MBA IIBMS ANSWER SHEETS – What was the problem Starbucks wanted to overcome in order to effectively advertise that its coffee brand was available in supermarkets

MBA IIBMS ANSWER SHEETS – What was the problem Starbucks wanted to overcome in order to effectively advertise that its coffee brand was available in supermarkets

MBA IIBMS ANSWER SHEETS – What was the problem Starbucks wanted to overcome in order to effectively advertise that its coffee brand was available in supermarkets

 

 

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Advertising Management

 
Case III- Starbucks Makes TV Less Intrusive
Starbucks coffee is now sold in grocery stores but how many people realize it? To get that message out, the well known coffee house chain needed to reach its customers nationwide with that message.
Television commercials would be the obvious way to reach those people, but Starbucks’ management knew that their customers are not big fans of television commercials and resent the interruption of their favorite program. That’s why starbucks has been such an infrequent advertiser on TV. Its on-air promotional activities have been limited primarily to radio and its only previous use of TV had been support announcements on public TV.
That was the problem facing Starcom’s MediaVest group. The agency used a creative solution: It recommended a partnership with the Bravo cable network. Bravo would run four Independent Film Channel (IFC) movies on Friday nights for a month and Starbucks would buy all the commercial time surrounding the movie airings.
The MediaVest team knew that Bravo’s “IFC Friday” night films would be a good way to reach the stakeholder audience because research had described that customer base as people who are up on the latest trends, like to attend live performances of the arts, are apt to see a movie during the weekend it opens, and generally are interested in cutting edge things. Mediavest calls this customer “the attuned explorer.”
Even though Starbucks bought all the commercial time, the MediaVest team recommended letting the movies run uninterrupted. Starbucks’ advertising message was delivered in supporting Bravo promotions of the movies during each week leading up to the Friday night telecast. About 40 seconds of each 60-second preview spot showed scenes from the movie and 20 seconds promoted Starbucks s the movie sponsor.
MBA IIBMS ANSWER SHEETS – What was the problem Starbucks wanted to overcome in order to effectively advertise that its coffee brand was available in supermarkets
MBA IIBMS ANSWER SHEETS – What was the problem Starbucks wanted to overcome in order to effectively advertise that its coffee brand was available in supermarkets

 

What was the problem Starbucks

Other promotional activities were also used in support of the campaign. One month before the movies aired, a $1 off coupon for a bag of Starbucks Coffee was sent to 3 million targeted consumers around the country, along with a viewer guide introducing the Starbucks-sponsored independent movie festival.
Starbucks billboards also appeared during the movie month coinciding with the independent film industry’s annual telecast, which aired on both Bravo and IC.
The innovative Bravo partnership wound up not only increasing sales of Starbucks Coffee by 15 percent for the month the campaign ran, but also increased viewership on Bravo by 33 percent. These results led the campaign to be named a Media Plan of the year by Adweek magazine.

What was the problem Starbucks

Questions:
  1. What was the problem Starbucks wanted to overcome in order to effectively advertise that its coffee brand was available in supermarkets?
  2. How did the partnership work? Is there anything you could recommend that would extend the reach of this campaign?

 

Welcome to Case Study Help

 
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And for each service, each subject and each topic, we dedicate an expert writer who has knowledge in that specific field of study. Experience impeccable academic writing service like never before.
Our experts understand that the time of the customers is very precious. The professors of universities and colleges are very rigorous about the submission deadlines of projects or assignments. Hence, the key objective of our case study help service is to deliver the assignments to the customers even before the promised submission deadlines.
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IIBMS ANSWER SHEETS – It was past 4 pm and Purushottam Kshirsagar was still at his shopfloor office. The small but elegant office was a perk he was entitled to after he had been nominated to the board of Horizon Industries (P) Ltd., as workman – director six months ago.

It was past 4 pm and Purushottam Kshirsagar was still at his shopfloor office. The small but elegant office was a perk he was entitled to after he had been nominated to the board of Horizon Industries (P) Ltd., as workman – director six months ago.
It was past 4 pm and Purushottam Kshirsagar was still at his shopfloor office. The small but elegant office was a perk he was entitled to after he had been nominated to the board of Horizon Industries (P) Ltd., as workman – director six months ago.

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Human Resource Management

 
“ WHOSE SIDE ARE YOU ON, ANYWAY ?”
 
