Venkatagiri

Case Solution for Mercedes-Benz India

Complete Case details are given below :

Case Name :      Mercedes-Benz India
Authors :           Nicole R.D. Haggerty, Shankar Venkatagiri, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11084
Discipline :        International Business
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In December 2007, the management of Mercedes-Benz India (MBI), a fully owned subsidiary of Daimler AG, the 12th-largest automobile manufacturer in the world, decided to relocate to a new facility near Pune in western India. In overseeing the installation of information technology (IT) infrastructure at the new premises, the company’s CIO is dealing with some managerial choices pertaining to IT architecture, IT tools, and IT skill sets of the company. Each choice involves several trade-offs. The CIO’s decision on each will have a major effect on the revenues, margins, and competitive positioning of MBI in the Indian automotive industry.
 
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Case Solution for Mudra Communications

Complete Case details are given below :
Case Name :      Mudra Communications
Authors :           Nicole R.D. Haggerty, Shankar Venkatagiri, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11170
Discipline :        Operations Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2006, Mudra Communications (Mudra), the third largest advertising agency in India, is in the middle of an organizational transformation in which information technology (IT) is seen by the top management as an enabler. The IT set-up itself is witnessing a transition at Mudra from manual systems to an Enterprise System (ES) which has been developed internally by the eight-member IT team led by Executive Vice President (Technology) Sebastian Joseph. As he gets ready to implement the first module of ES, known as Mudra Business Operations Support System (mboss) covering 70 per cent of the activities of the agency, Joseph is facing some managerial dilemmas related to planning the roll-out, training the end-users and managing the change that the new system will bring to the agency. He is also making a choice between outsourcing the ES architecture and owning it and between outsourcing the development of the remaining seven modules and developing them internally, as before.
 
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