Case Questions

CASE QUESTIONS
Note:
1. Answer to each question must be clear and to-the point in power point slides.
2. Total number of groups (both sections included) = 12; so each group will be able to present
1 question from each case.
3. However, all groups must be ready with all cases. Any group may be called upon to answer
any question from any case, not necessarily serial-wise as per group number.
Evaluation:
For each Case the evaluation will have 2 broad components:
A. Group Component (same marks for all group members who are present on the day):
a. Conceptual clarity (5 marks)
b. Relating case to theory (5 marks)
c. Handling questions (5 marks)
B. Individual Component:
d. Active participation/ question-answer (5 marks)
The same evaluation pattern will be followed for all cases and the average marks (out of 20)
will be taken for final grading.
McDonald’s Corporation
1. What attracts you to McDonald’s? Explain McDonalds Value proposition. How does
McDonald’s operating system deliver the value proposition?
2. Which characteristics of McDonalds production system have been most important in
building its record of success and growth in the industry?
3. Explain how McDonald’s developed its supplier base. How did the relationship with
suppliers help the organization achieve growth?
4. Compare McDonald’s operations strategy with a typical restaurant, specifically with
respect to how it grew over the years.
5. Explain how McDonald’s effectively linked its operations to its competitive strategy?
6. Explain McDonalds approach to innovation (in terms of bringing new products to
market) with examples.
7. What are the primary new challenges McDonald’s faced in the 1990s? How have
competitors been able to successfully enter McDonald’s marketplace?
8. How has McDonald’s operating system changed over time to achieve competitive
advantage over rivals?
9. What are McDonald’s choices for the future? What options should it consider to return to
the growth of the past? Should it introduce family dining?
10. Why do you think McDonalds went in for collaboration with the EDF when it was already
having the McRecycle USA program? Do you think the collaboration increased the
challenges for the company?
11. Explain the activities of the waste reduction task force for reduction of solid waste.
12. Can the lessons learnt in the recent collaboration with EDF help McDonald’s as it sought
solutions to continuing competitive advantage?
Hub and Spoke Health Care Global
1. How is focused factory model suitable for cancer healthcare?

2. Compare and contrast the focus factory of Health Care Global (HCG) with other such
factories in the US (use 6 forces analysis).
3. Trace the status of cancer health care in India before and after 1990.
4. Comment on the hub and spoke expansion model adopted by HCG in India.
5. What were the challenges/ entry barriers faced by HCG during establishing its
operations in India?
6. What steps did HCG take to ensure high quality of its services?
7. Comment on HCGs CSR efforts.
8. What effect did the changing insurance landscape in the country have on HCG’s
operations?
9. How did the Human Resources Model of HCG help ensure success of the organization?
10. Comment on the financing model of HCG and its financial performance.
11. What recommendations do you have for Dr. Ajaikumar for expansion in India with an IT
focus?
12. Should Dr. Ajaikumar go ahead with his plans of setting up cancer centres across Africa?
A Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services
1. What were the core values of UCS and how these values helped the organization to gain
competitive advantage?
2. What were the survey instruments designed by the Quality Team at UCS?
3. Explain the measurement system at UCS and how they linked it to the compensation
system. Do you think the system was fair?
4. What were the various steps the company took to motivate the associates? What were
the positive impacts of the empowerment and recognition benefits at UCS?
5. Why do you think the continuous improvement culture at UCS had its ‘largely
unavoidable downsides’?
6. Why do you think in late 1991 the Business Team considered making the quality
standards tighter even after UCS performed so well?
7. What was the effect of ‘raising the bar’ and making associated changes in the
measurement-compensation system?
8. Comment on the Triple Quality Challenge and other efforts of UCS to do away with the
negative impacts of ‘raising the bar’ and also to motivate the Associates.
9. Why do you think UCS had to think of changing its measuring system by 1993? Do you
think adopting “Customer Centric Measures” like Federal Express would be beneficial to
UCS?
10. Comment on the applicability of SPC in a service organization like UCS.
11. Suggest to the senior managers of UCS what type and extent of changes need to be made
in the existing performance measurement and compensation system at UCS. Give proper
reasons for your answer.
12. Which one or more of the four employees do you think [described in Measure of Delight
(B)] should receive the Power of One Award?
Migros Turkey: Scaling online operations during Covid-19
1. Do you buy groceries online? When you choose to buy online compared to going to the
stores? When did you start using online channels to buy groceries – as soon as it was
available or you took time to adopt?
2. What are the different economies of online and offline grocery selling and challenges in
the last mile delivery?
3. Going online when Migros did – is it a good idea or not? It went online much ahead of its
competitors. Did it make sense to compete with online-only retailers or was it risking its
competitive advantage in the market? Give pros and cons of the move.
4. Considering Migro’s approach to innovation, the company decided to launch its online
offering as a separate brand and decided to forego an integrated approach. Was it the
right decision? Give reasons.
5. How should Migros create online capabilities? Compare benefits and costs of integrated
approach versus going for autonomous team.
6. Should Migros compete in instant deliveries and compete with new players in the utra-
fast delivery space?
7. What capabilities Migros need to develop to effectively compete in the online and offline
demand space?
8. Are these capabilities different from Migros’ core capabilities?
9. What are the operational choices required for Migros to succeed in the online offerings?
What fulfilment option should be prioritized?
10. Migros online offerings are very expensive for the company. Are there synergies between
different offerings that they can leverage?
11. What operational choices they have that will drive efficiency and growth?
12. Should Migros consider integrating the brands. Can they integrate the back office for
Hemen and Sanal?

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Case Questions

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CASE QUESTIONS

For each Case the evaluation will have 2 broad components:

Hub and Spoke Health Care Global

1. How is focused factory model suitable for cancer healthcare?

A Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services

Migros Turkey: Scaling online operations during Covid-19

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