 
            It was past 4 pm and Purushottam Kshirsagar was still at his shopfloor office.  The small but elegant office was a perk he was entitled to after he had been nominated to the board of Horizon Industries (P) Ltd., as workman – director six months ago.  His shift generally ended at 3 pm and he would be home by late evening.  But that day, he still had long hours ahead of him.
            Kshirsagar had been with Horizon for over twenty years.  Starting off as a substitute mill-hand in the paint shop at one of the company’s manufacturing facilities, he had been made permanent on the job five years later.  He had to formal education.  He felt this was a handicap, but he made up for it with a willingness to learn and a certain enthusiasm on the job.  He was soon marked by the works manager as someone to watch out for.  Simultaneously, Kshirsagar also came to the attention of the president of the Horizon Employees’ Union who drafted him into union activities.
            Even while he got promoted twice during the period to become the head colour mixer last year, Kshirsagar had gradually moved up the union hierarchy and  had been thrice elected secretary of the union. 
            Labour-management relations at Horizon were not always cordial.  This was largely because the company had not been recording a consistently good performance.  There were frequent cuts in production every year because of go-slows and strikes by workmen – most of them related to wager hikes and bonus payments.
            With a view to ensuring a better understanding on the part of labour, the problems of company management, the Horizon Board, led by chairman and managing director Avinash Chaturvedi, began to toy with the idea of taking on a workman on the board.  What started off as a hesitant move snowballed, after a series of brainstorming sessions with executives and meetings with the union leaders, into a situation in which Kshirsagar found himself catapulted to the Horizon board as workman-director.
            It was an untested ground for the company.  But the novelty of it all excited both the management and the labour force.  The board members – all functional heads went out of their way to make Kshirsagar comfortable and the latter also responded quite well.  He got used to the ambience of the boardroom and the sense of power it conveyed.  Significantly, he was soon at home with the perspectives of top management and began to see each issue from both sides.
            It was smooth going until the union presented a week before the monthly board meeting, its charter of demands, one of which was a 30 per cent across-the-board hike in wages.   The matter was taken up at the board meeting as part of a special agenda.
            “Look at what your people are asking for,” said Chaturvedi, addressing Kshirsagar with a sarcasm that no one in the board missed.  “You know the precarious finances of the company.  How could you be a party to a demand that simply can’t be met?  You better explain to them how ridiculous the demands are,” he said.
            “I don’t think they can all be dismissed as ridiculous,” said Kshirsagar.  “And the board can surely consider the alternatives.  We owe at least that much to the union.”  But Chaturvedi adjourned the meeting in a huff, mentioning, once again to Kshirsagar that he should “ advise the union properly.”
            When Kshirsagar told the executive committee members of the union that the board was simply not prepared to even consider the demands, he immediately sensed the hostility in the room.  “You are a sell out,” one of them said. “Who do you really represent – us or them?” asked another.
            “Here comes the crunch,” thought Kshirsagar.  And however hard he tried to explain, he felt he was talking to a wall.
            A victim of divided loyalties, he himself was unable to understand whose side he was on. Perhaps the best course would be resigned from the board.  Perhaps he should resign both from the board and the union.  Or may be resign from Horizon itself and seek a job elsewhere.  But, he felt, sitting in his office a little later, “none of it can solve the problem.”
Question:
  1. What should he do?
 
It was past 4 pm and Purushottam Kshirsagar was still at his shopfloor office. The small but elegant office was a perk he was entitled.

 

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And for each service, each subject and each topic, we dedicate an expert writer who has knowledge in that specific field of study. Experience impeccable academic writing service like never before.
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IIBMS MMS CASE STUDY ANSWER SHEETS – It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.

It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.
It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.

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Effective HR Training & Development Management

THE RESENTFUL EMPLOYEE
 
 
It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife.  The bus stopped, and two women and a man got in together and filled the vacant places.  The younger woman was dressed in sealskin, and carried one of those little Pekinese dogs that women in sealskin like to carry in their laps.  The conductor came and took the fare.  Then his eye rested with cold malice on the beady-eyed toy dog.  I saw trouble brewing.  This was the opportunity for which he had been waiting, and he intended to make the most of it.  I had marked him as the type of what Mr. Wells has called the Resentful Employee, the man with a general, vague grievance against everything, and in particular, a grievance against passengers who came and sat in his bus while he shivered at the door.
            “ You must take that dog out”, he said with sour venom.
            “I shall certainly do nothing of the kind.  You can take my name and address,” said the women, who had evidently expected the challenge and knew the reply.
            “You must take the dog out-that is my order.”
            “ I won’t go on the top in such weather.  It would kill me,” said the woman.
            “Certainly not,” said her lady companion.  “ You have got a cough as it is.”
            “ It is nonsense”, said her male companion.
            The conductor pulled the bell and the bus stopped.
            “ This bus does not go on until that dog is brought out.”  And he stepped on the pavement and waited.  It was his moment of triumph.  He had the law on his side and a bus-full of angry people under his thumb.  His embittered soul was having a real holiday.
            The storm inside rose high. “Shameful”, Why is not he in the army ?”  “Call the police,”  “ Let us all report him,” “Let us make him give us our fares back,”  “Yes, that is it, let us make him give us our fares back.”  Everybody was on the side of the lady and the dog.
            That little animal sat blinking at the dim lights in happy unconsciousness of the rumpus of which he was the cause.
            The conductor came to the door.  “What is your number?” said one taking out a pocket-book, with a gesture of terrible things,  “There is my number,” said the conductor imperturbably.  “Give us our fares back – you have engaged to carry us – you can not leave us here all right.”  No fares back,” said the conductor.
            Two or three of the passengers got out and disappeared into the night.  The conductor took another turn on the pavement, then went and had a talk with the driver.  Another bus, the last on the road, sailed by, indifferent to the shouts of the passengers to stop.  “ They stick by each other, the villains,” was the comment.
            Some one pulled the bell violently.  That brought the driver round to the door.  “Who’s conductor of this bus ?”  He said, and paused for a reply.  None coming, he returned to his seat and resumed beating his arms across his chest.  There was no hope in that quarter.  A policeman strolled up and looked in at the door.  An avalanche of indignant protests and appeals burst on him. “Well, he has got his rules you know, he said generally.  “ Give your name and address,” “That is what he is being offered and he won’t take it.”  “Oh”, said the policeman, and he went away and took his stand a few yards down the street, where he was joined by two more constables.
            And still the little dog blinked at the lights, and the conductor walked to and from on the pavement like a captain on the quarter – deck in the hour of victory.  A young woman whose vice had risen high above the gale inside, descended on him with an air of threatening and slaughter.  He was immovable as cold as the night and hard as the pavement.  She passed on in a fury of importance to the three policemen who stood like a group of statuary up the steel watching the drama.  Then she came back, imperviously beckoned her “Young man” who had sat a silent witness of her rage, and vanished.  Others followed.  The bus was emptying.  Even the dashing young fellow who had demanded the number, and who had declared he would see this thing through if he sat there all night, had taken an opportunity to slip away. 
            Meanwhile the Pekinese party was passing through every stage of resistance to abject surrender.  “ I will go on the top,” said the sealskin lady at last.  “You must not.”  “I will”.  “You will have pneumonia”.  “Let me take it” (This from the man.)  Certainly not – she would die with her dog”.  When she had disappeared up the stairs the conductor came back, pulled the bell, and the bus went on.  He stood sourly triumphant while his conduct was savagely discussed in his face by the remnant of the party.
            Then the engine struck work, and the conductor went to the help of the driver.  It was a long job, and presently the lady with the dog stole down the stairs and re-entered the bus.  When the engine was put right the conductor came back and pulled the bell.  Then his eye fell on the dog and his hand went to the bell-rope again.  The driver looked around, the conductor pointed to the dog, the bus stopped, and the struggle recommenced with all the original features, the conductor walking the pavement, the driver smacking his arms on the box, the little dog blinking at the lights, the sealskin lady declaring that she would not go on the top and finally going.
 
