CASE NO.
EQUITY TECHNOLOGIES CORPORATION
April 10, 2025
Submitted by:
Alic, Ailyn
Lama, Patricia Anne
Laparan Megan
Morizo, Nelshene
BSMA 3 C17
University of Negros Occidental-Recoletos, Inc.
College of Business and Accountancy
Time Context
The case of Equity Technologies Corporation highlights the company’s
preparedness strategies in relation to Hurricanes and Y2K-related disturbances. In
this case, there is no exact date stated, however, the Y2K disturbances were a
major concern during the year 1999-2000, indicating that the issue discussed
occurred during that period.
Point of View
The point of view that will be used to analyze the case will be the
viewpoint of Cathy Anderson-Giles, Equity Technologies Corporation's President
and CEO. As the company’s leader, her top priority is to protect the company’s
operations from possible disruptions and ensuring that it maintains its
competitiveness in the worldwide market.
She wants to:
● Ensure Business Continuity
● Maintain Client Trust
● Keep the employees safe and ready
● Implement cost-effective solutions
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Main Problem
How can Equity Technologies Corporation maintain operational continuity
during emergencies, such as hurricanes, utility disruptions, and other disasters, to
ensure seamless operations during unforeseen events?
Objective/s
In order to combat outside influences like hurricanes, utility outages, and other
calamities.
● Equity Technologies Company should plan to develop strict policies and
processes.
● It strives to ensure the safety and well-being of its employees in times of
distress.
● It aims to safeguard and enhance its company operations to the fullest
extent possible.
● It strives to maintain communication even in the face of natural disasters.
Areas of Consideration
Internal Factors:
● Dependence on Employees’ work - The emergency plans rely heavily on
the workers' response, which could vary in their effectiveness.
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● Technology Dependence - If the usage of phone systems becomes
overloaded or disrupted due to natural disasters or power outages,
employees may struggle to receive timely updates. The reliance on the
system can be a vulnerability if the network fails.
● Resource Limitation - Equity Technologies Corporation is a small
business. As a small company, they may face financial constraints that
may limit their ability to invest in a more advanced disaster response
system.
External Factors:
● Location Risks - The company is located in Mobile, Alabama, which is
prone to hurricanes and other severe weather that could damage facilities,
disrupt operations, and put employees at risk.
● Cybersecurity Threats - As the use of digital communication grows,
operations may be disrupted by cyberattacks or data breaches. The loss of
sensitive or confidential data and the system downtime could reduce
customer trust which may result in financial losses.
● Power and Communication Challenges - Communication and power
outages may affect the coordination and service delivery that may reduce
efficiency in responding to emergencies.
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● Regulatory Compliance - The company must adhere to government and
safety regulations to avoid penalties. Non-compliance may result in fines,
legal actions, and possible business closure.
Alternative Courses of Action (ACA)
Alternative 1: Enhancing Power Backup Solutions
Ensuring an uninterrupted power supply is crucial for business continuity,
particularly during emergencies like hurricanes and utility disruptions. While
Equity Technologies Corporation uses generators to power phone systems, other
critical operations, such as computers, warehouse equipment, and internet
services, remain vulnerable. Investing in additional power backup solutions will
help employees monitor client goods and maintain seamless operations during
power outages. Expanding generator capacity can ensure that all essential
equipment remains functional and that the entire facility, rather than select
sections, can continue operating during an outage.
Alternative 2: Increase the frequency of emergency training and drills.
It ensures that employees are more equipped to respond effectively in
crisis situations. Frequent training and practice enhance preparedness, reduce
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panic, and improve the efficiency of emergency response efforts. Equity
Technologies Corporation can implement various strategies, such as hurricane
drills, power outage drills, fire drills, and workplace violence or active threat
drills. In order to cover various risks the company might encounter. By
conducting this, the company can strengthen its crisis preparedness, protect
employees, and maintain business continuity.
Alternative 3: Regular review and update of emergency plans
Implementing an emergency plan is a continuous process that must adapt
to new threats and technological advancements and learn from past events. Its
emergency plans must be regularly reviewed to identify new risks that may not
have been considered. A key component of emergency preparedness is learning
from past experiences to identify weak points and improve future responses.
