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1 – 10 of over 1000Pravat Surya Kar and Meeta Dasgupta
Appreciate changing contours of business to business (B2B) purchase and how sellers should adapt their selling style and promotions.
Abstract
Learning outcomes
Appreciate changing contours of business to business (B2B) purchase and how sellers should adapt their selling style and promotions.
Case overview/synopsis
In the past two decades, imaging Goa (IG) and Azim Shaikh had weathered many business crises. However, as the COVID 19 pandemic unfolded, he became aware of critical fault lines in his B2B selling model. IG offered customised digital display solutions, but its primary source of revenue was B2B selling of interactive flat panel display (IFPD) devices. It, respectively, controlled about 35% and 3% of the market share of IFPD sales, respectively, in Goa and western India. IG’s success in the B2B segment was because of Shaikh’s ability to build strong relationships and customised solutions in an emerging market context. To deal with the COVID pandemic, the Indian Government had imposed a country-wide lockdown, which forced organisations to adopt work from home. This, in turn, created a pull for IFPDs. Yet, very soon Shaikh realised, in the new normal, there was a growing mismatch between his selling efforts and outcomes. Though overall revenue had not fallen much, but the veteran seller had started doubting his tried and tested relational solution selling model. Case dilemma involves the selection of appropriate selling approaches e.g. solution, insight or tiebreaker selling for different situations. This case also offers an opportunity to discuss, how to use online channels to complement B2B selling.
Complexity Academic Level
This teaching case study is suitable for the graduate-level programme in marketing management.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 8: Marketing
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Keywords
Mohammad Kamran Mumtaz and Shahid Raza Mir
Operations management, purchasing and procurement management, inventory management and supply chain.
Abstract
Subject area
Operations management, purchasing and procurement management, inventory management and supply chain.
Student level/applicability
Introductory courses in Operations Management; MBA level and final year undergraduates in management. Masters level in purchasing/procurement management, inventory management and supply chain management.
Case overview
The case deals with strategic purchase decision of a basic raw material used in ketchups. Ketchups represent 15 per cent of annual sales at National Foods. Mohammad Iqbal, Head of Supply Chain at National Foods, is confronted with the decision of buying tomato paste for fiscal year 2007-2008. He needs to decide how much paste to order from National Foods' supplier in China and when. He has the demand forecast for the paste for 2008 available to help him make the decision.
Expected learning outcomes
The case will introduce the students to issues in strategic buying of a basic raw material that is crucial to production. The case is not designed to teach just the basic concept of trade-off between inventory holding and stock out cost. The students should bring these basic concepts of operations with them to understand how these concepts are combined with knowledge of other disciplines to tackle a complex raw material planning issue. Students learn how to plan for the purchase of a perishable yet important raw material for an organization.
Supplementary materials
Teaching note.
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Armand Armand Gilinsky and Raymond H. Lopez
In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage…
Abstract
In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.
Arunachalam Narayanan, Malini Natarajarathinam and Brandon Winn
BP has interest in both upstream and downstream segments in over 100 countries worldwide. The United States subsidiary of BP is the nation's largest producer of oil and gas. This…
Abstract
BP has interest in both upstream and downstream segments in over 100 countries worldwide. The United States subsidiary of BP is the nation's largest producer of oil and gas. This case focuses on the upstream procurement activities in the Gulf of Mexico.
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Karyl B. Leggio, Marilyn L. Taylor and Jana Utter
This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise…
Abstract
This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise Risk Management program. The corporate Chief Risk Officer is Andrea Bielsker. Andrea appointed Jana Utter to take charge of coordinating the design and implementation of the ERM program. Utter faces a number of challenges. She has had to first conceptualize the program given the charge by the Board of Directors, then design a process by which she identifies the risks that the corporation faces, assist in designing measures for the risks, and work with the various divisions and functional areas to put processes in place to mitigate the identified risks.
An interview was conducted with the general manager and semi-structured interviews with Likert scale to the main clients, collaborators and suppliers to establish the key…
Abstract
Research methodology
An interview was conducted with the general manager and semi-structured interviews with Likert scale to the main clients, collaborators and suppliers to establish the key competencies of the firm. Secondary information was collected through the organization’s historical and strategic documents.
Learning outcomes
At the end of the case study, students will be able to learn international marketing, innovation, strategic management, international business strategy; analyze the brand equity construct through the associative neural network model for decision-making; determine the internationalization strategy using the dual pressures model and sources of competitive advantage for international marketing management; and propose the innovation of a product by applying creativity techniques or innovation models to enter international markets.
