List questions Case Studies
Bella Healthcare India
2012, HBS #4441
STRAT MAGT – Internationalization; product development; “local for local” strategy
Overview and Objectives:
The case traces the path taken by an overseas operation from low cost manufacturing to higher value-added activities such as R&D. It asks students to consider the factors driving the evolution and this timing and circumstances that would make it successful. It creates the opportunity to discuss the tensions of designing for marketing vs. designing for manufacturing, the challenges of product development in a cross cultural setting, and the reasons why localized R&D may be successful. vs. adaptation, and the structures and …show more content…
1. What are the strategic challenges of reconfiguring a company like Coloplast in which it transforms from a company with only domestically located activities to have offshored most of its production to a number of foreign locations?
2. Discuss the problematic introduction of the matrix structure. Why can matrix structures be problematic in large organizations? What could have made the matrix structure more successful?
3. The case illustrates how Coloplast reconfigured its organization from being only domestically located to become truly multinational. What are the organizational consequences of reconfiguring the company on a global scale?
4. Coloplast went through an extensive learning journey since the decision to offshore production facilities. Which key learning points were achieved, and how can the company ensure that this knowledge is embedded in future strategic considerations?
5. Identify, describe, and discuss the competitive environment and market characteristics if the industry in which Coloplast belongs.
Levendary Café: The China challenge
2011, HBS #4357
STRAT MAGT – Internationalization; expansion in China; standardization vs. adaptation; relationship HQ-subsidiary
Overview and Objectives:
The case describes the establishment of Levendary Café’s subsidiary in China and its evolving relationship with its parent company during the first
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The second choice for the alternative design for Dynacorp would be Functional / Product matrix of strategic design. Dynacorp manufactures a range of products in the field of global information systems and communications. Since it has the major functional structures defined such as engineering, manufacturing and marketing, it can be linked to the various products Dynacorp manufactures. This allows comparatively easier transformation from the existing structure.
The main purpose or mission of the Greenhill Community Center was to provide human service programs for learning, growth, and enrichment throughout life within an intergenerational setting. The mission seems to fill the need in the demographical setting of the location. The center is located in one of the poorest cities on the East Coast. In the textbook it states a mission as being “the reason an organization exists, and it must be the starting point for its planning.” (Worth, p.172) The mission of the center is very sound, but in the process of hiring a new director, I think the mission focus was lost. I saw a couple of incidences of “mission creep“ in the reading. (Worth, p.173) One being the focus the trustees put on not
IgG – funtions in neutralizing, opsonation, compliment activation, antibody dependent cell-mediated cytocity, neonatal immunity, and feedback inhibition of B-cells and found in the blood.
Answer the following question: How would possible changes in the industry’s market structure impact your chosen company’s business strategy in the future? Keep your company’s current business strategy in mind in your response.
Scenario: John is a 4 year-old boy who was admitted for chemotherapy following diagnosis of acute lymphoblastic leukemia (ALL). He had a white blood cell count of 250,000. Clinical presentation included loss of appetite, easily bruised, gum bleeding, and fatigue. Physical examination revealed marked splenomegaly, pale skin color, temperature of 102°F, and upper abdomen tenderness along with nonspecific arthralgia.
Scott Starson, a brilliant physicist has been in and out of mental institutions due to his bipolar disorder. He was lastly admitted again after he made death threats to his roommates and was found not criminally responsible for that offense. His physicians suggested different sorts of treatment for his illness. Scott Starson refused to give consent to the treatment for reason that he had a scientific research to finish and he didn’t want the medications to slow him down. His physicians not finding him competent enough to critically make that kind of decision, brought the case
This case analysis explores the possibility of Breezy, a leading supplier of carburators and air filters in North America, the possibility of developing offshore busines in countries where car manufacturing is growing. The report is structured as follows: First, there are five important questions that Breezy must consider and ask itself before developing a relationship with a new customer. After Breezy decides to go offshore, it will have to go through the negotiating process, which involves five steps. Breezy then, must have capabilities of how an offshore business is organized, consider the many different costs and risks involved in the implementation and decide how it will finance the project. The report also talks
Mr. Hugh Tudor (55 yrs) is a well-known person in Milville, where he has been living for 30 years. He is involved in lot of social activities and has a reasonable pension and savings. He is becoming restless in his retirement and shows interest in investing in The Leeds Livery, local British pub in Milville, which could provide him with more challenges. While discussing this matter with his friend, he found out that the pub has great potential to perform well as it once exceeded the profit percentage of the industry. Mr. Tudor is in the process of exploring this opportunity but still has several questions rising in his mind.
Additionally, as expressed by Rebecca Ratner, Hsieh’s commitment to merging the workplace with social lives could present risk to the company in the form of unprofessional or inappropriate conduct that is not addressed properly.
Company Introduction Mission Statement Apply D’Aveni’s Hypercompetition and the New 7 Ss Framework model Apply Five Competitive Forces model Draw Organizational Structure Identify Strategic Goals Translate Strategic Goals to Business Requirements Translate Architecture to Infrastructure Evaluate Additional Issues Describe the Sourcing Decision Cycle Framework Discuss the role of CIO