{"id":3953,"date":"2019-02-24T16:43:44","date_gmt":"2019-02-24T05:43:44","guid":{"rendered":"https:\/\/casestudyhelp.com\/sample-questions\/?p=3953"},"modified":"2019-02-24T16:46:26","modified_gmt":"2019-02-24T05:46:26","slug":"paying-case-study-strategic-case-study-team-project","status":"publish","type":"post","link":"https:\/\/casestudyhelp.com\/sample-questions\/paying-case-study-strategic-case-study-team-project\/","title":{"rendered":"Paying Case Study & Strategic Case Study \u2013 Team Project"},"content":{"rendered":"

Paying Case Study & Strategic Case Study \u2013 Team Project<\/p>\n

2 Strategic Case Study \u2013 Team Project<\/p>\n

10 % of total mark<\/p>\n

Length \u2013 4,500 – 5,000 words<\/p>\n

Assume the role of the MD in the case below. Analyze the situation and formulate a new business strategy for the company.<\/p>\n

It is advisable to utilize diagrams and models to explain your analysis and strategy formulation<\/p>\n

\"Assignment<\/a><\/p>\n

\u00a0Going International or Bust – The Case of a Local Service Company <\/strong><\/h2>\n

Background<\/p>\n

Leaders in small developing countries face two major challenges:<\/p>\n

    \n
  1. To become globally competitive and<\/li>\n
  2. To develop the appropriate infrastructure to meet these global performance standards.<\/li>\n<\/ol>\n

    In most cases, this requires the transformation of the \u2018traditional organization\u2019 into a performance driven, customer value obsessed, innovation propelled, knowledge invested, and environment conscious enterprise.<\/p>\n

    An additional challenge for small developing nation states is\u00a0 that the business landscape is dominated by small and medium sized family owned businesses which sooner, than later have to face the issue of \u2018going international\u2019. The local market has become too small and they already face global competition.<\/p>\n

    \"Case-study-help-academic-writers\"<\/a><\/p>\n

    \u00a0The Situation – How to write case study<\/h2>\n

    A very successful, cash-rich local service company has decided to expand not only its product and services locally but will in the next two years go international in a big way. This expansion is perceived to be urgent because an international competitor is already \u2018invading\u2019 the local market. The expansion may include acquisitions and strategic alliances.<\/p>\n

    The board of directors (numbering seven) of this family owned company consist of the \u2018founding father\u2019 who has declared several times that he is ready to retire; a recently graduated MBA son in charge of marketing with lots of new ideas; a daughter-in-law in charge of human resources (married to an \u2018unsuccessful artist\u2019), an older son, known for his \u2018hands-on\u2019 approach on the floor and a passion for quality customer service; a \u2018family-friend\u2019 with government \u2018connection\u2019 and a sometimes politician; another trusted friend of the family and a cousin, known as the \u2018book-keeper\u2019.<\/p>\n

    Finally, the recently hired well experienced M0anaging Director (MD) has been promised shares in the company and a \u2018free reign\u2019 in making strategic decisions. Of course, the new MD with his recently acquired DBA and dissertation research on entrepreneurship and internationalization of small, mediums sized enterprises in the Caribbean will apply his strategy dynamics and research and knowledge.<\/p>\n

    The decision to go international into at least three neighboring countries came after several \u2018heated discussions\u2019 of the board in which the pros and cons for this local and international expansion effort were argued. A number of concerns came up repeatedly.<\/p>\n

      \n
    1. How can we compete with the global giant?<\/li>\n
    2. How do we finance this expansion? Do we go \u2018public\u2019?<\/li>\n
    3. Should we grow organically or through mergers and acquisitions?<\/li>\n
    4. How do we handle the mergers and acquisitions challenges if they emerge?<\/li>\n
    5. Would it be better to create strategic alliances? How do we deal with strategic alliances?<\/li>\n
    6. Do we have the necessary \u2018people\u2019 in place and how would we build our human capacity?<\/li>\n
    7. What impact does the large increase in our size have on the organization? How will our management styles and systems, and governance structures need to change and how will we accomplish this?<\/li>\n
    8. If acquisitions occur, what would the corporate structure look like? Who should be on the boards of the new subsidiaries?<\/li>\n<\/ol>\n

      \u00a0New Strategy<\/h2>\n

      The new MD managing director must formulate and execute strategies that take into account the mindset of the board. The MD must develop a new business model with a strategic plan, and execute an action plan with measurable performance indicators. The strategic actions should address the required organizational changes, critical decisions and execution in the following areas:<\/p>\n

      Marketing – including key stakeholder relations<\/p>\n

      Finance – including choice of key performance indicators<\/p>\n

      Operations – including cross country logistics<\/p>\n

      Technology<\/p>\n

      Human Resources – including competencies<\/p>\n

      Organizational Structure – including reporting relations<\/p>\n

      Organizational Performance – including individual performance<\/p>\n

      Organizational Culture – including cultural diversity<\/p>\n

      Leadership & Management\u00a0 – including the relationship with the\u00a0 Board<\/p>\n