Strategy Cases
2015 “Making Your Case” Competition

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Four Strategy Consulting Cases,
Related to the Participants’ “What’s Next?” Personal Interests in the Industry

 

1. “MediVice”
Industry: Medical device           Regions presented in the case: United States, European Union
Dilemma: High-end product or low-end product as a portfolio strategy for entering the EU market.

2. A Convenience Store’s Dilemma of Growth
Industry: Retail, grocery.                      Country: United States
Dilemma: Growth strategy — “ethnic food” niche differentiation vs. wide product portfolio

3. The Future Expansion Dilemma of Kudret Metal
Industry: Lead manufacturing                Countries presented in the case: Turkey, United States
Dilemma: Whether and how to enter the US market?

4. Brewing What Works Best
Industry: Brewery                                Countries presented in the case: Singapore, China, India
Dilemma: Choice of the market for business extension

 

Details: 

Lindy Tamari

MS in Leadership

Daniela Corrillo-Leon

MS in Leadership

 

 

“MediVice”
Country presented in the case: United States

The company MediVice  is world-renowned for its high-quality products and is leading the small to medium size market segment of assays (“low-end”). Nonetheless, it has been struggling to expand its presence at the “high-end” market (large hospitals and labs) in the Northern American arena. Paul DeSantiago, Senior VP of marketing at MediVice, learned that the company’s strategy to date, has been entering new markets through strategic alliances. However, he believes that the current local partner, while operating well at the “low-end” market, lacked the resources and network to help MediVice grow in the “high-end” market. The contract was due and a dilemma arose: should MediVice extend the agreement, or opt-out of a partnership? The case investigates both options and provides recommendations to Paul DeSantiago

 

 

Ishraka Hafeez

MS in Leadership

 

Sofia G.Vargas

MS in Corporate & Organizational Communication

A Convenience Store’s Dilemma of Growth

Country presented in the case: United States

The decision-maker of this case is A&E convenience retail owner Mr. Shawn.  A&E is a small store and family-owned business in East Boston. While the Chelsea location has proven to be a positive and profitable; the owner must overcome a few challenges in the current store, such as limited internal spacing, and competition within the community. He is also driven to define the next step for A&E growth. Mr. Shawn faces the following dilemma: should he reinvest in the current store to make a strategic choice of company development, or should he expand to a second location?

 

Maggie Chan

MS in Project Management

 

Ya Chen

MS in Leadership

 

Derya Yigit

MS in Leadership

 

The Future Expansion Dilemma of Kudret Metal

Country presented in the case: Turkey, United States

 Recently, North America has seen a sharp decline in lead manufacturing. This led to an increase in demand and inflating prices for lead products. Fatih Yigit, CEO of Kudret Metal family business in Turkey, attempted to take advantage of this lead shortage and expand its customer base in the Canadian and American markets. However, although their products sold well in a range of countries, Kudret Metal does not meet the industry standards in the United States. The Yigit family is now contemplating if it is strategically wise to invest in improving the quality of Kudret’s lead products and target a global market (with larger investments involved) or not. Fatih Yigit must make a decision and negotiate his point with the major family stakeholders that are divided around this issue.  

 

Shreshthi Mehta

MS in Leadership

 

 

Brewing What Works Best

Countries presented in the case: Singapore, China, India

The case is built around the dilemma of the owner of Brewers, a microbrewery attached to a restaurant in Singapore. This owner, Mr. Roger, started the business in 1997 and since then opened 3 restaurants in Singapore. Brewers is known in Singapore as offering a host of finest handcrafted beer variety along with quality service. After successful operations for the past 16 years and sales of S$22 million per year, Roger feels that the Singapore market is saturated, so Roger wants to expand in a new location to sustain profits and longevity of the brand. He considers a host of options from Hong Kong, Kaula Lampur to Mumbai, and he is aware that microbrewery set up requires a large area, which limits his options. The case investigates the question, “What should Roger do? Brewing what (and where) works best?” and provides recommendations to the Brewers’ owner.