Questions :
  1. Which theory of motivation do use to motivate the bus crew ? why ?
 
 
  1. If you were the conductor what would you do ?
 
 
  1. If you were the lady with the pet dog, what would you do ?
 
 
  1. Role play (a) conversation between the conductor and the lady with sealskin, (b) between policemen and the fellow passengers, and (c) between the conductor and the driver.
It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.

 

Welcome to Case Study Help

 
We at Case Study offer all types of online academic assistance, be it homework help, coursework help, case study help, Assignment help, Project Reports, Thesis, Research paper writing help.
And for each service, each subject and each topic, we dedicate an expert writer who has knowledge in that specific field of study. Experience impeccable academic writing service like never before.
Our experts understand that the time of the customers is very precious. The professors of universities and colleges are very rigorous about the submission deadlines of projects or assignments. Hence, the key objective of our case study help service is to deliver the assignments to the customers even before the promised submission deadlines.
We keep the quality measures for all papers which mean we will provide best essays. Our editing services are also excellent. Before submitting any essays, we will check whether the papers writer well or not. The high standards of academic writing will exceed your expectations. With our quality service, we have satisfied more number of people across the world and also work with different universities in Australia, UK, USA, Dubai, Oman, etc.
IIBMS MBA CASE STUDY ANSWER SHEETS,
IIBMS MBA CASE STUDY SOLUTIONS,
IIBMS EMBA CASE STUDY ANSWER SHEETS,
IIBMS EMBA CASE STUDY SOLUTIONS,
IIBMS DMS CASE STUDY ANSWER SHEETS,
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IIBMS MMS CASE STUDY ANSWER SHEETS – It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.

It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.
It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.

For Assignment Solution Contact

Casestudyhelp.in

https://www.casestudyhelp.in

9422028822

 

