Camp Wahanowin Case Solution

22:07 Posted by Unknown ,
Case Solution for Camp Wahanowin by Elizabeth M.A. Grasby, Eric Silverberg

Abstract:
The owner and director of a residential summer camp for children recognizes the need to make some changes to achieve his primary objective of increasing the number of campers. Specifically, marketing initiatives are needed to bolster the August sessions, a month when the camp experiences declining enrolment. He has some key decisions to make, including which group to target, how to promote the camp sessions, and what to charge for any new product offerings.

Keywords: 
Consumer Analysis, Market Analysis, Marketing Planning, Marketing Communication, New Products, Canada, Camp Wahanowin Case Solution

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The Business Plan Presentation Case Solution

22:06 Posted by Unknown ,
Case Solution for The Business Plan Presentation by Deborah Compeau, Yves Plourde

Abstract:
On the last day of the Emerging Entrepreneurs Project in Russia, students were required to present their business plans to the instructor. Shortly before class, however, a student with difficulties speaking English informed the instructor that he would not be presenting. As the instructor considered how to respond, another student — the “alpha male" of the class — claimed that the student would in fact present. The instructor needed to respond to the first student, and decide whether bullying and poor class management had contributed to this situation and the decline in class attendance.

Keywords: 
Bullying, Poor Attendance, English as a Second Language (ESL), Russia, Eastern Europe, The Business Plan Presentation Case Solution

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Boise Automation Canada Ltd.: The Lost Order at Northern Paper (A) (Revised) Case Solution

19:11 Posted by Unknown ,
Case Solution for Boise Automation Canada Ltd.: The Lost Order at Northern Paper (A) (Revised) by Michael Taylor

Abstract:
A senior account manager at Boise Automation Canada Ltd. was disappointed with the news that he had just lost the $1.2 million order with Northern Paper Inc. (Northern), a paper mill. The opportunity was to design, supply, and install an automated control system for Northern’s wood-chip handling system. He had over 20 years’ experience selling automation systems in heavy industry, and had he won the order it would have easily put him over his target quota for 2011 and significantly boosted his incentive payout. Now, with less than three months before the end of the year, he was unlikely to meet his target for the year. The senior account manager wanted to understand what had gone wrong, and to learn from the experience in order to avoid repeating it. What should he have done differently?

Keywords: 
Selling process, Sales force resource management, Organizational buying behaviour, Canada, Boise Automation Canada Ltd. The Lost Order at Northern Paper (A) Revised Case Solution

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StratAFin Inc.: Auditing Change Case Solution

19:08 Posted by Unknown ,
Case Solution for StratAFin Inc.: Auditing Change by Verity Hawarden, Margaret Sutherland, Mandla Adonisi

Abstract:
This case focuses on organizational transformation in an accounting firm in South Africa. It describes how the impact of both globalization and the transformation that the country had undergone since the advent of democracy in 1994 steered StratAFin Inc. towards a process of building a new identity. The firm’s senior management realized the need for transformation based on the many new challenges in the changing environment. Change was experienced at many levels within the organization: from the construction of a new building as a symbol of change, to corporatizing and growing the firm, changing the management structure, investing heavily in technology and human capital development, focusing on continuous improvement, and driving major diversity transformation. The case offers insights into the many drivers that had to be considered in the process, how the organization had to manage resistance to change and the need for flexibility during the process, and the importance of measurement of the many dimensions of the transformation process. The case concludes with the challenge of how the firm’s leadership could ensure that the continuing transformation maintained its momentum.

Keywords: 
Change Management, Organizational Design, Transformation, Organizational Behaviour, Accounting, Diversity, South Africa, GIBS, StratAFin Inc. Auditing Change Case Solution

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Mission Hills: Leading the China Golf Industry Case Solution

06:45 Posted by Unknown ,
Case Solution for Mission Hills: Leading the China Golf Industry by Jim Kayalar

Abstract:
The chief executive officer of Mission Hills, a Chinese golf course operator, is reviewing a handful of expansion options. In August 2011, Mission Hills has three large land holdings in Shenzhen, Dongguan, and Haikou, 12,000 employees, and 22 golf courses. In addition to golf courses, it owns two luxury hotels and sells houses built within its properties. Mission Hills occupies an average of 60 per cent of the land it currently owns, and Chu is trying to decide if growth should come by expanding to a third Chinese province or if it should continue building in its current land holdings. He wants to identify and mitigate some of the risks that come with running a high-growth business.