Evaluating gaps and inefficiencies from previous drills or real emergencies
ensures that they continually strengthen their business continuity plans.
Recommendations
To ensure business continuity and disaster preparedness of Equity
Technologies Corporation, it is recommended that they implement key strategies.
First, by expanding generator capacity and installing UPS systems to improve
power backup solutions to guarantee that all vital functions can continue to run
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even during outages. Second, increase the frequency of emergency training and
drills. Enhancing emergency exercises and training will better prepare and ready
the staff to deal with emergencies. Drilling for storms, power outages, and
cybersecurity risks every three months will increase response effectiveness and
lessen panic when actual disaster happens. Lastly, the company must regularly
examine and revise its emergency plan. To detect new risks, quarterly risk
assessments should be carried out, and employee suggestions must also be taken
into account to enhance the current procedures. The business should also do a
post-event review following any actual emergency or exercise to be able to
determine what went well and what needs to be improved.
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CASE NO. 2
WALMART DE MEXICO
April 10, 2025
Submitted by:
Alic, Ailyn
Lama, Patricia Anne
Laparan Megan
Morizo, Nelshene
BSMA 3 C17
University of Negros Occidental-Recoletos, Inc.
College of Business and Accountancy
Time Context
The case of Walmart de Mexico’s involvement with the wind farm and
renewable energy projects focuses on the period from 2010 to 2012. The wind
farm project itself started in 2010 with Walmart de Mexico beginning to generate
electricity for their facilities from the same year. Additionally, the company had
set to meet ambitious goals, aiming to source 50% of its energy from renewable
sources by 2015.
Point of View
The point of view that will be used to analyze the case will be the
viewpoint of Manual Gomez Pena, director of sustainability. As the company’s
sustainability leader, his primary responsibility is to drive Walmart de México’s
initiatives toward environmental responsibility while aligning with the company’s
growth and financial objectives.
He wants to:
● Reach renewable energy targets
● Reduce the energy cost
● Maintain leadership in sustainability
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Main Problem
How can Walmart de Mexico increase its use of renewable energy to meet
sustainability goals while controlling energy costs and ensuring a reliable power
supply as the company expands?
Objective/s
In order for the company to sustain and expand its renewable energy
initiatives, Walmart de Mexico.
● Walmart de Mexico must ensure that its energy comes from renewable
resources by 2015.
● To reduce its operational and supply chain waste
● To explore scalable and sustainable renewable energy models.
Areas of Consideration
Internal Factors
● Dependence on External partners - the success of their project lies on how
their partner executes their responsibility, highlighting some reliance on
third-party energy providers.
● Limited Renewable Energy Expert-Employee - The company lacks
internal technical knowledge or teams to independently develop and
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manage renewable energy projects, making them reliant on external
developers and consultants.
External Factors
● Regulatory & Political Environment- changes in regulations or policies
might limit Walmart de Mexico's benefits in renewable energy resources.
● Natural Disaster or Climate change - the vulnerability of the infrastructure
in environmental risks such as earthquakes, storms or drought affecting
those renewable resources.
● Energy Market Dependence - the dependence on a single energy provider
(EVM) increases the vulnerability on the performance on the supplier’s
side.
Alternative Courses of Action (ACA)
Alternative 1: Expand external partnership with other wind developers
By expanding the partnership with other wind developers, Walmart de
Mexico can replicate the success it achieved with Electrica del Valle de Mexico
(EVM). They should identify regions with strong wind potential and enter into
long-term Power Purchase Agreements (PPAs) with credible energy developers.
This would deliver stable electricity to Walmart de Mexico facilities, minimize
their capital expenditures, and maximize access to clean and sustainable energy.
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Alternative 2: Consider a mix of renewable energy sources
While wind energy has been effective through its partnership with
Electrica del Valle de Mexico (EVM), relying on just one source poses risks due
to seasonal variability, regional limitations, and supply disruptions. By adding
solar energy into the mix, Walmart de Mexico can tap into the country’s abundant
sunshine especially in regions where wind power isn’t practical. Installing solar
panels on the rooftops of stores and warehouses means the company can generate
clean electricity right where it's needed, cutting down on energy loss during
transmission. In more rural or mountainous areas, Walmart can also look into
mini-hydroelectric projects. These small-scale setups make use of local water
flow to produce reliable, eco-friendly power with very little environmental
disruption.
