Strategic

Case Solution for Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision.
Complete Case details are given below :
Case Name :      Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision.
Authors :           Erica Berte, Christine Vujovich
Source :             North American Case Research Association (NACRA)
Case ID :            NA0308
Discipline :        Strategy
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 1998, the United States Environmental Protection Agency (EPA) and US manufacturers of heavy-duty diesel engines signed a consent decree which included among other things, pulling forward (“pull ahead”) by 15 months a new nitrogen oxide (NOx) emission standard. By early 2002, Caterpillar and Detroit Diesel were requesting EPA to delay the “pull ahead”. Cummins was being pressured by its competitors to join in this request. On the other side, the Environmental Protection Agency (EPA) and several environmental organizations wanted Cummins to adhere to the requirements of the consent decree. Cummins was navigating through a very difficult economic time and could not afford to make a mistake. Joe Loughrey, Cummins Engine Business President and his team needed to make a strategic decision. Would they a) agree with the competitors’ position asking EPA to delay the consent decree which required the company to pull ahead an expensive environment requirement, thus allowing manufacturers to continue using the established engine technology that had customer support, or b) accept the terms of the consent decree and continue to develop a new engine technology against the wishes of many in the industry and thus face possible market retraction. Both strategic decision options had substantial consequences and needed to be carefully evaluated. Not only was the future of Cummins Engine Business in jeopardy, but as we learn later, this decision impacted the future of the whole industry.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for UTV and Disney: A Strategic Alliance (A)
Complete Case details are given below :
Case Name :      UTV and Disney: A Strategic Alliance (A)
Authors :           Atanu Adhikari, Rama Deshmukh
Source :             Ivey Publishing
Case ID :            910M43
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the dilemma faced by the senior vice-president of business development and strategy when deciding in 2006 whether UTV Software Communications Ltd. (UTV) should go ahead with a joint venture with Walt Disney Company (Disney) even if it meant selling Hungama TV, the leading children’s channel in India, to Disney. UTV was one of the large media companies in India and had diversified interests, including TV content, movies, animation and new media content. Although UTV had opened operations in the United States, the United Kingdom and other countries two years before, its international presence was limited. The CEO of UTV wanted UTV’s business to increase from Rs2 billion to Rs5 billion by 2008 and to Rs10 billion by 2010. This seemed possible if UTV went ahead with a strategic alliance with Disney. UTV anticipated that an alliance with Disney in India would help it increase its business in all other verticals globally. On the other hand, Disney, a large multinational, had several records of acquisition. The vice-president of UTV was concerned that Disney’s interest in a strategic alliance could be part of a long-term plan to acquire the company and benefit from its profitable business. Since UTV had established itself in the Indian media industry over the last 15 years, it could collaborate with different companies through its various verticals, thereby reducing the threat of losing its identity.<br><br>The case achieves the following learning objectives: 1) to explore various possibilities of strategic alliances with multinationals in order to expand business when it means selling off one part of the business toa multinational; 2) to assess the costs and benefits associated with cross-border mergers involving acquisitions of one part of the business and alliances in another part; 3) to identify business opportunities while integrating with a foreign entity; 4) to come up with “win-win” strategies that encompass multiple stakeholders of a business.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Nokia Life Tools: A Strategic Innovation to Tap Into India’s Rural and Newly Urban Population
Complete Case details are given below :
Case Name :      Nokia Life Tools: A Strategic Innovation to Tap Into India’s Rural and Newly Urban Population
Authors :           Ariff Kachra, M.B Sarkar, Madhok Sud Kirti
Source :             Ivey Publishing
Case ID :            W11611
Discipline :        General Management
Case Length :    24 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The vice-president and managing director, Nokia India, must decide whether to do an all-India launch of Nokia’s newest service offering for the emerging markets called Nokia Lifetools (NLT). The NLT pilot was very successful with consumer adoption and retention rates over 70 per cent, however, offering services and applications that come directly loaded onto a handset was new for Nokia and put them in direct competition with service providers, and required them to develop a very differently abled distribution strategy. It could not avoid these important stakeholders in the telecommunication value chain as they were also very important partners whose cooperation was key to Nokia’s success. Successfully launching NLT in India could shift the telecommunications industry globally. The decision facing the vice-president is likely one of the most important business decisions he will make in his life.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Sobey’s Inc: A Strategic Approach to Sustainable Seafood Supply
Complete Case details are given below :
Case Name :      Sobey’s Inc: A Strategic Approach to Sustainable Seafood Supply
Authors :           Anthony Goerzen
Source :             Ivey Publishing
Case ID :            W13623
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
