學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
Kindred Home Care: Choosing Growth Options
內容大綱
In June 2017, the chief executive officer (CEO) of Kindred Home Care, a home care company in the Canadian province of New Brunswick, bordering the United States, was grappling with three options for scaling up operations—take the familiar acquisition route, move toward the untested franchising route, or cross the border to the larger US market. The company has limited physical assets, and therefore the CEO cannot tap external capital to finance growth; however, he could access internally accrued funds of CA$2 million.
學習目標
This case can be used in a graduate-level course on operations or health care. Students have an opportunity to step into the shoes of the chief executive officer (CEO) and take an individual stance on the option for scaling up that they think is appropriate. After working through the case and assignment questions, students will be able to do the following:<ul><li>Highlight the five-year growth plan developed by the CEO of a family-owned home care business.</li><li>Evaluate the identified growth options for the company.</li><li>Develop an action plan for the company.</li></ul>