Turnaround

Case Solution for Prince Edward Island Preserve Company: Turnaround

Complete Case details are given below :

Case Name :      Prince Edward Island Preserve Company: Turnaround
Authors :           Paul W. Beamish, Nathaniel Lupton
Source :             Ivey Publishing
Case ID :            908M49
Discipline :        Entrepreneurship
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In April 2008, Bruce MacNaughton, president of Prince Edward Island Preserve Co. Ltd. (P.E.I. Preserves), was focused on turnaround. The company he had founded in 1985 had gone into receivership in May 2007. Although this had resulted in losses for various mortgage holders and unsecured creditors, MacNaughton had been able to buy back his New Glasgow shop/cafe, the adjacent garden property and inventory, and restart the business. He now needed a viable product-market strategy.
 
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Case Solution for Nedbank: Transformational Leadership in Sustainable Turnaround

Complete Case details are given below :
Case Name :      Nedbank: Transformational Leadership in Sustainable Turnaround
Authors :           Caren Scheepers, Jabu Maphalala, Chantel van der Westhuizen
Source :             Ivey Publishing
Case ID :            W14219
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2013, the chief executive officer of South Africa’s fourth largest bank, the Nedbank Group Limited, is considering the past and future of his organization. The company is in the process of transformation from a low point in 2003 of poor staff morale and falling share prices, with the threat of losing its licence because of poor capital liquidity, to the best bank in Africa, winning praise for its efforts in environmental sustainability and promoting the post-Apartheid government’s broad-based black economic empowerment policy. Through acquisitions and joint ventures, the company is expanding into neighbouring countries with the result that, after a period of retrenchment, the number of branches and staff has grown. Clearly, his and his predecessor’s clear vision, measurement and focus on culture have enabled the turnaround and subsequent organizational transformation. Yet, in the midst of the global financial crisis, the company is facing increasing competition not only from other banks throughout Africa but from telecommunications companies and retailers that operate financial services. The question now is: Can these transformation efforts be sustained?
 
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