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mSimps: decision-making in scaling up a small business

Mathew Tsamenyi (Department of Accounting and Finance, China Europe International Business School, Shanghai, China)
Nana Yaa Antwi-Gyamfi (Department of Research, China Europe International Business School, Accra, Ghana)

Emerald Emerging Markets Case Studies

ISSN: 2045-0621

Publication date: 6 June 2016


Subject area


Study level/applicability

This case is suitable for graduate-level programmes in business management, as well as for executive education programmes.

Case overview

Mabel Simpson, the sole proprietor of the award-winning mSimps fashion accessories house in Ghana, must choose from among three options for scaling up her business: an offer from a private investor for GHS 100,000 in exchange for 51 per cent stake in mSimps; or 30 per cent stake for half the amount; an offer from a fashion industry expert for GHS 10,000 in exchange for 30 per cent ownership; or a restructuring of her business model and value chain to enable her release cash to grow her business organically.

Expected learning outcomes

Students should be able to: understand the interplay of choice and trade-offs in business management and apply theory-driven frameworks in making optimal choices and analytically assess instances of tension between the art (e.g. passion, emotional stakes, psychological and other influences on business management philosophies) and science (e.g. the need for business skills, use of effective models and the quest for production efficiency) of business management.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email to request teaching notes.

Subject code

CSS 3: Entrepreneurship



We are grateful to Dr Gordon Adomdza of Amore McKim Business School, Northeastern University; for his painstaking proofreading of the manuscript and invaluable suggestions.


Tsamenyi, M. and Antwi-Gyamfi, N.Y. (2016), "mSimps: decision-making in scaling up a small business", Emerald Emerging Markets Case Studies, Vol. 6 No. 2.



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