Keywords: 
Strategic Planning, Expansion, Computer Management, Stakeholder Analysis, Hotels, Real Estate, Golf, China, Mission Hills Leading the China Golf Industry Case Solution

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We Are So Sorry: Sedang Prestige Resort Case Solution

06:41 Posted by Unknown ,
Case Solution for We Are So Sorry: Sedang Prestige Resort by Jim Kayalar

Abstract:
Looking back on the disastrous vacation of an American couple in Indonesia, this case shows how a globally branded North American hotel chain disregarded the basic tenets of maintaining their global brand promise, ignored generally accepted customer service standards, failed to instigate delivery failure recovery, and leveraged firm-specific capabilities to maximize shareholder wealth. The reaction of the local manager at the Indonesian hotel and adaptation of the value proposition are told from the perspective of the vacationing couple that experienced the diluted brand firsthand.

Keywords: 
Subsidiary Operations, Hotel Management, Performance Measurement, Customer Service, Indonesia, We Are So Sorry Sedang Prestige Resort Case Solution

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7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments Case Solution

06:39 Posted by Unknown ,
Case Solution for 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments by Shih-Fen Chen, Aihwa Chang

Abstract:
This case shows the expansion of 7-Eleven to Taiwan and the adaptation of the store format by its local franchisee to the new market environment. The core issue in this case is the balance between standardization and localization in business-format franchising across national borders. Despite keeping the store logo and convenience concept that was well established in the United States, the local franchisee of 7-Eleven in Taiwan re-formatted almost all aspects of the store chain, including its positioning, location, layout, and product offerings. In addition, 7-Eleven in Taiwan introduced a wide variety of new services for its customers, such as e-commerce (train or movie tickets), e-payment, mobile communications, pickup/delivery, and taxi services. The local franchisee, President Chain Store Corp. (PCSC), seemed to have struck the right balance between standardization and localization that allowed it to use service differentiation to gain competitive advantages over its rivals. In about three decades, it grew from zero to nearly 5,000 stores in Taiwan with over 50 per cent of the market, while expanding its reach to China and Thailand.

Keywords: 
Service Standardization, Localization Across Borders, Service Differentiation, Service Marketing, International Franchising, Taiwan, CNCCU/Ivey, 7-Eleven in Taiwan Adaptation of Convenience Stores to New Market Environments Case Solution

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World Championship Wrestling — A Crisis of Leadership (A) Case Solution

06:36 Posted by Unknown ,
Case Solution for World Championship Wrestling — A Crisis of Leadership (A) by Lyn Purdy, Jason Ravesi

Abstract:
In January 2000, World Championship Wrestling (WCW)’s executive VP was faced with a challenging decision. He had been appointed as executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s on-screen performance was suffering; ratings for the flagship WCW Monday Nitro television program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience, and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already low morale among WCW’s on-screen talent and support staff.

Keywords: 
Leadership, Strategic Direction, Employee Morale, Professional Wrestling, United States, World Championship Wrestling A Crisis of Leadership (A) Case Solution

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COMPFED: The Dairy Cooperative Distribution System Case Solution

06:34 Posted by Unknown ,
Case Solution for COMPFED: The Dairy Cooperative Distribution System by Subhash Jha, Atanu Adhikari

