PART B (10 marks in total, 2 marks each question) Case Study Excelling Education Ltd (EEL) operates a successful and renowned private school in Melbourne. Its shareholders comprise a small group of former students and parents of former students who have maintained an interest in the school and its success through their shareholdings. They are also grateful for the small but steady annual dividends paid by EEL. In recent years EEL expanded its operations into Vietnam. This involved EEL selling its syllabi to Ebirant (an education provider in Hanoi, Vietnam), with EEL receiving royalties on a per student, per subject basis. EEL takes no responsibility beyond the provision of course materials. Its courses are 'white labelled', meaning there is no reference to the EEL brand, and as such there is no impact on the perceived or actual school rankings in Australia. EEL receives a consistent income stream from its arrangement with Ebirant. The CEO of EEL has proposed the establishment of a school campus in Ho Chi Minh City, Vietnam, which would be built, operated, and maintained by EEL, using EEL's course offerings and staff. The new business will be run as an independent business, with regular reporting on performance. The new business will require a dedicated sales team to source future students. In the face of questions from the board, the CEO quoted the success of the Hanoi arrangement with Ebirant but noted that EEL had the ability to receive much higher returns from having its own campus in Ho Chi Minh City. Some board members agree that higher financial returns are possible, others feel that the prestige associated with having international operations would be the biggest positive, whilst others feel the ability to have Australian students receive part of their education offshore would be the most significant benefit of the proposal. The board and CEO will be making a final decision on the proposal at its next meeting, bearing in mind that EEL has a very conservative (risk averse) risk appetite, which has served the company well in the past. Which of Simons (1999) Levers of Control would be most appropriate if the proposal was approved and implemented? a. Boundary Systems and Belief Systems. b. Diagnostic Control Systems and Boundary Systems. C. Interactive Control Systems and Diagnostic Control Systems. d. Diagnostic Control Systems and Belief Systems. e. Interactive Control Systems and Boundary Systems. cion 37 According to Simons (1995) which cultural topologies would be most appropriate for new campus in Ho Chi Minh City? et ered ed out of a. Clan and Market. g ion b. Hierarchy and Clan. C. Hierarchy and Fief. d. Hierarchy and Market. e. e Fief and Clan. on 38 According to Courtney (1997) 'Strategy under Uncertainty, what level of uncertainty is EEL currently operating under? t ed e out of a. Alternate futures. b. Traditional future. c. True ambiguity. on d. Range of futures. e. Clear enough future. 39 According to Courtney (1997) 'Strategy under Uncertainty', what would be the level of uncertainty related to the proposal to establish a campus in Ho Chi Minh City? put of a. True ambiguity. b. Alternate futures. c. Traditional future. d. Range of futures. e. Clear enough future. What is the primary risk category needs to be addressed in assessing the proposal to establish a campus in Ho Minh City? a. Financial. O b. Operational. c. Legal/Regulatory. O d. Strategic. e. Reputational. PART B (10 marks in total, 2 marks each question) Case Study Excelling Education Ltd (EEL) operates a successful and renowned private school in Melbourne. Its shareholders comprise a small group of former students and parents of former students who have maintained an interest in the school and its success through their shareholdings. They are also grateful for the small but steady annual dividends paid by EEL. In recent years EEL expanded its operations into Vietnam. This involved EEL selling its syllabi to Ebirant (an education provider in Hanoi, Vietnam), with EEL receiving royalties on a per student, per subject basis. EEL takes no responsibility beyond the provision of course materials. Its courses are 'white labelled', meaning there is no reference to the EEL brand, and as such there is no impact on the perceived or actual school rankings in Australia. EEL receives a consistent income stream from its arrangement with Ebirant. The CEO of EEL has proposed the establishment of a school campus in Ho Chi Minh City, Vietnam, which would be built, operated, and maintained by EEL, using EEL's course offerings and staff. The new business will be run as an independent business, with regular reporting on performance. The new business will require a dedicated sales team to source future students. In the face of questions from the board, the CEO quoted the success of the Hanoi arrangement with Ebirant but noted that EEL had the ability to receive much higher returns from having its own campus in Ho Chi Minh City. Some board members agree that higher financial returns are possible, others feel that the prestige associated with having international operations would be the biggest positive, whilst others feel the ability to have Australian students receive part of their education offshore would be the most significant benefit of the proposal. The board and CEO will be making a final decision on the proposal at its next meeting, bearing in mind that EEL has a very conservative (risk averse) risk appetite, which has served the company well in the past. Which of Simons (1999) Levers of Control would be most appropriate if the proposal was approved and implemented? a. Boundary Systems and Belief Systems. b. Diagnostic Control Systems and Boundary Systems. C. Interactive Control Systems and Diagnostic Control Systems. d. Diagnostic Control Systems and Belief Systems. e. Interactive Control Systems and Boundary Systems. cion 37 According to Simons (1995) which cultural topologies would be most appropriate for new campus in Ho Chi Minh City? et ered ed out of a. Clan and Market. g ion b. Hierarchy and Clan. C. Hierarchy and Fief. d. Hierarchy and Market. e. e Fief and Clan. on 38 According to Courtney (1997) 'Strategy under Uncertainty, what level of uncertainty is EEL currently operating under? t ed e out of a. Alternate futures. b. Traditional future. c. True ambiguity. on d. Range of futures. e. Clear enough future. 39 According to Courtney (1997) 'Strategy under Uncertainty', what would be the level of uncertainty related to the proposal to establish a campus in Ho Chi Minh City? put of a. True ambiguity. b. Alternate futures. c. Traditional future. d. Range of futures. e. Clear enough future. What is the primary risk category needs to be addressed in assessing the proposal to establish a campus in Ho Minh City? a. Financial. O b. Operational. c. Legal/Regulatory. O d. Strategic. e. Reputational