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    Questions - SI Cases' Questions - All PDF

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    Anish Dalmia
    This document provides instructions for a group capstone case analysis assignment. It outlines 12 key points: 1) Each group analyzes one case. 2) Answer only questions for your group's case. 3) Responses should be concise and specific. 4) Synthesize learning from all courses. 5) Avoid plagiarism. 6) Limit discussions to your group. 7) Submit by August 28th. 8) Cases will be discussed in class. 9) Groups will be evaluated on written and presentation components. 10) Email submission to faculty CCing your group. 11) Best of luck. It includes a list of 10 cases with questions for each case.

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    Questions - SI Cases' Questions - All PDF

    Uploaded by

    Anish Dalmia
    411 views4 pages
    This document provides instructions for a group capstone case analysis assignment. It outlines 12 key points: 1) Each group analyzes one case. 2) Answer only questions for your group's case. 3) Responses should be concise and specific. 4) Synthesize learning from all courses. 5) Avoid plagiarism. 6) Limit discussions to your group. 7) Submit by August 28th. 8) Cases will be discussed in class. 9) Groups will be evaluated on written and presentation components. 10) Email submission to faculty CCing your group. 11) Best of luck. It includes a list of 10 cases with questions for each case.

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    Questions - SI Cases' Questions - All.pdf

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    This document provides instructions for a group capstone case analysis assignment. It outlines 12 key points: 1) Each group analyzes one case. 2) Answer only questions for your group's case. 3) Responses should be concise and specific. 4) Synthesize learning from all courses. 5) Avoid plagiarism. 6) Limit discussions to your group. 7) Submit by August 28th. 8) Cases will be discussed in class. 9) Groups will be evaluated on written and presentation components. 10) Email submission to faculty CCing your group. 11) Best of luck. It includes a list of 10 cases with questions for each case.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    411 views4 pages

    Questions - SI Cases' Questions - All PDF

    Uploaded by

    Anish Dalmia
    This document provides instructions for a group capstone case analysis assignment. It outlines 12 key points: 1) Each group analyzes one case. 2) Answer only questions for your group's case. 3) Responses should be concise and specific. 4) Synthesize learning from all courses. 5) Avoid plagiarism. 6) Limit discussions to your group. 7) Submit by August 28th. 8) Cases will be discussed in class. 9) Groups will be evaluated on written and presentation components. 10) Email submission to faculty CCing your group. 11) Best of luck. It includes a list of 10 cases with questions for each case.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 4

    Strategy Implementation - Trim IV - Capstone Case Analysis

    Instructions

    1. Each team/ group is required to analyse only one (1) capstone case and in the order
    viz. team/group seven (7) gets “Case7”.
    2. All case analysis questions are circulated in one common file for your benefit
    but answer only the specific questions pertaining to your team’s case.
    3. Answer to the point, be specific and sharp. Each question’s response should
    not exceed two (2) A4 sheets.
    4. The capstone case analysis expects you to synthesise learning of the entire course and
    blend in learnings from the ICLA and SM courses of first year as well. So please
    focus on substantiating your point of argument instead of just quoting case facts.
    5. Avoid reproducing from open/free/paid sources. The risk of plagiarism looms large
    and merits zero marks for the entire assignment, for all members of the team/group.
    6. As it carries group’s assignment marks of thirty (30), limit your discussions only to
    your team/group. Avoid wider/wandering consultations.
    7. Your case analysis should be submitted by August 28th, 5 pm.
    8. We will discuss these cases in class in the 19th and 20th sessions of the course.
    9. You will be evaluated on both the written and presentation component of the case
    analysis. The rubrics are attached for your benefit.
    10. Email your team/group submission to the faculty member directly, keeping your
    team/group members in CC. This indicates consent of the other team members unless
    they come back with objection(s).
    11. All the very best.
    Case1: Forbidden

    1. Carry out an elaborate competitive analysis of contemporary global and Chinese beer
    market.
    2. Given the dominance of the local strong brands, should EBC stay focused on locally
    strong or bet on and push pan-Asian promotional success, Wilddog?
    3. Going global but acting local (Glocal) approach is the appropriate approach for the
    company EBC. Elaborate.
    4. What may be the ideal solution Wang can work out for having both the leaders, Le and
    Chin engaged, feel heard and valued?

    Case2: Boxed

    1. How did Boxed differentiate itself from existing players? Is it sustainable?


    2. Bring out the salient aspects of the Boxed leadership’s approach to its customer appeal
    and growth?
    3. What do you suggest about the options for Boxed moving forward, considering the
    highly competitive nature of the business and high volume/ low margin business it is?
    4. Identify and elaborate on the dimensions that are valuable for Boxed and it should focus
    during its strategy implementation.

    Case3 Name: Amanda Tremblay


    1. Did McGraw and Fiensted make the right choice in selecting Tremblay to lead the new
    subsidiary? Identify the pros and cons of this selection.
    2. How would you evaluate Tremblay’s first 18 months on the job?
    3. Should Tremblay approve Duc’s contract proposal?
    4. What should she do about the performance problems with internal technical
    consultants?

    Case4: Ctrip: Scientifically Managing Travel Services


    1. What were the distinguishing features of the Chinese travel market
    during Ctrip’s early years
    a. How did Ctrip gain a foothold in that market?
    b. How has it grown over time?
    c. How is it positioned today in each of its major market segments?
    2. What are the key elements of the company’s scientific approach to managing?
    a. Is the approach universally applicable, or is it limited to specific settings?
    b. On what assumptions is it based?
    3. What (if any) are Ctrip’s competitive advantages? Are they sustainable?
    4. What should Sun recommend about Ctrip’s proposed entry into the budget and luxury
    travel segments
    Case5: Corning Incorporated: A Network of Alliances
    1. What implications will the concept of Corning as “an evolving network” have on the
    firm’s management practice?
    2. What are the criteria for evaluating the three proposals before the management
    committee? How do the proposals meet these criteria?
    3. What are your specific recommendations to the management committee about the three
    proposals before them?
    4. How appropriate is Houghton’s use of partnerships as a means of achieving his
    strategy? What benefits and risks do you see? What advice would you offer him in
    general about establishing alliances?

    Case6: GE's Two-Decade Transformation: Jack Welch's Leadership


    1. What is Welch’s objective in the series of initiatives he launched in the late 1980s and
    early 1990s?
    2. What is he trying to achieve in the round of changes he put in motion in that period? Is
    there a logic or rationale supporting the change process?
    3. How does such a large, complex diversified conglomerate defy the critics and continue
    to grow so profitably? Have Welch’s various initiatives added value? If so, how?
    4. What is your evaluation of Welch’s approach to leading change?

    Case7: Marcus by Goldman Sachs

    1. In 2014, Goldman Sachs decided on innovating through a direct-to-consumer digital


    offering. Why did they do so? What were they trying to accomplish?
    2. What were the strengths and weaknesses of the way Goldman structured and supported
    Project Mosaic?
    3. What frameworks can or should Marcus apply in pursuing the opportunities it has
    selected?
    4. How would you grade Goldman’s approach to building and staffing the Marcus team?
    Were Talwar and Ismail the right people to lead the initiative?

    Case8: Transworld Auto Parts (A)

    1. Critically evaluate the respective business strategies of Transworld Auto Part’s


    economy and luxury divisions emphasising how each division adds value to its
    customers and differentiates itself from its competition.

    2. Draw up an implementation plan for each division to execute its strategy? 

    3. Which division manager, according to you, has done a better job of executing his
    business unit’s strategy? Justify your answer 


    4. Which division manager developed a better strategy map and balanced scorecard? What
    changes would you propose to the strategy maps and balanced scorecards of the two
    divisions? 

    Case9: Elon Musk’s Big bets

    1. Would you have supported or opposed Tesla’s acquisition of SolarCity?


    2. Did Tesla make the right move in getting into the business of battery manufacturing
    with the Gigafactory?
    3. Assess Tesla’s overall strategy in the electric vehicle industry. Do you think Tesla is
    building a sustainable business model as an automaker?
    4. Would you advise Musk to double down and shoot for the moon, stay the course, or
    scale back?

    Case10: ATH Technologies: Making the Numbers

    1. If you are advising the top management of ATH Technologies, how would you expect
    them to communicate and motivate employees to achieve performance goals during
    various stages?
    2. From Strategy perspective how do you evaluate the performance of ATH
    Technologies during the growth period?
    3. What role did control systems play in ATH’s performance? Elaborate.
    4. What events or actions may put business objectives at risk? How would you advise
    management to ensure that these risks are adequately communicated and controlled?

    Case 11: Governance and Sustainability at Nike


    1. Enlist how the commitment to financial and social/ecological commitments for the
    company have to be reconciled without compromising? Role of structure and culture?
    2. From a strategy perspective analyse the decision wrt to DyeCoo. Offer the suggestions
    from a neutral consultant perspective.
    3. Profitability, growth and innovation are traditional measures of performance for the
    company and how sustainability focus shall affect these in either way?
    4. Evaluate the role of the senior management and the steps they initiated or further can,
    wrt Nike and sustainability from a business and overall perspective?

    Case 12: Pandora Radio


    1. Map out the key elements of Pandora’s business model. From current business snapshot
    perspective indicate whether the model is working or not? Justification, strong enough?
    2. Should Westergren and Kennedy follow the advice of the junior partner?
    3. As per current state of the company, should Westergren and Kennedy want funding
    from the VC that they just visited? How did they get into the situation that they did?
    4. From a financially and growth-wise healthy company perspective, among the possible
    options for their high usage customers, which one you may recommend and why?

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