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MSIN 3010 (2014) Coursework 1  v1.3
 
e-Bulliance
e-Bulliance was a young, but fast growing Advertising Agency in London’s West End. It specialised in Digital media andhad  started with four young graduates fromImperial, UCL, MIT and the Sorbonne.
It now employed 20 staff, in addition to the original four,  with another 10 freelancers.
Jobs that the agency handled were often for organisations which had advertised exclusivelythrough traditional routes (eg television, newspapers etc.) but many now wanted to link their campaigns with Facebook, Twitter etc.
In addition to the original four founders who all had director level appointments see Appendix A, e-Bulliance was organised into 10 teams of two people. As work came in, it was allocated by the Operations Director to the team with the lightest load.Each team could co-opt one from the pool of freelancers. In practice each team had a ‘permanent’ freelancer who tended to stick with their team, even though that team might be lightly loaded. The two permanent members of each team had a mix of project management, marketing and IT skills. They also had some expertise in the three key areas of the business – see below – but this varied widely amongst the staff members. They all had a strong interest in Social media, but their experience and aptitude for Project Management varied. The freelancers tended to work on the more technical aspects of the project.
Larger jobs were handled as a ‘proper project’ with a combination of two or more teams. It was quite common for a team to have three or four jobs on at the same time including a share of one of the larger projects.  Amongst the ten teams there were some teams which had built experience in one of three areas, High St Retail, Cosmetics and Consumer Electronics. The Ops director tried to bear this in mind when allocating work, but this wasn’t always possible. Additionally the Ops director spent  some time on the Indian sub-continent on a special project to use software specialist remotely. This sometimes made communications difficult.
Giles Usborne, one of the 4 original graduates, and now the Chairman and CEO of e-Bulliance, had two proposals in front of him.
- The first was whether to reorganise into three specialist divisions (ie High St Retail, Cosmetics and consumer electronics.) He knew that the current system did not work terribly well – mainly projects which were not completed on time -  but wasn’t convinced that this was a better solution.
- The second was to buy specialist IT equipment, ‘Twittertron 6’ to help simulate social media campaigns for customer presentations. They had hired less sophisticated versions of this equipment and prospectiveadvertisers had appreciated it.It gave them a good idea of what they would be buying. The company who produced the ‘Twittertron 6’ was Malik Magic, run by the Operation’s Director’s brother who had a good relationship with e-Bulliance.
Giles was in two minds about this proposal because of its high initial capital cost. He had received an estimate from the Operations Director and the Strategy Director (See Annex B). This included an estimate of the extra sales revenue that would accrue from the use of the ‘Twittertron 6’ in customer presentations. However there might well be a competitor reaction, He was considering whether to bring in an expert consultant to advise him but the cost was £50k which he could ill afford. He also felt that using an external consultant might cause some bad feeling between himself and the other Board Members.
Giles had kept his contact with UCL’s Management Science and Innovation Dept and had asked some recent graduates to give him a fresh informal look at what his organisation needed. The use of graduates in an ‘intern role’ would be less problematic than using an external consultant although he did want to leave this option open.
He was not a great reader so insisted that their findings  be in a presentation format a maximum of 20 slides with any supporting documentation as a Word document of just two pages or fewer in length and, in any event, should not exceed 500 words.
He asked for two points to be covered. He gave each section a % loading

  1. Should he reorganise into a functional organisation ie into the three specialist areas? What were the advantages and disadvantages?Provide analysis, options and recommendations.(40%)
  2. Should he purchase the ‘Twittertron 6’? Should he bring in a professional consultant? He wanted a Payback, IRR, NPV and profitability index as well as two relevant sensitivities on the NPV. He asked for a short commentary on the results and any other relevant factors. (50%)
 
An additional 10% would be awarded for a professional looking presentation.
 
NB. Giles realised that there may be queries arising from this and he has agreed that any questions should be posted on the Moodle Q+A forum and he would advise the course leader what the appropriate reply should be. He pointed out that he would be away from November 5th on a Guy Fawkes themed mini-break so any questions should be before that date.
 

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