Case overview/synopsis
Café Galavis is a family business leader in the production and commercialization of roasted and ground coffee for 103 years in Colombia. The new chief executive officer recovered the financial stability during his management during the period from 2015 to 2019, implementing internationalization processes. However, the sanitary crisis caused by the COVID-19 pandemic in 2020 in Colombia, generated an economic recession, which led to a decrease in coffee consumption. How to innovate in the development of a product or service in times of pandemic? What internationalization strategy implement? These are the challenges that the new management and its collaborators will confront.
Complexity academic level
The teaching case is aimed at students of postgraduate academic programs in areas Management or MBA. In the modules of Marketing the case allows the orientation of the concepts of brand equity or branding. Likewise, in the modules of International Management, the definition of the internationalization strategy through the analysis of dual pressures and sources of competitive advantage. Finally, in the modules of Innovation different methodologies or techniques for innovation can be applied such as: SCAMPER, Design thinking or the Stage Gate Model.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 5: International Business
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Susan Chaplinsky, Felicia C. Marston and Brett Merker
In January 2012, Ellen Kullman, CEO and chairman of DuPont, must decide whether to retain or sell the company's Performance Coatings (DPC) division. This is an introductory case…
Abstract
In January 2012, Ellen Kullman, CEO and chairman of DuPont, must decide whether to retain or sell the company's Performance Coatings (DPC) division. This is an introductory case on valuing a leveraged buyout. The case focuses on a publicly listed corporation's decision to divest a large division and asks students to compare the division's value if it remains under DuPont's control or is sold to an outside party. The transaction size of approximately $4 billion is too large for potential strategic buyers in the industry, making private equity (PE) firms the most likely bidders. The case provides a base-case adjusted present value (APV) model of DPC as a stand-alone company and gives students specific assignments to adjust it to reflect the division's potential value under PE ownership (e.g., EBITDA growth, multiple arbitrage, and increased leverage).
The case is designed to illustrate and discuss the differences between a public company's valuation based on unlevered free cash flows and a PE sponsor's valuation based on residual (levered) cash flows.
This case has been successfully taught in a second-year elective course covering entrepreneurial finance and private equity and in an advanced undergraduate course on corporate finance. It is appropriate for use in classes on private equity, advanced corporate finance, or deal valuation.
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Arunachalam Narayanan and Gordon D. Smith
9 million Thin Mints are made every day. In 2015, there was a spike in orders causing production shortages. In this case, students will evaluate how the CEO of Girl Scouts of San…
Abstract
9 million Thin Mints are made every day. In 2015, there was a spike in orders causing production shortages. In this case, students will evaluate how the CEO of Girl Scouts of San Jacinto Council, Mary Vitek, can mitigate the risk of supply disruption and utilize strategic sourcing in order to avoid any further shortages.
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Joe Anderson and Susan K. Williams
The Ivey Business School recently decided to outsource its printing to ProPrintR. Barbara Pokropek, Ivey Executive Development (IED), was faced with managing IED's outsourced…
Abstract
Synopsis
The Ivey Business School recently decided to outsource its printing to ProPrintR. Barbara Pokropek, Ivey Executive Development (IED), was faced with managing IED's outsourced printing jobs. There had been an increasing number of quality issues with the binder that ProPrintR prepared for IED's executive classes. While binder material errors may not sound like a big deal, for IED these materials are part of their branding and can lead to executive student dissatisfaction. This case describes the evolution of the current situation and challenges students to consider how to manage the situation.
Research methodology
The situation described in this critical incident is real, only the name of the print provider has been changed. Barbara Pokropek was interviewed and she provided the data and examples described. Ms Pokropek reviewed and provided input to revise the manuscript.
Relevant courses and levels
This case is intended for undergraduate core operations management classes. It can be used to discuss supplier relations and supply management. As such there are multiple dimensions to the case: importance of clearly delineating the work needed, defining performance expectations and metrics for a supplier, selecting quality tools to help measure performance, and centralized vs decentralized supply management.
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Dayashankar Maurya, Amit Kumar Srivastava and Sulagna Mukherjee
The central lesson to be learned from studying the case is to understand the challenges and constraints posed by contextual conditions in designing contracts in public–private…
Abstract
Learning outcomes
The central lesson to be learned from studying the case is to understand the challenges and constraints posed by contextual conditions in designing contracts in public–private partnerships (PPP) for financing and delivering health care in emerging economies such as India.
Case overview/synopsis
Perverse incentives, along with contextual conditions, led to extensive opportunistic behaviors among involved agencies, limiting the effectiveness of otherwise highly regarded innovative design of the program.
Complexity academic level
India’s “Rashtriya Swasthya Bima Yojana” or National Health Insurance Program, launched in 2007 provided free health insurance coverage to protect millions of low-income families from getting pushed into poverty due to catastrophic health-care expenditure. The program was implemented through a PPP using standardized contracts between multiple stakeholders from the public and private sector – insurance companies, hospitals, intermediaries, the provincial and federal government.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS: 10 Public Sector Management.
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