Alternative 3: Invest in energy storage and smart grid technology
Walmart de Mexico can take a smart approach by investing in energy
storage systems (like batteries) and smart grid technology to make its renewable
energy sources work even better. These systems would let Walmart store any extra
energy it generates on sunny or windy days, then tap into it when there’s higher
demand or when the weather is less predictable. With smart grid technology,
Walmart would have a real-time view of its energy usage, helping to better
manage consumption and fine-tune operations. This solution addresses the
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company’s challenge of increasing its renewable energy usage while still keeping
energy costs under control and ensuring a steady power supply. Energy storage
makes sure that Walmart has reliable power, even when renewable sources
fluctuate.
Recommendations
After considering the various alternatives for expanding Walmart de
Mexico’s renewable energy efforts, the best course of action would be a
combination of all the alternatives. First, by entering into long-term Power
Purchase Agreements (PPAs) with additional wind developers, Walmart de
Mexico can ensure a steady flow of renewable energy for its growing number of
facilities. Second, a mix of wind, solar, and mini-hydro energy will align with
Walmart de Mexico's sustainability goals, helping the company meet its target of
50% renewable energy by 2015 and solidifying its position as a leader in
corporate sustainability. Lastly, energy storage systems and smart grid technology
will allow Walmart to optimize the use of renewable energy. With energy storage,
Walmart can store surplus energy during periods of high renewable output and use
it when demand spikes or generation is low. By adopting this integrated solution,
Walmart de Mexico can meet its renewable energy targets, reduce energy costs,
and ensure reliable, sustainable power for its expanding operations.
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CASE NO. 3
ANT FINANCIAL
April 10, 2025
Submitted by:
Alic, Ailyn
Lama, Patricia Anne
Laparan Megan
Morizo, Nelshene
BSMA 3 C17
University of Negros Occidental-Recoletos, Inc.
College of Business and Accountancy
Time Context
The case of Ant Financial spans from the year 2013 to 2015. In 2013, Ant
Financial Services Group was established as a separate entity from Alibaba,
bringing together financial platforms like Alipay, Alipay Wallet, Yu’eBao, Zhao
Caibao, and Ant Micro. In 2014, it received approval to create MYbank – an
online bank, and by 2015, MYbank launched the Flourishing Farmer Loan
Program, which extends financial services to rural areas of China.
Point of View
The point of view that will be used in this case is the viewpoint of the
executive leadership of MYbank, a subsidiary of Ant Financial Services Group.
They are the top decision-makers that are responsible for overseeing the strategy,
operations, and growth of the bank, and as the leaders of MYbank, their top
priority is to launch an innovative online-only bank that effectively serves
underserved rural populations while leveraging big data for credit assessment.
They want to:
● Ensure Regulatory Compliance
● Gain Customer Trust in New Financial Models
● Support Economic Growth in Rural China
● Promote Financial Inclusion
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Main Problem
How can MYbank effectively provide financial services to China's
disadvantaged rural areas, assess credibility without traditional credit histories,
and build trust in a new digital banking model while adhering to regulatory
guidelines?
Objective/s
In order for MYbank to provide effective financial services and build trust
in a new digital banking model, they must:
● Expand financial access to disadvantaged rural communities in China.
● Build trust and awareness among customers who are unfamiliar with
digital banking.
● Follow the financial regulations established by the China Banking
Regulatory Commission (CBRC).
● Strengthen relationships with local businesses and digital channels to
improve service delivery.
Areas of Consideration
To fully analyze MYbank's position, both internal and external factors
must be considered, as they have a direct impact on the company's ability to
provide digital financial services to rural areas successfully.
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Internal Factors:
● Technological Capabilities – MYbank's success comes from its use of big
data and digital platforms. The continued development and refining of
these technologies is critical for accurate credit scoring and efficient
banking operations.
● Human Resources and Expertise – Skilled professionals with expertise in
financial technology, rural economics, and regulatory compliance are
required to maintain innovation and manage risk effectively.
