Windhorse

Case Solution for Friends of Western Buddhist Order – Windhorse: Evolution

Complete Case details are given below :

Case Name :      Friends of Western Buddhist Order – Windhorse: Evolution
Authors :           Himanshu Dhaka, Rajen Gupta, Tanuja Sharma
Source :             Ivey Publishing
Case ID :           W14778
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the organization; however, many of the Buddhist members felt that the purpose and meaning that had bonded the members to the organization was fading. As a result, an increasing number of Buddhists started leaving the organization, while many new members were unwilling to work for the low remuneration. Was it viable for such a value-based organization to continue to pursue financial prosperity?
 
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Case Solution for Windhorse Farm’s Eco-Woodshop Guitar Top Decision

Complete Case details are given below :

Case Name :      Windhorse Farm’s Eco-Woodshop Guitar Top Decision
Authors :           Julia Sagebien, Annika Tamlyn
Source :             Ivey Publishing
Case ID :            908M66
Discipline :        Entrepreneurship
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The owner of Windhorse Farm (WHF), a sustainably run woodlot and woodshop that produces building products as well as “tonewood” (wood used for guitar, mandolin, violin tops), is reaching retirement age. Since there is no heir apparent to run the businesses, he needs to determine whether he should stay in or exit the building products business and/or the tonewood business. The decision must conform to the criteria set out by the “four pillars” (economic, social, environmental and spiritual), which guide the mission and strategy of WHF. Objectives: 1) To provide a rich opportunity for students to examine how a small business uses a triple (in this case, quadruple) bottom line approach to corporate mission definition and strategy formulation. 2) To demonstrate how product extension decisions need to be integrated into the dynamics of the overall company, especially in terms of the relationship between existing product lines and new marketing, production and personnel requirements. 3) To expose students to business and community-based strategies that can enhance the sustainability of the forest industry. 4) To present students with a decision-making opportunity in a market such as tonewood where market knowledge and available data are highly “impressionistic” and informal. 5) To highlight how personal priorities, such as retirement and succession, may override other concerns.
 
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