Effective HR Training & Development Management

THE RESENTFUL EMPLOYEE
 
 
It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife.  The bus stopped, and two women and a man got in together and filled the vacant places.  The younger woman was dressed in sealskin, and carried one of those little Pekinese dogs that women in sealskin like to carry in their laps.  The conductor came and took the fare.  Then his eye rested with cold malice on the beady-eyed toy dog.  I saw trouble brewing.  This was the opportunity for which he had been waiting, and he intended to make the most of it.  I had marked him as the type of what Mr. Wells has called the Resentful Employee, the man with a general, vague grievance against everything, and in particular, a grievance against passengers who came and sat in his bus while he shivered at the door.
            “ You must take that dog out”, he said with sour venom.
            “I shall certainly do nothing of the kind.  You can take my name and address,” said the women, who had evidently expected the challenge and knew the reply.
            “You must take the dog out-that is my order.”
            “ I won’t go on the top in such weather.  It would kill me,” said the woman.
            “Certainly not,” said her lady companion.  “ You have got a cough as it is.”
            “ It is nonsense”, said her male companion.
            The conductor pulled the bell and the bus stopped.
            “ This bus does not go on until that dog is brought out.”  And he stepped on the pavement and waited.  It was his moment of triumph.  He had the law on his side and a bus-full of angry people under his thumb.  His embittered soul was having a real holiday.
            The storm inside rose high. “Shameful”, Why is not he in the army ?”  “Call the police,”  “ Let us all report him,” “Let us make him give us our fares back,”  “Yes, that is it, let us make him give us our fares back.”  Everybody was on the side of the lady and the dog.
            That little animal sat blinking at the dim lights in happy unconsciousness of the rumpus of which he was the cause.
            The conductor came to the door.  “What is your number?” said one taking out a pocket-book, with a gesture of terrible things,  “There is my number,” said the conductor imperturbably.  “Give us our fares back – you have engaged to carry us – you can not leave us here all right.”  No fares back,” said the conductor.
            Two or three of the passengers got out and disappeared into the night.  The conductor took another turn on the pavement, then went and had a talk with the driver.  Another bus, the last on the road, sailed by, indifferent to the shouts of the passengers to stop.  “ They stick by each other, the villains,” was the comment.
            Some one pulled the bell violently.  That brought the driver round to the door.  “Who’s conductor of this bus ?”  He said, and paused for a reply.  None coming, he returned to his seat and resumed beating his arms across his chest.  There was no hope in that quarter.  A policeman strolled up and looked in at the door.  An avalanche of indignant protests and appeals burst on him. “Well, he has got his rules you know, he said generally.  “ Give your name and address,” “That is what he is being offered and he won’t take it.”  “Oh”, said the policeman, and he went away and took his stand a few yards down the street, where he was joined by two more constables.
            And still the little dog blinked at the lights, and the conductor walked to and from on the pavement like a captain on the quarter – deck in the hour of victory.  A young woman whose vice had risen high above the gale inside, descended on him with an air of threatening and slaughter.  He was immovable as cold as the night and hard as the pavement.  She passed on in a fury of importance to the three policemen who stood like a group of statuary up the steel watching the drama.  Then she came back, imperviously beckoned her “Young man” who had sat a silent witness of her rage, and vanished.  Others followed.  The bus was emptying.  Even the dashing young fellow who had demanded the number, and who had declared he would see this thing through if he sat there all night, had taken an opportunity to slip away. 
            Meanwhile the Pekinese party was passing through every stage of resistance to abject surrender.  “ I will go on the top,” said the sealskin lady at last.  “You must not.”  “I will”.  “You will have pneumonia”.  “Let me take it” (This from the man.)  Certainly not – she would die with her dog”.  When she had disappeared up the stairs the conductor came back, pulled the bell, and the bus went on.  He stood sourly triumphant while his conduct was savagely discussed in his face by the remnant of the party.
            Then the engine struck work, and the conductor went to the help of the driver.  It was a long job, and presently the lady with the dog stole down the stairs and re-entered the bus.  When the engine was put right the conductor came back and pulled the bell.  Then his eye fell on the dog and his hand went to the bell-rope again.  The driver looked around, the conductor pointed to the dog, the bus stopped, and the struggle recommenced with all the original features, the conductor walking the pavement, the driver smacking his arms on the box, the little dog blinking at the lights, the sealskin lady declaring that she would not go on the top and finally going.
 
Questions :
  1. Which theory of motivation do use to motivate the bus crew ? why ?
 
 
  1. If you were the conductor what would you do ?
 
 
  1. If you were the lady with the pet dog, what would you do ?
 
 
  1. Role play (a) conversation between the conductor and the lady with sealskin, (b) between policemen and the fellow passengers, and (c) between the conductor and the driver.
It was a bitterly cold night, and even at the far end of the bus the east wind that raved along the street cut like a knife. The bus stopped, and two women and a man got in together and filled the vacant places.

 

Welcome to Case Study Help

 
We at Case Study offer all types of online academic assistance, be it homework help, coursework help, case study help, Assignment help, Project Reports, Thesis, Research paper writing help.
And for each service, each subject and each topic, we dedicate an expert writer who has knowledge in that specific field of study. Experience impeccable academic writing service like never before.
Our experts understand that the time of the customers is very precious. The professors of universities and colleges are very rigorous about the submission deadlines of projects or assignments. Hence, the key objective of our case study help service is to deliver the assignments to the customers even before the promised submission deadlines.
We keep the quality measures for all papers which mean we will provide best essays. Our editing services are also excellent. Before submitting any essays, we will check whether the papers writer well or not. The high standards of academic writing will exceed your expectations. With our quality service, we have satisfied more number of people across the world and also work with different universities in Australia, UK, USA, Dubai, Oman, etc.
IIBMS MBA CASE STUDY ANSWER SHEETS,
IIBMS MBA CASE STUDY SOLUTIONS,
IIBMS EMBA CASE STUDY ANSWER SHEETS,
IIBMS EMBA CASE STUDY SOLUTIONS,
IIBMS DMS CASE STUDY ANSWER SHEETS,
IIBMS DMS CASE STUDY SOLUTIONS,
IIBMS MMS CASE STUDY ANSWER SHEETS

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IIBMS DMS CASE STUDY ANSWER SHEETS – It started out as a straightforward consulting project for Mahendra Vora and research partner Sundar Kadaya. They were analyzing software

It started out as a straightforward consulting project for Mahendra Vora and research partner Sundar Kadaya. They were analyzing software
It started out as a straightforward consulting project for Mahendra Vora and research partner Sundar Kadaya. They were analyzing software

