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Case Solution for Team Collapse at Richard, Wood and Hulme LLP

Complete Case details are given below :

Case Name : Team Collapse at Richard, Wood and Hulme LLP

Authors : Gerard Seijts, Leah Noble

Source : Ivey Publishing

Case ID : W12631

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A senior associate at Richard, Wood and Hulme LLP (RWH) was amazed at the speed with which the audit team for an important client for the firm was rapidly falling apart. Two members had just been fired presumably because they did not pass their chartered accounting qualification examination; team morale had become non-existent; there were difficulties in completing the engagement due to lack of preparation from both the RWH and the client; there was a question about the commitment of particular individuals; and with the audit falling behind schedule, the senior associate perceived an absence of strong leadership from the partners of the firm. The senior associate did not understand why the team had been so unfocused from the start of the engagement as prior years’ engagements had been quite successful. He was not sure how to proceed. What would he tell the client? What should he do to keep this audit on track and keep the team together?

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Case Solution for MacTara Limited and the Wood Products Industry in Nova Scotia

Complete Case details are given below :

Case Name : MacTara Limited and the Wood Products Industry in Nova Scotia

Authors : Julia Sagebien, Rick Shaver

Source : Ivey Publishing

Case ID : 907M70

Discipline : Operations Management

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case centers around the strategic planning retreat of MacTara Limited (MacTara), the largest wood products company in Nova Scotia. While there are some very good opportunities for the company in some sectors, like wood pellets for fuel (high demand for inexpensively priced renewable energy sources), the Canadian lumber industry as a whole is not attractive at this time (distortionary effects of the Canadian-U.S. softwood lumber dispute, low price of lumber, sales denominated in the free-falling U.S. dollar, inflexible cost structure, etc). The fact that MacTara is a somewhat vertically integrated company – from construction lumber, to chips for paper mills, to fuel pellets made out of wood waste – makes planning very difficult because the health of each sector impacts on the prospects for the others. Company executives need to find a way to make all the various pieces of the business fit together into a profitable whole while they still have money and time. The Canadian lumber industry is in crisis and the eastern Canadian industry is ripe for consolidation.

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Case Solution for Sirius XM Radio Canada

Complete Case details are given below :

Case Name : Sirius XM Radio Canada

Authors : David Wood, Craig Dunbar

Source : Ivey Publishing

Case ID : W11558

Discipline : Finance

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

On April 11, 2011 the merger between Canadian Satellite Radio Holdings Inc. (the parent company of XM Canada) and SIRIUS Canada Inc. (SIRIUS Canada) had received the approval of CRTC (Canadian Radio-television and Telecommunications Commission). This was that last obstacle standing in the way of the president and CEO of the new organization. The president had plenty of time to prepare for this merger since it was first announce in November of 2010. However, with only a few months before the implementation plan was to go into place the president was reviewing the proposal that he had prepared one more time. The merger of XM Canada and SIRIUS Canada was not going to be easy. Both organizations had been fierce competitors, but it was clear that their survival was dependant on a successful merger. The president’s plan had to consider the make-up of the management team, the consolidated marketing strategy, operations and information systems integration, and how all of this was to be financed.

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Case Solution for Upper Canada Insurance

Complete Case details are given below :

Case Name : Upper Canada Insurance

Authors : David Wood

Source : Ivey Publishing

Case ID : 910D12

Discipline : Operations Management

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Deborah McDonald of Upper Canada Insurance (Upper Canada) was reviewing several pieces of data she and her team had spent the last month collecting. McDonald and her team had been asked to address the inefficiencies in the life insurance application process, largely due to the high numbers of applicants withdrawing from the system (known as “wastage”) in the midst of the process. Upper Canada had determined that the most common reason for clients abandoning the application process was the long time required to get a response, followed by lack of communication and poor customer service. It was thought that by solving these problems, Upper Canada could meet or exceed industry wastage levels and improve the efficiency of the sales team. McDonald was assigned the task of analyzing the data and making recommendations to resolve the issues of the application process, but was not certain where to begin.

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Case Solution for Digital Extremes Ltd.

Complete Case details are given below :

Case Name : Digital Extremes Ltd.

Authors : David Wood, Joseph Compeau

Source : Ivey Publishing

Case ID : W11391

Discipline : Operations Management

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In March 2005, the president of Digital Extremes in London, Ontario, had just received the latest industry data. The new Xbox 360 was a success and the president knew that Digital Extremes would have to add significant resources and fundamentally change its operations in order to focus on the growing console market rather than on PC gaming. However, given only three months before game development would begin for the next new console, the PS3, the president was unsure of what changes would be possible.