● Brand Trust and Reputation – Although Ant Financial is well-known,
MYbank must establish its own brand identity and earn the trust of rural
customers who are unfamiliar with online banking.
External Factors
● Regulatory Environment – MYbank must adhere to the policies set by the
China Banking Regulatory Commission, which oversees private and
digital banks. MYbank must continuously monitor compliance criteria in
order to gain government trust as a private online bank.
● Socioeconomic Conditions – Rural areas with low incomes, lack of
education, and inconsistent financial practices may have an impact on
repayment rates and product integration. These factors must be taken into
account while developing lending products and marketing campaigns.
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● Customer Trust for Digital Platforms – Widespread concerns about data
privacy, cybersecurity, and new financial services models could slow
down the adoption process. Building trust is critical in a market that is
inexperienced with big data-driven financial decisions.
Alternative Courses of Action (ACA)
Instead of relying primarily on big data and online credit-scoring models
to reach rural customers, MYbank could have adopted hybrid partnership-driven
approach, combining digital innovation with on ground financial education and
community collaboration.
Alternative 1: Deploying Mobile Financial Units
This provides in person assistance for account creation, loan application,
and financial literacy training. It is essentially mobile bank branches on
wheels—vans or small trucks equipped with technology and staff to provide basic
banking services in remote or underserved rural areas where physical bank
branches are not viable. It enables technology infrastructures, such as units
equipped with tablets, portable ATMs, internet connectivity-via mobile networks
or satellite, biometrics scanners, and printers. In addition, the company does
offline functionality like for rural areas with poor connections, the units could
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store and sync data when a signal becomes available, ensuring uninterrupted
service delivery.
Alternative 2: Public-Private Collaboration
In this case, collaboration with the public sector helps expand reach into
rural communities, ensures regulatory compliance, builds public trust in private
models, and aligns with national economic development goals. Public-private
collaboration is mutually beneficial and can greatly amplify the impact of private
fintech innovations like MYbank. By working together, both sectors can create a
more inclusive, secure, and efficient rural financial ecosystem. For instance, the
government provides regulations where MYbank can test new financial models in
a controlled environment. Moreover, securely share public records (like land
ownership, agricultural output, tax data) that can enhance credit assessments for
rural borrowers. And also the Government can offer credit guarantees or
risk-sharing mechanisms to encourage MYbank to lend to high-risk but
underserved customers.
Alternative 3: Pilot-Based Lending Programs
This helps MYbank to provide knowledge about how to use these digital
and financial tools, such as launching small-scale training programs in selected
rural communities. Focus on topics like mobile banking, budgeting, credit
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scoring, and fraud prevention. In this way, these rural residents build trust on
MYbank’s digital services. It also empowers users to make informed financial
decisions. Pilot-based programs have a low risk experimentation, for it allows
testing ideas before scaling. Furthermore, the results provide valuable insights
into customer behavior and technology performance.Thus, this alternative offers a
strategic pathway for MYbank to scale its rural outreach while minimizing risk.
Recommendations
After evaluating the different alternatives for MYbank to effectively
provide financial services to China's disadvantaged rural areas it is recommended
to implement the best courses of action. First, to provide assistance in account
creation, loan application, and financial literacy training among employees.
Provide small trucks equipped with technology to remote or rural areas where
physical bank branches are not viable. Second, collaboration with public sectors
that can help reach into rural communities ensures regulatory compliance, builds
public trust in private models, and aligns with national economic development
goals,and helps bridge the trust gap and make services more accessible. Lastly,
launching of Pilot-Based Lending Programs that provides training in selected
rural communities that teaches them on the topic that focuses on mobile banking,
budgeting, credit scoring, and fraud prevention. This offers a strategic pathway
for MYbank to scale its rural outreach while minimizing risk.
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CASE NO. 4
AIR CANADA
Submitted by:
Alic, Ailyn
Lama, Patricia Anne
Laparan Megan
Morizo, Nelshene
BSMA 3 C17
University of Negros Occidental-Recoletos, Inc.
