Category: Cases

When I first looked through the Case 3 Instruction sheet, I was rattled. I did not know what I was supposed to do and how I was supposed to tackle the case. However, after reading it several more times and actually paying attention reading the question and guidelines, it became very clear to me what I was supposed to write.

I found the most challenging part to be the Financial Investment analysis section. Not only was it difficult to find the information online, crunching numbers wasn’t an easy task either. I had to go on the Bell website and look through all the Supplemental Information to find the Operating Incomes. I had to go on the TELUS website to find its Operating Income. I had to go on Yahoo! Finance to find the varying stock prices. Although the process was tough, I believe that I bettered from this exercise.

As the famous Billy Ocean said “When the Going Gets Tough, the Tough Get Going”

Source: http://www.money-mechanics.com.au/wp-content/uploads/2010/09/financial-investment.jpg

Word Count: 163

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After the writeup for the Business Plan 2 was over, the next thing to do would be to make the powerpoint presentation. I attended a Case Competition Club workshop where there were experienced speakers teaching the attendees how to make effective powerpoint presentations.

Keeping the knowledge in mind, I set out and started to make my own template on Microsoft Powerpoint. The following couple of pictures shows my entire process in creating the slides. I was on Skype with my friend and together, we critiqued the different color schemes and shapes and ended up with the final result.

The case we discussed in class was based on two skylight companies, Lieber Light & Vancouver Light.

Lieber Light had 70% of the skylight market share. However, as Lieber failed to supply skylights to Canada, Vancouver Light was founded. Vancouver Light was able to manufacture skylights at a lower cost, and hence sell their products at a cheaper price. This decrease in price resulted in many of Lieber’s customers turning to Vancouver. However, the factor of customer loyalty helped Lieber, as some clients stayed with Lieber even with the higher priced skylights.

Here’s an extract from the case. What this shows is that some decisions are made based on emotions, and these decisions could harm the company. If Carney didn’t step in to interfere with the decision, and Chu’s decision was carried out, Lieber could lose a lot of revenue and that could lead to a loss in profit.

“Tamara Chu was becoming quite heated about Vancouver Light by this time. “Let’s cut the price a further 10% to $130 and drive those Canadians right out of the market! That Jennifer McLaren started with those big builders and now she’s after the whole market. We’ll show her what competition really is!”

But Carney was shocked: “You mean we’ll drive her and us out of business at the same time! We’ll both lose money on every unit we sell. What has our sales force been doing all these years if not building customer loyalty for our product?”

Word Count: 245

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