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Case Solution for C. R. Plastics

Complete Case details are given below :

Case Name : C. R. Plastics

Authors : David Wood, Mary Heisz

Source : Ivey Publishing

Case ID : W11581

Discipline : Operations Management

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Jamie Bailey, owner and president of C.R. Plastics, has successfully grown his business every year since 1994 when he began producing recycled plastic outdoor furniture. This rapid growth has provided its own challenges in terms of constrained financing and by summer 2010, Bailey was desperate for a new source of cash. He subsequently auditioned to be on Dragon’s Den, a television show where entrepreneurs can pitch their business to a group of venture capitalists, who may then choose to invest their own cash in exchange for a share of the business. With a week remaining before he has to present his final pitch, Bailey has to make a difficult prediction: How much money will he need to meet the growing demand into 2011? Complicating his analysis are competing proposals to fundamentally change how production is managed. In addition to reconfiguring labour allocation, one method requires significant investment in equipment while the other increases inventory during the off-season. Which alternative will allow the company to retain a greater share of the equity when he pitches his business to the Dragon’s Den panel?

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Case Solution for Athletic Knit

Complete Case details are given below :

Case Name : Athletic Knit

Authors : David Wood, Dina Ribbink

Source : Ivey Publishing

Case ID : W12175

Discipline : Operations Management

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case investigates issues of obsolescence and inventory control in a local sportswear company that is competing on the global stage with both multinational corporations and foreign, low-cost distributors. Athletic Knit, a family-owned company in Toronto, faces the need to balance peak-season demand during the third quarter of the year with the available knitting production capacity. Inventory, if it serves a purpose, can be an asset to a company, but too much inventory can be a liability. Trade-offs between capacity, inventory, and flexibility to meet custom orders must be met to support corporate strategy. Given the competitive nature of the industry, tighter inventory controls are essential, but the company must weigh endangering its reputation for fast responses to custom orders with managing inventory to prevent stock-outs and/or overruns of stock that cannot be sold.

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Case Solution for Oleum Resources

Complete Case details are given below :

Case Name : Oleum Resources

Authors : David Wood, Tom Hansen, Jack Hansen

Source : Ivey Publishing

Case ID : W12187

Discipline : Operations Management

Case Length : 15 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case introduces the value chain of the oil and gas industry in Canada. Through examining the current position and future plans of a small, independent oil and gas exploration company, they will discover the challenges of growing through acquisition and the risks associated with expanding beyond a company’s core competencies. The case includes an overview of the industry, the history of Oleum Resources Ltd., and the opportunities it has to revise its business strategy by expanding into the innovative but risky ASP technology. The company’s first two options entail not only investing considerable capital but also hiring highly specialized personnel. However, the third option, to stay the course, may mean facing losses and investor unhappiness.

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Case Solution for Elizabeth Arden: Executing Global Supply Chain Re-engineering

Complete Case details are given below :

Case Name : Elizabeth Arden: Executing Global Supply Chain Re-engineering

Authors : David Wood, Norman Gao

Source : Ivey Publishing

Case ID : W13478

Discipline : Operations Management

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In mid-2008, the senior vice-president of Global Supply Chain at Elizabeth Arden in New York City was troubled with the challenges that lay before him. He had been hired to make sweeping changes to the company’s management of its supply chain, and he had already made a significant impact in forecasting, inventory control and service performance. His next move would require a radical consolidation of suppliers, make dramatic changes to inventory management, have a far-reaching impact on product development and require major lead time reductions. Given such a disruptive move, would current suppliers be able to meet expectations? Could the company’s current employees keep up with the pace of change expected? How many would have to be let go, and what would this do the morale of the workforce? Were significant results to shareholders really achievable? How much money would be saved, where would the savings come from and when would they be realized? The senior vice-president was determined to execute the re-engineering in a manner that would best address all these concerns.

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Case Solution for CIBC-Barclays: Should Their Caribbean Operations Be Merged?

Complete Case details are given below :

Case Name : CIBC-Barclays: Should Their Caribbean Operations Be Merged?

Authors : Paul W. Beamish, Don Wood

Source : Ivey Publishing

Case ID : 904M67

Discipline : Strategy

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

At the end of 2001, the Canadian Imperial Bank of Commerce (CIBC) and Barclays Bank PLC were in advanced negotiations regarding the potential merger of their respective retail, corporate, and offshore banking operations in the Caribbean. Some members of each board wondered whether this was the best direction to take. Would the combined company be able to deliver superior returns? Would it be possible to integrate, within budget, companies that had competed with each other in the region for decades? Would either firm be better off divesting regional operations instead? Should the two firms just continue to go it alone with emphasis on continual improvement? A decision needed to be made in the coming week.

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