College of Business and Accountancy
Time Context
The case of Air Canada spans from the year 1992 to 2006. In 1992 the
year where Robert Milton joined Air Canada. In 1999 Robert Milton became the
COO of Air Canada and the merger with Canadian Airlines. The impact of the
9\11, SARS outbreak in China and Canada in 2003. These challenges pushed the
company to file for bankruptcy protection And by 2006, the company carved out
Aeroplan and Jazz.
Point of View
This case will be analyzed based on the point of view of Robert Milton the COO
and later became the CEO of Air Canada. As a COO of the company his concern
is how to lead Air Canada through a complex and uncertain business environment
while ensuring its long-term viability and as a top executive, he must make bold
and strategic decision to address the financial distress, operational inefficiencies,
external threats such as terrorist attack, diseases attack and fuel price volatility.
Milton’s goal:
● Restore the financial stability of the Company
● Unlocking the hidden value within the company
● Restructuring the Organization
● Ensuring the airline’s competitiveness
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Main Problem
How can Air Canada become financially stable and efficient in operation
while maintaining its competitiveness, surviving in a high-risk industry and
overcoming structural inefficiencies?
Objective/s
In order for Air Canada to become financially stable and efficient in the
industry, Milton must:
● Restore the financial stability and profitability
● Be flexible or adapt to the external challenges like terrorist attack, disease
outbreak,etc. and changes
● Improve the cost structure through a better resource structure and improve
operational efficiency
● Protect the employee’s welfare and stakeholder’s interest
Areas of Consideration
A thorough analysis of Air Canada's situation requires both internal and
external factors must be considered, as they have a direct influence on the
company’s performance, decisions and ability to become financially stable.
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Internal Factors:
● Dependence on Legacy Systems- many of the company’s technological
and operational systems were outdated, which leads to high maintenance
cost and decreases its flexibility. Modernizing these systems was
necessary, however it needs high capitalization.
● Complex Organizational Structure- after the company’s merging with
Canadian Airlines, Canada Airlines inherited overlapping operations and
doubled staff this created inefficiencies and made it difficult for the
company to streamline its process and reduce the operational cost.
External Factors
● Terrorist attack – the company must be ready for the impact of the
attack, passenger demand plummeted, insurance costs soared, and security
protocols intensified that resulted in disruption of operations and inflating
costs.
● Government interventions and regulations- the company must comply
with government policies and safety protocols which might change from
time to time depending on the situation. These added layers of complexity
can hinder the company from restructuring its options and strategies.
● Economic uncertainty and constant change in the market- the decrease
in consumer and business travels can lead to decrease in ticket sales and
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revenue. Changes in the oil prices might also affect the operation of the
airline and the cost of the tickets that can lead to fewer travelers.
● Disease outbreak- epidemic significantly affects air travel, especially the
company. Passengers booking can drop dramatically causing the airlines
sales and revenue to drop also.
Alternative Courses of Action (ACA)
Alternative 1: Continue Core Airline Functions as a Single, Integrated
Organization
Air Canada would continue to operate in all markets (domestic,
international, cargo, loyalty, and regional) while maintaining its integrity. Without
the need to sell off significant divisions, the emphasis would be on cost reduction,
technology modernization, financial restructuring and restoring consumer trust.
By staying an integrated airline, Air Canada may harness operational synergies
across passenger, cargo, and loyalty programs, maintain its strong national brand,
and perhaps complete a recovery without sacrificing important assets. Avoiding
one-time asset transactions and preserving steady revenue sources, it positions the
business for long-term prosperity while upholding stakeholder and consumer
confidence.
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Alternative 2: Remove and Dispose of Non-Core Airline Components
The earnings from the sale of certain of its businesses, such as The airline,
or freight services, will be used by Air Canada to reduce its debt, reorganize its
business, and concentrate only on its core passenger activities. Air Canada may
focus on its core business activities, decrease debt, and get immediate capital
relief by selling off units like Jazz or Aeroplan. Improved operational agility,
easier management, and more confidence from creditors and investors are all
benefits of this reduced organization. Additionally, it lessens exposure to erratic
market segments, increasing the company's flexibility in a high-risk sector.