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Entrepreneurship

 
Case III – Provide advice to an entrepreneur about small business investment companies
It started out as a straightforward consulting project for Mahendra Vora and research partner Sundar Kadaya. They were analyzing software trends and perusing market research studies to assess the size of various software markets. But after spending 40 hours looking for information that should have taken 10 minutes to access, the pair concluded that more advanced tools were needed to search the internet and databases of public information. Within months, they launched Intelliseek Inc., providing software to capture, track and analyze information for use in strategic planning, market research, product development and brand marketing. Vora, 39, was no stranger to start-ups. By the time he co-founded Intelliseek in 1997, he already had three business launches under his belt. He sold all three to Fortune 500 firms, providing capital for Intelliseek. His initial investment of a few million dollars supported operations the first couple of years and through two major product launches.
By 1999, the Cincinnati Company was laying the groundwork for its first round of venture capital.Vora had had two years to contemplate his dream investor. Foremost, size did matter: The venture capitalist should have the wherewithal for ongoing financing, but not be so large that it shunned all but elaborate business models. Finding an investor with a broad network of investing partners also was important to the $10million company. “If you become wildly successful and plan to raise $50 million someday, then [the investor] should have access to the big investors. The network is also important because it can [introduce] you to customers,” says Vora, whose clients include CBS, Ford Motor Co. and Nokia. Finally, Vora was looking for operational experience. “A lot of VCs are phenomenal in advising you about what to do, but they’ve never done it themselves,” he observes. Vora ultimately found his venture match in Cincinnati-based River Cities Capital Funds, a small business investment company. While River Cities was not large, it was well-connected and managed by industry veterans with extensive professional experience.
Starting Small
Licensed and regulated by the SBA, SBICs are generally organized and operated like any other venture capital fund. But unlike traditional funds, SBICs use their own capital and long-term loans to small companies. On the whole, SBICs tend to be more risk-tolerant than banks or traditional venture capitalists….Inteliseek’s SBIC banker removed barriers to reaching larger, mainstream investors. Led by river cities capital funds, the initial $6 million investment included capital from the venture arm of Nokia; later investors included Ford Motor Co. and General Atlantic Partners LLC. “once you get a VC like River Cities, it is much easier to get access to bigger VCs,” says Vora. “They can go to VCs and say ‘One of our companies is doing so well, we’re going to put in more money, and you guys should come in’.”
Down But Not Out
SBICs invested roughly $2.8 billion in about 2,100 companies in the 12-month period ending September 30, 2002 down from $4.6 billion invested in 2,254 companies in the same period one year earlier. Like mainstream investors, they have had to adjust to deteriorating economic conditions.  “Valuations have come down on deals, and due diligence periods have increased,” says Patrick Hamner, vice resident of Capital Southwest Corp., a Dallas-based SBIC. “People are being far more discriminating in how they invest their capital.”
“The bar has been raised even more for small businesses trying to get capital,” he continues. “As opposed to the overall venture industry, which has had a very marked decline in financing activity, SBICs are down but still active.”
Nor has quality been an overriding concern, even as SBICs engage in riskier deals than their mainstream counterparts. “Part of what has happened with the bursting of the bubble is that the ideas being proposed are based on more substantive models,” says Edwin Robinson, managing director of River Cities Capital Funds. “A lot of the excess is being wrung out the system.” While the venture shakeup has impacted conventional the way some SBICs operate. “During the bubble years, there was probably more of an inclination to overfund,” says NASBICs Mercer. “I don’t mean in  the sense that money might not be justified, but to make the unconditional investment. I suspect that what you’re seeing now is a lot more investing on a milestone basis.” For instance, a company that requires $3 million over three years is likely to receive $1 million upfront, getting the rest after meeting revenue and growth targets. Fewer venture dollars, coupled with the banking industry’s reticence to lend to small businesses, has contributed to an overall capital shortage, adds Mercer. “Banks that had been out a little bit further on the risk curve than they probably normally do,” he says. “The banks’ own proclivity and the regulators kind of forced a pullback, so there has been a tremendous pullback in bank credit availability even for small businesses that have had long time banking relationships.”
The SBIC program, meanwhile, is attracting mainstream investors having difficulty raising capital for venture-backed investments. The increased interest bodes well for the small firms that SBICs target: companies with a net worth of less than $18 million and average after-tax earning of less than $6 million for the past two years.
Advice to an entrepreneur
An entrepreneur, who is an owner manager of a small business and looking to raise $4,00,000, has read the above article and comes to you for advice:
  1. What are the advantages of going to an SBIC over and above a business angle or venture capitalist?
  2. What are the disadvantages and how can they be minimized?
It started out as a straightforward consulting project for Mahendra Vora and research partner Sundar Kadaya. They were analyzing software

 

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IIBMS MBA CASE STUDY ANSWER SHEETS – It is common to hear of conflicts arising out of rural population getting displaced for development projects. They often charge government of taking over their lands at prices considerably lower then the market price.

It is common to hear of conflicts arising out of rural population getting displaced for development projects. They often charge government of taking over their lands at prices considerably lower then the market price.
It is common to hear of conflicts arising out of rural population getting displaced for development projects. They often charge government of taking over their lands at prices considerably lower then the market price.

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Conflict Management And Negotiation Skills

 

CASE STUDY 3: RESENTMENT OF LOCAL VILLAGERS TO PRESERVE THEIR INTEREST AND GOVERNMENT’S DRIVE TOWARDS DEVELOPMENT OF THAT AREA BY OPENING AN ENGINEERING COLLEGE
Conflict
It is common to hear of conflicts arising out of rural population getting displaced for development projects. They often charge government of taking over their lands at prices considerably lower then the market price. Though sometimes it is also true that for any future projects Government acquires land and the project may take years to take off. Meanwhile landowners, in most cases the poor farmers, continue to use their sold land as before and being unable to utilize money properly end up in this intervening period getting dependent on the produce from this land which was sold to Government. When the project does start these poor villagers find it as a direct attack on their livelihood. This results into a conflict of interest and for survival as far as villagers are concerned.

Questions:

1.    Who was the main reason for this conflict? Government or the rural population? Explain in detail?

  1. Was it possible to avoid this conflict? Give reasons to your answers?
  2. In this case, explain the different levels of conflict (That is low level, optimum level, high level)?
It is common to hear of conflicts arising out of rural population getting displaced for development projects. They often charge government of taking over their lands at prices considerably lower then the market price.