By 2013, Sobey’s Inc., one of Canada`s largest food retailers, had initiated a number of programs in order to reduce its environmental footprint and to try to meet the public’s expectations that business would address such sustainability issues as waste management, genetically modified products and food safety. At the top of Sobey’s agenda was to develop a sustainable seafood strategy. While data collection, metric selection, employee incentives and customer education were important parts of this emerging strategy, a central decision was what products to choose to sell or not to sell. Certain major competitors had announced that they would sell only “certified sustainable” seafood, an approach strongly advocated by well-known environmental organizations. Sobey’s, on the other hand, decided that to abandon uncertified seafood would not only hamper its bottom line but also would eliminate its ability to push the very fisheries that needed more guidance towards better practices. Yet, to continue to sell “red zone” seafood was very controversial and could jeopardize Sobey’s standing as a leader in sustainable practices – an outcome that could have serious negative consequences in the marketplace. In this context, the vice-president of sustainability had to implement a sustainable seafood strategy by year’s end.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for paREDI: Regional Economic Development and Strategic Planning
Complete Case details are given below :
Case Name :      paREDI: Regional Economic Development and Strategic Planning
Authors :           Gina Grandy, W. Glenn Rowe
Source :             Ivey Publishing
Case ID :            W14596
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of Planning and Development Services for the City of Prince Albert, Saskatchewan, is evaluating various models of regional economic development. He needs to recommend to the Economic Development Committee whether an in-house, arm’s-length or blended model would be best for the City of Prince Albert and its surrounding region. He also needs to provide direction on the strategic planning process that should follow the formation of a new regional body. Although the director is optimistic about the possibilities, he knows that some stakeholders perceive the City of Prince Albert as fostering an attitude counter to inclusiveness. Gaining buy-in from these stakeholders is critical to success, regardless of the model he proposes.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for SCI Ontario: Achieving, Measuring and Communicating Strategic Success
Complete Case details are given below :
Case Name :      SCI Ontario: Achieving, Measuring and Communicating Strategic Success
Authors :           Neil Bendle
Source :             Ivey Publishing
Case ID :            W14557
Discipline :        Marketing
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Spinal Cord Injury Ontario is a not-for-profit organization headquartered in Toronto that assists people with spinal cord injuries to achieve independence, self-reliance and full community participation. In early 2014, the marketing manager is trying to understand how best to assess performance against the organization’s crucial but hard-to-measure goal of becoming the expert on living with a spinal cord injury in the province of Ontario. In addition, she wishes to develop a reporting system based on the indicators laid out in the existing balanced scorecard. This monthly dashboard will allow the new chief executive officer to manage the organization using a summary sheet of measures that highlights how it is performing on critical dimensions. She faces two crucial questions: How should internal reporting be performed? What would being successful at community leadership look like and how can performance against this goal be monitored?
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Brannigan Foods: Strategic Marketing Planning
Complete Case details are given below :
Case Name :      Brannigan Foods: Strategic Marketing Planning
Authors :           John A. Quelch, James Kindley
Source :             HBS Brief Cases
Case ID :            913545
Discipline :        Marketing
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The soup division at Brannigan Foods contributes over 40% of the firm’s revenue. The general manager is concerned that the soup industry is declining and that the soup division shows declining profits and market share, especially among the important baby boomer segment. Hoping to reverse these trends, he asks four key managers to review a consultant’s analysis of the soup industry and recommend a turnaround strategy. Each manager presents a different plan, from investing in core market segments and products to acquiring new product lines and customers. Students must perform a quantitative analysis of each proposal while considering the feasibility and risks associated with each option before making a final recommendation.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Aegis Analytical Corporation’s Strategic Alliances
Complete Case details are given below :
Case Name :      Aegis Analytical Corporation’s Strategic Alliances
Authors :           Paul M. Olk, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0117
Discipline :        Strategy
Case Length :    15 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Aegis Analytical Corporation was founded in 1995 by Gretchen L. Jahn and Justin O. Neway to provide process manufacturing software and consulting services to pharmaceutical and biotech manufacturers. Aegis developed a software program that quickly compiles disparate data into a single report. Within minutes, the program develops reports on drug tests and manufacturing quality that previously might take months to compile. With a target market of large pharmaceutical manufacturers, Aegis knew it faced a challenge of getting “in the door” of these companies and of convincing them that Aegis and its software would be around for awhile. To help with the marketing, Aegis formed two alliances with two companies that manufactured and sold complementary products to pharmaceutical manufacturing companies. While there were advantages to partnering with these divisions of Honeywell and Rockwell, most notably the visibility and credibility that these big names offered, many disadvantages developed. Most important is that Aegis’s product was just one of many that Honeywell or Rockwell would promote. While there were incentives in place to encourage Honeywell and Rockwell to promote Aegis’s product, after a year neither strategic alliance had resulted in a sale of Aegis’s software. Aegis’s founders were faced with the decisions of whether they should continue with either or both of the alliances. If they chose to continue the alliances, what could they as a small company do to encourage their much larger partners to promote the Aegis product? If they chose to terminate the alliances, can they rely only upon their internal sales staff to adequately promote and sell their product? What would be the effect on their reputation by no longer partnering with Rockwell or Honeywell? Another option might be to attempt to set up new alliances? If so, what steps should they take to increase the probability of success?

Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Strategic Planning and Governance at Bridge Adult Service Centre: Where to Begin?
Complete Case details are given below :
Case Name :      Strategic Planning and Governance at Bridge Adult Service Centre: Where to Begin?
Authors :           Gina Grandy, Rhian Stewart
Source :             North American Case Research Association (NACRA)
Case ID :            NA0184
Discipline :        Strategy
Case Length :    22 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Susan Thibodeau, Executive Director of Bridge Adult Service Centre, contemplated how Bridge Adult could provide additional services and improved programming to current and new clients. Bridge Adult was a not-for-profit organization that aimed to enhance the lives and promote inclusion of intellectually challenged individuals in communities. There were 27 other service centres similar to Bridge Adult located throughout Nova Scotia, Canada. Funding from government sources remained relatively stagnant over the years but demand and programming needs had changed significantly in most of these centres. In order for Bridge Adult to continue to improve their current client offerings, programs that generated revenue while simultaneously provided meaningful experiences for clients were essential. Thibodeau, in collaboration with the Board, needed to determine strategic priorities for the next three years, her role in that process and who would be responsible for the various aspects of the implementation. This case was formulated for university undergraduate students in their fourth year of study or graduate students in a MBA program. It is intended to challenge students to consider the similarities and differences in strategy formulation and implementation and governance between for-profit and not-for-profit organizations. It should therefore be taught as a corporate governance or strategic planning case and ideally after students have been exposed to financial analysis, competitive analysis, value chain analysis, governance, SWOT analysis, and growth strategies.

Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for At a Crossroads: The Strategic Dilemma at PENPOL
Complete Case details are given below :
Case Name :      At a Crossroads: The Strategic Dilemma at PENPOL
Authors :           Rajasree K. Rajamma, Catherine Giapponi, Arun Kumar S Rao, Chandrasekhar Padmakumar
Source :             North American Case Research Association (NACRA)
Case ID :            NA0294
Discipline :        General Management
Case Length :    26 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Vasudev Nair, CEO of PENPOL, a medical devices company in India, was facing a financial crisis. With debt mounting and cash flow becoming increasingly problematic, he had to make some decisions about the future of the company. Incorporated in 1987 under Nair’s leadership, PENPOL began as a producer of hematology products with the introduction of its innovative blood bag product. The blood bag business was expanded with the introduction of multiple types of bags and blood bag equipment. In 1993 the company entered the urology business with the introduction of urine bags and within four years the urology line was expanded to include stone management devices, leg bags and foley catheters. Growth in the urology business was met with limited success however, and by 1998 PENPOL had exited all but the urine bag product line. The failed launches resulted in huge inventories of unsold goods and problems getting payment from stockists (distributors) that contributed to the company’s mounting debt and cash problems. In addition, the Urology Division’s flagship product, the urine bag, faced intensified price competition. PENPOL’s Blood Bag Division was also suffering due to increased competition in the Indian market. Vasudev Nair had to stop the bleeding. He considered a few alternatives. Knowing that the company had no more access to debt financing, he considered the possibility of securing private equity or the infusion of funds from some of the co-owners of PENPOL. With this infusion of funds, could he or should he save both the Blood Bag and Urology Divisions? Should he divest or sell the Urology Division in order to bring in funds to shore up the blood bag business? Divesting the Urology Division would mean sacrificing the star product, the urine bag, which after much effort was gaining acceptance in the market. Given that a competitor had expressed interest in the company, he considered establishing a joint venture with the competitor.

Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub