Women’s

Case Solution for The Women’s Tennis Association Comes to China – But Who? (B)
Complete Case details are given below :
Case Name :      The Women’s Tennis Association Comes to China – But Who? (B)
Authors :           W. Glenn Rowe, Sharda Prashad
Source :             Ivey Publishing
Case ID :            910M27
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2007, the Women’s Tennis Association (WTA) was facing a saturated market for women’s tennis and identified Asia as a growth area. Subsequently, it committed to opening a regional office in Beijing but was unsure how to approach staffing the local office. The dilemma revolved around the intricacies of determining the appropriate mix of local employees and expatriates. The goal of the staffing plan was to achieve a quick, efficient and lasting presence to successfully bring women’s tennis to a developing market. The chief operating officer realized that it was no small task to analyze all the different factors to determine the best mix of employees.
 
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Case Solution for Women’s Tennis Association in Asia – But Where? (A)
Complete Case details are given below :
Case Name :      Women’s Tennis Association in Asia – But Where? (A)
Authors :           W. Glenn Rowe, Sharda Prashad
Source :             Ivey Publishing
Case ID :            910M26
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2007, the Women’s Tennis Association (WTA) was facing a saturated market for women’s tennis and identified the emerging middle-class in Asia as a growth area. The chief operating officer (COO) of the WTA was faced with a dilemma: He had to decide the new location of the Asian regional office of the WTA and present his recommendation at both the next board meeting and the WTA Global Advisory Council. The COO’s presentation had to include the rationale for the chosen location and a strategy to increase the sport’s popularity in the Asian market. With several cities to choose from, the COO had to weigh the pros and cons of each to present the most logical choice.
 
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Case Solution for Women’s Community House and Mine101: Is Social Enterprise Worth It?
Complete Case details are given below :
Case Name :      Women’s Community House and Mine101: Is Social Enterprise Worth It?
Authors :           Colleen Sharen
Source :             Ivey Publishing
Case ID :            W14387
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In May 2013, the director of transitional and community programs at Women’s Community House (WCH) must decide whether to renew the retail lease on WCH’s used-clothing boutique, Mine101. This social enterprise was launched to generate income for WCH’s children’s programming, but lost money in its first two years of operations. The decision to renew the lease begs a larger question: Should Women’s Community House continue to operate Mine101? The director must conduct an analysis of the performance of Mine101 and recommend whether or not to continue operating the social enterprise.
 
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Case Solution for Building a Women’s Hospital in Coimbatore, India
Complete Case details are given below :
Case Name :      Building a Women’s Hospital in Coimbatore, India
Authors :           Gaurab Bhardwaj
Source:              Babson College
Case ID:             BAB701
Discipline :        Entrepreneurship
Case Length :    35 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case relates an entrepreneurial effort by Dr. M. Govindarajan and her son Jay Govindarajan to build a high-quality hospital focused on women’s health in Coimbatore, a mid-sized city in India. Despite its recent economic growth, India remains a lower-middle-income country with a poor state of health care for a majority of its people. The entrepreneurs abandon their initial desire to target low-income women, as it proves to be economically unviable. Their focus shifts to higher-income women. With no success in raising funds, the family invests almost all its wealth in the new venture. A chance meeting leads Jay to open a fertility clinic in a neighboring city to generate revenue with plans to open more such clinics in other cities. Dr. Govindarajan expresses an interest in starting a blood bank and a specialized ambulance service. The case ends in June 2011 with the hospital opening delayed by several months. Meanwhile, a competitor has emerged with a name similar to theirs, having hired away some of their medical and paramedical professionals. In response, Jay considers acquiring an expensive machine based on a new technology to gain a competitive edge. Should he buy this machine? Given the larger contextual changes in the economy and the health-care sector, what other decisions should he make?

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