 

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IIBMS ANSWER SHEETS – IT industry is now considered as vital for the development of any economy. Developing countries value the importance of this industry due to its capacity to provide much needed export earnings and support in the development of other industries.

IT industry is now considered as vital for the development of any economy. Developing countries value the importance of this industry due to its capacity to provide much needed export earnings and support in the development of other industries.
IT industry is now considered as vital for the development of any economy. Developing countries value the importance of this industry due to its capacity to provide much needed export earnings and support in the development of other industries.

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Managerial Economic

CASE – 2   IT Industry: Checkered Growth
 
IT industry is now considered as vital for the development of any economy. Developing countries value the importance of this industry due to its capacity to provide much needed export earnings and support in the development of other industries. Especially in Indian context, this industry has assumed a significant position in the overall economy, due to its exemplary potentials in creating high value jobs, enhancing business efficiency and earning export revenues. The IT revolution has brought unexpected opportunities for India, which is emerging as an increasingly preferred location for customised software development. Experts are estimating the global IT industry to grow to US$1.6 million over the coming six years and exports to reach Rs. 2000 billion by 2008. It is envisaged that Indian IT industry, though a very small portion of the global IT pie, has tremendous growth prospects.
Stock Taking
 
The decade of 1970 may be taken as the stage of introduction of the Indian IT industry. The early years were marked by 75 per cent of software development taking place overseas and the rest 25 per cent in India. Exports of Indian software until the mid-1970s was mainly Eastern Europe, followed by US. Tata Consultancy Services (TCS) was among the pioneers in selling its services outside India, by working for IBM Labs in the US. The hardware segment lagged behind its software counterpart. With instances of exports worth US$ 4 million in 1980, the software segment of the industry has shown an uneven profile. It was not until 1980s that vigorous and sustained growth in software exports begun, as MNCs like Texas Instruments started to take serious interest in India as a centre of software production. Destinations of export also underwent changes, with US dominating the main export market with 75 per cent of the exports. The IT Enabled Services (ITeS) segment, however, had not emerged at this stage.
It was also during the mid to late 1980s that computer firms shifted focus from mainframe computers (the mainstay of MNCs) to Personal Computers (PCs). In March 1985, Minicomp installed the first ever PC at CSI, Delhi; this changed the entire industry for good. With the entry of networking and applications like CAD/CAM, PC sales soared in 1987-88, touching 50,000 units.
From a modest growth in the mid-1980s software exports moved up to Rs. 3.8 billion in 1991-92. Since then, it grew at an incredible rate, up to 115 per cent in 1993. The hardware could also register an annual growth of 40 per cent in this period, backed by a surging demand for PCs and networking. Growth of the industry was also driven by the emergence and rapid growth of the ITeS segment.
IT sector’s share of GDP rose steadily in this period, rate of increase being the highest at 44.91 per cent in 2000-01. It was in the same year that the size of the total IT market was the biggest in the decade, at Rs. 56,592 crore. The overall IT market was also found to increase till 2000-01. The overall IT market was also found to increase till 2000-01, with the only exception of 1998-99. The domestic market also showed an overall increase till 2000-01, registering a spectacular CAGR of 50.39 per cent. Aggregate output of software and services also increased in this period, though at an uneven rate. Of approximately $1 billion worth of sales in 1991-1992, domestic hardware sales constituted 37.2 per cent (13.4 per cent growth over the previous year), exports of hardware 6.6 per cent.
During 2000-01 the growth in the hardware segment was driven mainly by PCs, which contributed about 58 per cent of the total hardware market. This period also witnessed the phenomenon of increasing share of Tier 2 and cities in PC sales, thereby indicating PC penetration into the hinterland. PC shipments had increased by 35 per cent every year from 1997 till 2000-01 when it reached 1.8 million PCs. The commercial PC market saw a growth of 23.5 per cent mainly due to slashing of prices by major vendors.
It was in 2001-02 that the industry had a sharp fall in rate of growth of its share of GDP to 5.90 per cent, from 44.91 per cent in the previous year. The total IT market also showed a fall in growth rate from 56.42 per cent in 2000-01 to a mere 16.24 per cent in the next year, growing further at the rate of 16.25 per cent in the next year. Software export was also affected, registering a low growth of 28.74 per cent and failed to maintain its growth rate of 65.30 per cent in the previous year. It got further lowered to 26.30 per cent in 2002-03. CAGR of total output of software and services (in Rs. crore) came down to 25.61 in 2001-02 and further to 25.11 in 2002-03. The domestic market showed a steep decline in growth to 3 per cent in 2001-02 from an outstanding 50.39 per cent in 2000-01. It could, however, recover by growing at 4.11 per cent in the next year.
 
 
Table 1: Indian IT Industry: 1996-97 to 2002-03
 
Year
A*
B*
C*
D*
E*
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02
2002-03
1.22
1.45
1.87
2.71
2.87
3.09
18,641
25,307
36,179
56,592
65,788
76,482
3,900
6,530
10,940
17,150
28,350
36,500
46,100
6,594
10,899
16,879
23,980
37,350
47,532
59,472
9,438
12,055
14,227
18,837
28,330
29,181
30,382
*A: share of GDP of the Indian IT market, B: size of the Indian IT market (in Rs. crore), C: software and services exports (in Rs. crore), D: size of software and services (in Rs. crore), E: size of the domestic market (in Rs. crore)
 
Questions
 
  1. Try to identify various stages of growth of IT industry on basis of information given in the case and present a scenario for the future.
  2. Study the table given. Apply trend projection method on the figures and comment on the trend.
  3. Compute a 3 year moving average forecast for the years 1997-98 through 2003-04.
IT industry is now considered as vital for the development of any economy. Developing countries value the importance of this industry due to its capacity

 

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IIBMS DMS CASE STUDY ANSWER SHEETS – It got to where I was twitching, literally, on the way into work,’’ states Carrie Clark, a 52-year-old retired teacher and administrator. After enduring 10 months of repeated insults and mistreatment from her supervisor, she finally quit her job. “I had to take care of my health.

