Undergraduate final year or MBA.
This teaching case describes the journey undertaken by Yoma Strategic Holdings (YSH) Ltd, a Singapore-listed company that operates predominately in Myanmar, to become a successful and highly profitable conglomerate business empire in Myanmar. The case provides a rich contextual description of how YSH leveraged upon its partnerships and capabilities, especially with its parent and sister companies, to pursue its conglomerate business model. To facilitate the discussion that this teaching case aims to generate among lecturers and students, we have provided a summary of the latest developments in Myanmar since the 2010 general election. This helps to give students an appreciation of the challenges involved in creating a successful business in Myanmar.
Expected learning outcomes
The learning outcomes that this teaching case hopes to achieve in students are as follows: Understand the concept of “economies of scope” in corporate strategy; identify and explain the various corporate strategies (i.e. diversification and vertical integration) that can be implemented to develop a conglomerate business model; recognize the organizational and managerial issues arising from implementing these corporate strategies and understand the circumstances that influence its success; and assess the relative advantages of managing a business in a conglomerate business model and advise a company on whether a particular activity should be undertaken internally or outsourced.
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The authors are grateful to SIM University for substantial support, including research funding, and YSH Ltd for valuable advice and access in producing this case. All mistakes and inaccuracies are the responsibilities of the authors alone. Views or opinions presented in this case are solely those of the authors and do not necessarily represent those of YSH Ltd, Mr Serge Pun or SIM University.
Goh, J.C.-L., Sabnani, M.P., Tan, G.K.R. and Tan, S.P. (2015), "Mastering the art of managing a conglomerate business empire in Myanmar", Emerald Emerging Markets Case Studies, Vol. 5 No. 1. https://doi.org/10.1108/EEMCS-05-2014-0145
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