Abstract:
Bihar State Milk Cooperative Federation (COMPFED) had been marketing its milk and milk-related products under the Sudha brand name in the Bihar and Jharkhand regions of India for three decades. It operated through six unions and two dairies to process the milk collected from nearly 4,000 village-level cooperatives. COMPFED appeared to have a competitive advantage for its supply of milk, since it maintained the largest network for milk procurement, which spanned a large area and was unmatched by its competitors. However, due to various environmental forces, the ability to procure an adequate supply had declined in the last two years, which negatively affected the profitability of the organization.
The marketing manager of COMPFED had been facing difficulty in serving the growing demand and maintaining profitability. Since he operated in an industry with high fixed costs, the declining supply of milk procurement meant lower sales. As a result, there was no opportunity to significantly lower operating costs to match the limited supply.
The marketing manager thought of two reasons in the external environment that contributed to this situation. First, a series of floods had caused damage to grazing land and livestock operations. Additionally, private players were disrupting the supply chain by offering short-term higher payments to some suppliers/farmers. These players did not face the same regulatory and hygiene guidelines that COMPFED did. The marketing manager’s options included two very different alternatives: trying to work with these agents or securing a process to minimize or eradicate their activities.

Keywords: 
Agribusiness, Distribution System, Cooperatives, Distribution Channel, Dairy Farming, India, COMPFED The Dairy Cooperative Distribution System Case Solution

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Tennant Company: Can “Chemical-free” Be a Pathway to Competitive Advantage? Case Solution

06:31 Posted by Unknown ,
Case Solution for Tennant Company: Can “Chemical-free” Be a Pathway to Competitive Advantage? by Chris Laszlo, Eric Ahearn, Indrajeet Ghatge, Garima Sharma

Abstract:
Companies in every industry are attempting to reduce their use of chemicals, particularly synthetic organic compounds, where there is a perception of harm to human health or the environment. The industrial and commercial floor-cleaning equipment industry is no different, with many equipment manufacturers seeking to reduce their use of harsh cleaning chemicals such as petroleum solvents. But with every competitor pursuing similar greening efforts in a mature market, companies find it difficult to differentiate their offerings to customers.
Tennant Company chose to differentiate itself through a technology-driven business strategy based on chemical-free cleaning. Instead of reducing the use of harsh cleaning chemicals, or reducing the harshness of those chemicals, Tennant offered its customers a cleaning solution that used ionized tap water to clean and disinfect surfaces, thereby eliminating harsh chemicals altogether. The benefits to customers were numerous, including lower total cost of ownership and improved health and safety, while maintaining cleaning performance relative to conventional chemical-based products. This case helps to illustrate the challenge of profitably going beyond incremental “greening” efforts (aimed at doing less harm) — could a significant innovation in environmental performance be the central argument for the company’s value proposition?

Keywords: 
Environmental Sustainability, Sustainable Value, Environmental and Social Performance, Cleaning Industry, United States, Tennant Company Can Chemical-free Be a Pathway to Competitive Advantage Case Solution

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Clarke: Transformation for Environmental Sustainability Case Solution

03:20 Posted by Unknown ,
Case Solution for Clarke: Transformation for Environmental Sustainability by Chris Laszlo, Katey McCabe, Eric Ahearn, Indrajeet Ghatge

Abstract:
Clarke, a mosquito abatement company seen as having a core business that is environmentally harmful by its very nature — selling pesticides — faces unique challenges in its transformation into a sustainable enterprise. Should it shift its focus entirely towards offering “green” pesticides and risk losing some of its customers, or should it keep offering its less expensive, more toxic products? This case shows how even when innovation leads to new green products, processes, technologies, and business models, the leadership of a company must cope with the daunting task of engaging employees and customers in the idea that green can be effective and profitable.

Keywords: 
Environmental Sustainability, Environmental Performance, Pesticides, United States, Clarke Transformation for Environmental Sustainability Case Solution

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Wolters Brewery (B): Traditions for the Future Case Solution

03:18 Posted by Unknown ,
Case Solution for Wolters Brewery (B): Traditions for the Future by Klaus Meyer

Abstract:
This case is a supplement to Wolters Brewery (A): Negotiating Restructuring. It gives a debriefing of the (A) case. It is also an independent case on small- and medium-sized enterprises facing issues of local brand marketing in an industry increasingly dominated by global players, and of developing exports from scratch.

