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Case Solution for Gino SA: Distribution Channel Management
Complete Case details are given below :
Case Name :      Gino SA: Distribution Channel Management
Authors :           Terry H. Deutscher, Alan Wenchu Yang
Source :             Ivey Publishing
Case ID :            902A13
Discipline :        Strategy
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Gino SA is a manufacturer of burner units that are sold through exclusive contracts with distributors. As a result, the three distributors have significant bargaining power with Gino. A leading boiler manufacturer, who is currently purchasing through a distributor, has approached Gino to receive OEM treatment (a further discount by purchasing the burners direct from the manufacturer in return for a commitment to purchase a percentage of their burners from Gino). In deciding whether to pursue the company’s first direct OEM relationship, the marketing manager must consider the impact of his decision on the distributors, the competition, and the company’s corporate management.
 
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Case Solution for Zhongda Optical Cable Engineering
Complete Case details are given below :
Case Name :      Zhongda Optical Cable Engineering
Authors :           Terry H. Deutscher, Alan Wenchu Yang
Source :             Ivey Publishing
Case ID :            903A08
Discipline :        Strategy
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Zhongda Optical Cable Engineering Co. is a small company that provides optical cable engineering services to contractors who are installing intranet applications in a province in China. As an early entrant in the market and a high-quality service provider, the company was able to charge premium prices. However, the market has changed, with many competitors now providing similar services. Furthermore, contractors–and some end users–learned how to do Zhongda’s major task, optical cable welding, for themselves. Zhongda has three options: aggressively target end-user accounts, retreat from cable engineering services and focus on distributing cable components, or start manufacturing optical cable welding machines. None of these is a perfect match for Zhongda’s capabilities, but the prospects for continued prosperity in its current role are bleak.
 
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Case Solution for China Huiyuan Juice Group
Complete Case details are given below :
Case Name :      China Huiyuan Juice Group
Authors :           Hang Zhu, Wei Fang, Aili Yang
Source :             Ivey Publishing
Case ID :            W12455
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A $2.4 billion bid made by a competing company presented the founder and chairman of China Huiyuan Juice Group Limited with a dilemma. He had successfully transformed his company from a small-scale canned-fruit manufacturer into the largest juice producer in China. Despite the strong need for external funds to achieve further growth, the company’s founder had always been prudent in introducing outside investments into the firm, carefully maintaining his control of the business. To him, Huiyuan Juice was almost like a child that he had nurtured, rather than a product to be sold. However, the company’s rapid expansion had placed its founder under increased pressure and he now had to decide whether or not he should sell.
 
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Case Solution for Worldwide Equipment (China) Ltd.: A Sales Performance Dilemma
Complete Case details are given below :
Case Name :      Worldwide Equipment (China) Ltd.: A Sales Performance Dilemma
Authors :           June Cotte, Alan Wenchu Yang
Source :             Ivey Publishing
Case ID :            902A28
Discipline :        Marketing
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Worldwide Equipment Ltd. is one of the world’s largest manufacturers of heating, ventilating, and air-conditioning equipment. The Beijing regional sales manager has just heard that the sales performance of his office ranked the lowest among the sales offices in China. As a result, the Beijing sales force will not receive their year-end bonuses unless the situation can be turned around quickly. The regional sales manager must determine whether the sales management process or a recent new hire on the sales force, whose hiring was strongly suggested by the manager’s boss, are to blame for the poor sales performance and how to keep the situation from recurring.
 
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