A) case provides data for assessing the business, developing a business plan, and setting goals for the business. The (B) case, describes the people issues Smith faces.
 
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Case Solution for Southern State University Health System

Complete Case details are given below :

Case Name :      Southern State University Health System
Authors :           David W. Young
Source :             The Crimson Group
Case ID :           TCG121
Discipline :        Accounting
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case concerns a department of gastroenterology within a department of medicine that is attempting to build its budget. The chair of medicine has asked the GI division head to give him a business plan, and the business plan is presented in the case. The chief must decide how credible the business plan is. To fully understand what is going on, the budget-building (and business plan) effort must be taken down to the individual provider level.
 
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Case Solution for Corporate Restructuring of Gujarat State Road Transport Corporation

Complete Case details are given below :
Case Name :      Corporate Restructuring of Gujarat State Road Transport Corporation
Authors :           Shubhabrata Basu
Source :             Ivey Publishing
Case ID :            W11642
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case describes the restructuring initiatives undertaken at Gujarat State Road Transport Corporation (GSRTC) and the impediments faced by the managing director. As a consequence of partial sectorial deregulation, GSRTC faced mounting losses due to the activities of stage carriage as well as contract carriage operators from the private sector. The financial health of the corporation was further compromised by the state’s taxation policies and restrictions on acquisition of manpower and capital items. The corporation faced a situation where it had a fleet of over-aged, fuel inefficient buses prone to breakdowns, coupled with depleting relevant resources, such as bus drivers. To break out of the vicious downward cycle, the managing director initiated a series of steps aimed at revitalizing the corporation. His initiatives to obtain an operating profit and, then, a net profit were interpreted differently by the trade unions. They took a belligerent stand for wage revision and threatened service disruption. The disruption of an essential service guaranteed by the state eventually led to intervention by the state’s chief minister in favour of wage revision. The additional wage burden made the projections for a possible turnaround go awry. Given the added constraints and a stretched resource position, how would the managing director re-initiate change and restructure the organization?
 
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Case Solution for State Fair of Virginia

Complete Case details are given below :
Case Name :      State Fair of Virginia
Authors :           W. Glenn Rowe, Karin Schnarr
Source :             Ivey Publishing
Case ID :            W12920
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In November 2011, the State Fair of Virginia, Inc. (SFVA) was facing a dire financial situation. While SFVA was officially founded in 1906, the fair had been operating since 1854. SFVA was a privately held, not-for-profit organization that operated the state fair independent of the state government, and received no operating support from state or local governments. In 2003, the organization had borrowed $83 million against a $47 million investment portfolio in order to develop its new fairgrounds which opened in 2009. The new site had been attractive because it included The Meadow Farm, a horse farm famous for being the birthplace of the Secretariat, winner of the 1973 Triple Crown. The unprecedented collapse of the financial markets in the United States in 2008 combined with a poor economy and terrible weather for the fair’s first two years, resulted in a situation where in late 2011, the organization did not bring in enough in income and donations to cover the loan payments. Creditors were demanding an immediate solution. The board of directors of SFVA realized that they had no choice but to consider strategic options including applying for Chapter 11 bankruptcy, which would give them time to try to restructure their debt, or shutting down immediately.
 
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Case Solution for Pennzoil-Quaker State Canada: The One-to-One Decision (A)

Complete Case details are given below :
Case Name :      Pennzoil-Quaker State Canada: The One-to-One Decision (A)
Authors :           Terry H. Deutscher, Christopher Spalding
Source :             Ivey Publishing
Case ID :            904A10
Discipline :        Marketing
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of the lubricants business for Pennzoil-Quaker State Canada is facing a significant challenge–overcoming customer apathy about changing motor oil. Increasing the frequency of oil changes and improving retention of its customers were critical for the financial success of the company. In response to this challenge, the director had to decide on the adoption and implementation of a major new promotional program: One-to-One. The program was designed to create closer relationships among consumers, retailers, and Pennzoil-Quaker State. Making the program work required active cooperation on the part of retail installers who performed the oil changes.
 
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Case Solution for GROWING PAINS: Entrepreneurship in a State-Controlled Economy

Complete Case details are given below :
Case Name :      GROWING PAINS: Entrepreneurship in a State-Controlled Economy
Authors :           Yuliya V. Ivanova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0015
Discipline :        Business & Government Relations
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case describes the process of launching and developing a U.S.-Belarus joint venture that produces wood pellets in Belarus for sale in countries in the European Union. The combination of high demand for biofuels in EU countries and the potential for producing a good product at a low price in Belarus, provides a compelling business opportunity for brothers Victor and Aleksey Kruglov. Victor, who lives in the U.S., had experience in business in the U.S., and has access to capital. Aleksey, who lives in Belarus, has experience in wood-products production in Belarus, and has access to qualified workers. Having a well organized operation and continuous demand for its products, the company grew quickly. However, growth put the company in jeopardy in state-controlled Belarus. Local institutions (city and regional governments) perceived successful firms as sources of revenue for solving city infrastructure problems. Central institutions viewed successful firms as potential parts of their system of the larger government-controlled economy. Government involvement would most likely require the firm to follow specific directives, implement specific procedures for export operations, and share revenue. To avoid the threat of government control, the partners saw three options. Staying its course, their company could continue to grow and accept the role of major donor for the city’s needs, and become a part of the larger government-managed wood-processing industry. Alternatively, it could control its growth by slowing down or splitting up into several smaller firms located in different regions and still stay considerably invisible. A third option was to relocate operations entirely, to a country that provides a friendlier environment for business operations, yet has similar cultural and economic advantages.

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