It got to where I was twitching, literally, on the way into work,’’ states Carrie Clark, a 52-year-old retired teacher and administrator.
It got to where I was twitching, literally, on the way into work,’’ states Carrie Clark, a 52-year-old retired teacher and administrator.

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Organizational Behavior

 

CASE II
 
BULLYING BOSSES
It got to where I was twitching, literally, on the way into work,’’ states Carrie Clark, a 52-year-old retired teacher and administrator. After enduring 10 months of repeated insults and mistreatment from her supervisor, she finally quit her job. “I had to take care of my health.’’
            Though many individuals recall bullies from their elementary school days, some are realizing that bullies can exist in the workplace as well. And these bullies do not just pick on the weakest in the group, rather, any subordinate in their path may fall prey to their torment, according to Dr. Gary Namie, director of the Workplace Bullying and Trauma Institute. Dr. Namie further says workplace bullies are not limited to men-women are at least as likely to be bullies. However, gender discrepancies are found in victims of bullying, as women are more likely to be targets.
            What motivates a boss to be a bully? Dr. Harvey Hornstein, a retired professor from Teachers College at Columbia University, suggests that supervisors may use bullying as a means to subdue a subordinate that poses a threat to the supervisor’s status. Additionally, supervisors may bully individuals to vent frustrations. Many times however, the sheer desire to wield power may be the primary reason for bullying.
            What is the impact of bullying on employee motivation and behavior? Surprisingly, even though victims of workplace bullies may feel less motivated to go to work every day, it does not appear that they discontinue performing their required job duties. However, it does appear that victims of bullies are less motivated to perform extra-role or citizenship behaviors. Helping others, speaking positively about the organization, and going beyond the call of duty are behaviors that are reduced as a result of bullying. According to Dr. Bennett Tepper of the University of North Carolina, fear may be the reason that many workers continue to perform their job duties. And not all individuals reduce their citizenship behaviors. Some continue to engage in extra-role behaviors to make themselves look better than their colleagues.
            What should you do if your boss is bullying you? Don’t necessarily expect help from coworkers. As Emelise Aleandri, an actress and producer from New York who left her job after being bullied, stated, “Some people were afraid to do anything. But others didn’t mind what was happening at all, because they wanted my job.’’ Moreover, according to Dr. Michelle Duffy of the University of Kentucky, coworkers often blame victims of bullying in order to resolve their guilt. “they do this by wondering whether maybe the person deserved the treatment, that he or she has been annoying, or lazy, they did something to earn it,’’ states Dr. Duffy. One example of an employee who observed this phenomenon firsthand is Sherry Hamby, who was frequently verbally abused by her boss and then eventually fired. She stated, “This was a man who insulted me, who insulted by family, who would lay into me while everyone else in the office just sat there and let it happen. The people in my office eventually started blaming me.’’
            What can a bullied employee do? Dr. Hornstein suggests that employees try to ignore the insults and respond only to the substance of the bully’s grip. `stick with the substance, not the process, and often it won’t escalate,’’ he states. Of course, that is easier said than done.  
Questions:
1)        Of the three types of organizational justice, which one does workplace bullying most closely resemble?
2)        What aspects of motivation might workplace bullying reduce? For example, are there likely to be effects on an employee’s self-efficacy? If so, what might those effects be?
3)        If you were a victim of workplace bullying, what steps would you take to try to reduce its occurrence? What strategies would be most effective? What strategies might be ineffective? What would you do if one of your colleagues was a victim of an abusive supervisor?
4)        What factors do you believe contribute to workplace bullying? Are bullies a product of the situation, or are they flawed personalities? What situations and what personality factors might contribute to the presence of bullies?
 
It got to where I was twitching, literally, on the way into work,’’ states Carrie Clark, a 52-year-old retired teacher and administrator.

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IIBMS MMS CASE STUDY ANSWER SHEETS – IT For Management – Why is the process flow important in this case

IT For Management – Why is the process flow important in this case
IT For Management – Why is the process flow important in this case