Alternative 3: Create Strategic Business Units (SBUs)
Rather than selling off non-core business units outright or keeping them
fully integrated within the main company, Air Canada has the option to separate
certain operations, like Aeroplan (loyalty program), Jazz (regional flights), cargo
services, and ground handling, into separately managed Strategic Business Units
(SBUs). Although these divisions would function as somewhat independent
organizations with their own management teams, financial responsibility, and
performance standards, they would still be a part of Air Canada's corporate
structure or held in part through strategic alliances. By establishing SBUs, Air
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Canada has the potential to increase efficiency and focus by providing each unit –
such as cargo services, Jazz or Aeroplan – with its own strategic direction and
leadership. It improves financial responsibility and transparency, which makes it
possible to track performance and make better decisions. Without completely
sacrificing power, SBUs can establish alliances or attract investors – allowing for
specialized growth and innovation.
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CASE NO. 5
MAYO CLINIC
Submitted by:
Alic, Ailyn
Lama, Patricia Anne
Laparan Megan
Morizo, Nelshene
BSMA 3 C17
University of Negros Occidental-Recoletos, Inc.
College of Business and Accountancy
Time Context
The case of Mayo Clinic’s Center for Innovation (CFI) spans from the
early 2000s to 2010. In the early 2000s, Dr Nicholas LARusso began to question
traditional that new doctor-patient interactions could be tested similarly to clinical
trials. This led to the establishment of SPAEC in 2002, an experimental outpatient
lab in collaboration with design frim IDEO. Between 2002 to 2008, SPARC
encountered challenges and difficulties. In 2008, SPARC evolved into the Center
for Innovation (CFI). By 2010, while it has grown significantly, the organization
faced a challenge of not achieving the transformational change it originally set out
to accomplish.
Point of View
This case will be analyzed from the point of view of the President of Mayo Clinic.
Being at the top position, the president is responsible for leading the organization
and making strategic decision. His main concern is how to support the Center for
Innovation (CFI) in achieving improvements.
The President’s Goal:
● Achieve trasmformational change in healthcare
● Expand and scale successful innovation projects
● Build stronger collaboration between medical staff and designers
● Strengthen support for innovation in all levels
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Main Problem
How can Mayo Clinic’s Center for Innovation (CFI) move beyond small-scale
projects to deliver transformational change in healthcare delivery?
Objectives
In order for the Center for Innovation (CFI) to deliver transformational change,
the president must:
● Expand the reach of successful innovation throughout the entire
organization
● Foster stronger collaboration between physicians and designers
● Develop systems and establish clar measures to track the impact and
effectiveness of innovations
Areas of Consideration
An analysis of ayo Clinic’s Center for Innovation (CFI) requires an examination
of both internal and external factors that may influence its ability to achieve
transformational change in healthcare delivery.
Internal Factors:
● Differences among physicians and designers - the collaboration between
the two is challenging due to different mindsets and working styles which
slowed innovation progress.
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● Limited scalability of pilot projects - Many of the CFI’s innovations
remained small-scale or limited to specific departments. While these pilots
showed promise, there was often no clear pathway or framework to
expand them across the wider Mayo Clinic system. This limited their
overall impact and prevented transformational change at the organizational
level.
External Factors:
● Regulatory and compliance requirements - Healthcare is one of the
most heavily regulated industries in the world, with strict rules and
standards set by government bodies and accreditation agencies to ensure
patient safety, privacy, and quality of care. Any changes to care delivery
must be carefully reviewed to ensure they meet regulatory standards.
● Rapid advances in medical technology and treatments - Constantly
evolving technologies and created pressure to continually innovate care
delivery to remain effective and competitive.
● Economic pressures - Cost containment and efficiency are key priorities,
especially for large systems like Mayo Clinic. Rising costs in technology,
labor, and infrastructure create pressure for innovations to improve care
while delivering a clear return on investment.
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Alternative Course of Action (ACA)
Alternative 1:
Alternative 2:
Alternative 3:
Recommendations
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PROOFS OF COMPUTER USAGE
We usually go to the Fray Luis De Leon Library specifically at the cyber of the
university to make use of the computer as we do the first three cases given to us.
Make use of the google docs, where we store the requirements needed for the
case. Also, the usage of tables for the exhibits.
