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Corporate management in receivership: the case of Uchumi supermarkets

David Mathuva (Strathmore University)

Emerald Emerging Markets Case Studies

ISSN: 2045-0621

Publication date: 14 July 2014

Abstract

Subject area

Strategic Management and Corporate Finance.

Study level/applicability

Higher undergraduate and graduate levels.

Case overview

The case demonstrates how a company can be able to manage corporate restructuring successfully and recover from receivership. Uchumi is a company incorporated in Kenya and listed on the Nairobi Securities Exchange (NSE). The case examines how Uchumi successfully recovered from receivership in 2006 owing to previous mismanagement and regained profitability after years of continued losses. A review of the company's management style and the role of the management in turning around the company are presented.

Expected learning outcomes

The case demonstrates how financially and operationally troubled corporations can be managed effectively, illustrates how corporate managers can manage corporate restructuring and receivership successfully, shows the applicability of Kotter's eight stages of leading changes successfully and other leadership approaches/theories and demonstrates the differences between the performance of a corporation before and after the restructuring process.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request Teaching notes.

Keywords

Acknowledgements

Data for this case study has been gathered largely from publicly available data sources.

Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.

Citation

Mathuva, D. (2014), "Corporate management in receivership: the case of Uchumi supermarkets", Emerald Emerging Markets Case Studies, Vol. 4 No. 2. https://doi.org/10.1108/EEMCS-01-2013-0004

Publisher

:

Emerald Group Publishing Limited

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