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IT For Management

 
Case 3 -Putting IT to Work at Home Depot 
Home Depot is the world’s largest home-improvement retailer, a global company that is expanding rapidly (about 200 new stories every year). With over 1500 stories (mostly in the United States and Canada, and now expanding to other countries) and about 50,000 kinds of products in each store, the company is heavily dependent on It, Especially since it started to sell online. To align its business and IT operations, Home Depot created a business and information service model, known as the Special Projects Support Team (SPST). This team collaborates both with the ISD and business colleagues on new projects, addressing a wide range of strategic occur at the intersection of business process. The team is composed of highly skilled employees. Actually, there are several teams, each with a director and mix of employees, depending on the project. For example, system developers, system administrators, security experts, and project managers can be on a team. The teams exist until the completion of a project; then they are dissolved and the members are assigned to new teams. All teams report to the SPST director, who reports to a VP of technology.To ensure collaboration among end users, the ISD and the SPST created structured (formal) relationships. The basic idea is to combine organizational structure and process flow, which is designed to do the following:
•              Achieve consensus across departmental boundaries with regard to strategic initiatives.
•              Prioritize strategic initiatives.
•              Bridge the gap between business concept an detailed specifications.
•              Result in the lowest possible operational costs.
•              Achieve consistently high acceptance levels by the end-user community.
•              Comply with evolving legal guidelines.
•              Define key financial elements (cost-benefit analysis, ROI, etc.).
•              Identify and render key feedback points for project metrics.
•              Support very high rates of change.
•              Support the creation of multiple, simultaneous threads of work across disparate time     lines.
•                             Promote known, predictable, and manageable work flow events, event sequences, and change management processes.
•              Accommodate the highest possible levels of operational stability
•              Leverage the extensive code base, and leverage function and component reuse.
•              Leverage Home Depot’s extensive infrastructure and IS resource base. Online File W 15.11 shows how this kind of organization works for home depot’s e-commerce activites. There is a special EC steering committee which is connected to the CIO (who is a senior VP), to the Vp for marketing and advertising, and to the VP for merchandising (merchandising deals with procurement). The SPST is closely tied to the ISD, to marketing, and to merchandising. The data centre is shared with non-EC activities. The SPST migrated to an e-commerce team in Aughust 2000 in order to construct a Website supporting a national catalog of products, which was completed in April 2001. (This catalog contains over 400,000 products from 11,000 vendors.) This project requires the collaboration of virtually every department in Home depot (e.g., in the figure). Also contracted services were involved. (the figure in online file W15.11 shows the work flow process.) Since 2001, SPST has been continuously busy with Ec Intivatives, including improving the growing Home Depot online store. The cross departmental nature of the SPSt explains why it is an ideal structure to support the dyanamic, ever-changing work of the EC-related projects. The structure also consider the skills, strengtyhs, and the weeknesses of the It employees. The company offer both the online and offline training aimed at improving those skills. Home Depot is consistently ranked among the best places to work for IT employees. 
Questions: 
1. Explain why the team based structure at Home Depot is so successful.
2. The structure means that the SPST reports to both marketing and technology. This is known as a matrix structure. What are the potential advantages and problems?
3. How is collaboration facilitated by IT in this case?
4. Why is the process flow important in this case? 
IT For Management – Why is the process flow important in this case

 

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IIBMS DMS CASE STUDY ANSWER SHEETS – IT For Management – Why did it take GM over four years to design a new car

IT For Management – Why did it take GM over four years to design a new car
IT For Management – Why did it take GM over four years to design a new car

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IT For Management

 
Attempt All Case Study Case 1 – HOW GENERAL MOTORS IS COLLABORATING ONLINE The Problem
Designing a car is a complex and lengthy task. Take, for example, General Motors (GM). Each model created needs to go through a frontal crash test. So the company builds prototypes that cost about one million dollars for each car and tests how they react to frontal crash. GM crashes these cars, makes improvements, then makes new prototypes and crashes them again. There are other tests and more crashes. Even as late as the 1990s, GM crashed as many as 70 cars for each new model. 
The information regarding a new design and its various tests, collected in these crashes and other tests, has to be shared among close to 20,000 designers and engineers in hundreds of divisions and departments at 14 GM design labs, some of which are located in different countries. In addition, communication and collaboration is needed with design engineers of the more than 1,000 key suppliers. All of these necessary communications slowed the design process and increased its cost. It took over four years to get a new model to the market.
 The SolutionGM, like its competitors, has been transforming itself into an e-business. This gradual transformation has been going on since the mid-1990s, when Internet band width increased sufficiently to allow Web collaboration. The first task was to examine over 7,000 existing legacy IT systems, reducing them to about 3,000, and making them Web-enabled. The EC system is centered on a computer-aided design (CAD) program from EDS (a large IT company, subsidiary of GM). This system, known as Unigraphics, allows 3-D design documents to be shared online by both the internal and external designers and engineers, all of whom are hooked up with the EDS software.
In addition. Collaborative and Web-conferencing software tools, including Microsoft’s NetMeeting and EDS’s eVis, were added to enhance teamwork. These tools have radically changed the vehicle-review process. To see how GM now collaborates with a supplier, take as an example a needed cost reduction of a new seat frame made by Johnson Control GM electronically sends its specifications for the seat to the vendor’s product data system. Johnson Control’s collaboration systems (eMatrix) is integrated with EDS’s In graphics. This integration allows joint searching, designing. Tooling, and testing of the seat frame in real time, expediting the process and cutting costs by more than 10 percent.Another area of collaboration is that of crashing cars. Here designers need close collaboration with the test engineers. Using simulation, mathematical modeling, and a Web-based review process. GM is able now to electronically “Crash” cars rather than to do it physically. 
The ResultsNow it takes less than 18 months to bring a new car to market, compared to 4 or more years before, and at a much lower design cost. For example, 60 cars are now “Crashed” electronically, and only 10 are crashed physically. The shorter cycle time enables more new car models, providing GM with a competitive edge. All this has translated into profit. Despite the economic show down. GM’s revenues increased more than 6 percent in 2002. while its earnings in the second quarter of 2002 doubled that of 2001. 
Questions: 
1. Why did it take GM over four years to design a new car?
2. Who collaborated with whom to reduce the time-to-market?
3. How has IT helped to cut the time-to-market?   

 

IT For Management – Why did it take GM over four years to design a new car

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