Keywords: 
Management Buyout, Corporate Restructuring, Negotiation, Government and Business, Post-merger Integration, Beer Industry, Germany, Wolters Brewery (B) Traditions for the Future Case Solution

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Wolters Brewery (A): Negotiating Restructuring Case Solution

03:16 Posted by Unknown ,
Case Solution for Wolters Brewery (A): Negotiating Restructuring by Klaus Meyer

Abstract:
Part (A) of this case series presents the situation of a multinational brewer, InBev, having acquired several breweries in Germany, and wishing to proceed with operational integration and the closure of smaller, less efficient plants. This move triggers resistance not only from the local workforce, but the local community. For InBev, this is a case of corporate restructuring and strategy implementation. Yet for a group of local entrepreneurs, this is an opportunity to plot a management buy-out (MBO) and to recreate a historical local brewery. The case is designed as a business negotiation setting that brings together Inbev, the local entrepreneurs, the city council, and a local bank (instructions for four teams involved in the negotiations are provided in the teaching note). The case can also be used as a conventional case on entrepreneurship or strategy implementation.

Keywords: 
Management Buyout, Corporate Restructuring, Negotiation, Government and Business, Post-merger Integration, Beer Industry, Germany, Wolters Brewery (A) Negotiating Restructuring Case Solution

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Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company Case Solution

03:15 Posted by Unknown ,
Case Solution for Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company by Lucia F. Miree, John E. Galletly

Abstract:
This case is about a software development company, Telerik, which was based in Bulgaria and had international offices. The company was founded in 2002 and had become a world leader in user interface (UI) components for Microsoft’s .NET framework. It was still managed by its original four founders and had grown to 400 employees. In 2006, in response to fast growth and to retain its rapid development product process, Telerik adopted agile development, which was a values-driven process that included decentralization, rapid development cycles, intense customer service, teamwork, and face-to-face communication.
Telerik had moved into a new and modern building and its physical environment was designed specifically to facilitate agile development. The company’s management style was informal, hands-on, consultative, and development-driven, with a youth-focused culture. Its recent innovations in benefits, including concierge services and stock options, had given Telerik an edge in human capital with an employee turnover rate of under five per cent. The founders’ success was based upon the rapid deployment of committed human capital in a culture of teamwork and custom. They were excited about the growth of Telerik, but wondered how the company could continue to be successful and innovate.

Keywords: 
Agile Management, Organizational Culture, Information Technology, Employee Engagement, Product Design/Development, Bulgaria, Scrums Sprints Spikes and Poker Agility in a Bulgarian Software Company Case Solution

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Dialogue in the Dark, Hong Kong: A Role Model for Social Enterprises in the Making Case Solution

03:13 Posted by Unknown ,
Case Solution for Dialogue in the Dark, Hong Kong: A Role Model for Social Enterprises in the Making by Kevin Au, Anna Po Yung Tsui, Elsa Tsz Ying Chan

Abstract:
Dialogue in the Dark Hong Kong Limited (DiD HK) is a social enterprise founded in August 2008 that uses exhibitions and workshops to raise the public’s awareness of the disadvantaged and provide jobs for the blind. It also aims to achieve financial success and sustainability, and provide dividend payouts to investors. In the first two years of operation, DiD HK’s innovations attracted many participants and created jobs for visually impaired employees. It made progress toward a breakeven in 2010 through its unique ownership and business models; the start-up team invented many new programs unheard of in other franchises.
Although DiD has franchises all over the world, none of them are sustainable and successful. Geared toward expanding to other parts of Asia, DiD HK is not without its problems. Its product range and market have room for improvement, and there is a lack of repeat visits to the exhibition. DiD HK also needs further financial capital, human resources, and other resources. Thus, it is imperative for management to review its strategies, and find ways to sustain its expansion and financial performance. If DiD HK can overcome these challenges, it may serve as a role-model social enterprise not just in Hong Kong, but also in other parts of the world.

Keywords: 
Social Entrepreneurship, Entrepreneurial Problem Solving, Human Resource Management, China, Ivey/CUHK, Dialogue in the Dark Hong Kong A Role Model for Social Enterprises in the Making Case Solution

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