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1 – 10 of 28Benjamin Jones and Daniel Campbell
Winner of the 2014 EFMD competition for best African Business case.In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa…
Abstract
Winner of the 2014 EFMD competition for best African Business case.
In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa, both seeing great market opportunities there. One firm, Adesemi, would ultimately go bankrupt. The other firm, Celtel, would ultimately succeed and make its founder, Mo Ibrahim, a star of the global business community. Why the difference in outcome? Emerging markets often present weak rule of law, bringing many challenges to business success—from the demand for bribes to regulatory obstacles, hold-up problems, and even civil war. This case explores strategies that can limit these critical non-market risks in foreign direct investment and entrepreneurship. Students will step into the shoes of both companies by exploring their entry strategies, wrestling with the challenges they faced, and diagnosing the reasons why a shared insight about a new business opportunity turned out to be prescient—and led to extremely different endpoints.
Identify key challenges to successful entrepreneurship in emerging markets
Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems
Evaluate potential allies that can help avoid these problems
Assess strategies to avoid paying bribes
Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges
Identify and appraise the strategic value of partnerships with development agencie
Identify key challenges to successful entrepreneurship in emerging markets
Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems
Evaluate potential allies that can help avoid these problems
Assess strategies to avoid paying bribes
Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges
Identify and appraise the strategic value of partnerships with development agencie
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Khaleel Ibrahim Alsabbagh and Syed Zamberi Ahmad
Business management, organization behaviour, organization values, organization culture, customer service.
Abstract
Subject area
Business management, organization behaviour, organization values, organization culture, customer service.
Study level/applicability
The case study is suitable for undergraduate courses, particularly business management and related areas.
Case overview
Ritz Carlton Hotel is one of the luxurious hotels which has expanded internationally in the last 30 years and recently opened its iconic hotel Abu Dhabi Grand Canal. Ritz Carlton offers unique experiences to its customers, which are driven by the embedded “Gold Standards” and values. It has enabled the Ritz Carlton to redefine the hospitability experience and create a competitive advantage. In this case study, the experience of opening this Abu Dhabi hotel is explored with reflections on their “Gold Standards” and the values which have resulted in the Ritz Carlton being benchmarked as a best service company. This made Ritz Carlton to change the way it redefines its business by not being just a hotel, but rather a company which creates memories and experiences for customers.
Expected learning outcomes
Discussing the essential factors that contribute to the success of companies in the service industry, with a focus on organization values and living these values in order to achieve competitive advantage.
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.
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The case deals with sovereignty and issues related to doing business in a foreign land. It highlights aspects of taking political risk for granted and factoring in or not…
Abstract
The case deals with sovereignty and issues related to doing business in a foreign land. It highlights aspects of taking political risk for granted and factoring in or not factoring in the legal environment, which includes the rule of law and independence of judiciary, in a particular jurisdiction. The case brings forth the idea of agreeing to the jurisdiction of a neutral country, and how efficacious it may be. The top management is expected to anticipate political and legal changes, and must be prepared to face the worst.
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Işık Özge Yumurtacı Hüseyinoğlu, Deniz Kurtay, İrem Aşar and Serra Dilmaç
In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics…
Abstract
Learning outcomes
In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics requirements almost halved the annual number of shipments and the time needed for operation and documentation activities. In addition, reduced carbon emissions made this an environmentally friendly transportation model, in line with trends in society.
Case overview/synopsis
The basis for this case study was the analysis of Whirlpool Turkey’s transportation system for materials used in the production of white goods. Data obtained through fieldwork and cooperation with company consultants showed that some suppliers have high annual logistics costs. This inefficiency causes time loss and increases the total distance traveled and thus carbon emissions. In the case study, the current application created inefficiency in cost and time management, and therefore, after determining the factors that increase costs, different transportation solutions were developed accordingly.
Complexity academic level
This case is particularly designed for undergraduates in the final semester of management courses that specialize in supply chain and operation management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and logistics.
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Nahed Amin Azab, Yasmin El Sheikh, Arwa Moharram, Basma Ibrahim and Nouran Yehia
Information management, IS alignment.
Abstract
Subject area
Information management, IS alignment.
Study level/applicability
Undergraduate.
Case overview
The case examines the use of Information and Communication Technology (ICT) in one of Egypt’s top mobile service providers, through closely analyzing their systems, the way they work and how technology could be optimized to provide greater benefit and value to support an organization’s business goals. The main objective of the case was to identify business problems that information systems have managed to solve as well as grab a potential opportunity that the organization can or have captured. The main contribution of this case is to emphasize and provide real case application on information management concepts and theories related to Information Systems Alignment (IS Alignment), business value from IS adoption, IS implementation issues and information and process integration.
Expected learning outcomes
This case was written to present a practical example about the strategic use of ICT within a specific organizational context. It enables students to apply some theoretical concepts studied in information management courses (such as IS alignment – or strategic alignment –, IS assessment and IS implementation) on a real-case study. In particular, teaching this case aims to realize a number of learning objectives: understand telecom industry and acquire an overview about its environment and the challenges it faces in general and within a developing context in particular; identify the different technologies used by telecom companies; develop a business strategy based on a thorough analysis of an organization’s internal business operations as well as its external environment; and learn how to align IT use with organizational strategies and analyze critically both its tangible and intangible added values.
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.
Subject codes
CSS 11: Strategy.
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Thillai Rajan and Josephine Gemson
Infrastructure finance.
Abstract
Subject area
Infrastructure finance.
Study level/applicability
II MBA/Executive MBA (Project Finance, Infrastructure Finance).
Case overview
It is generally believed that the economy of India is on the threshold of achieving significant growth in the coming years. The availability of adequate infrastructure facility will play a key role in realizing this growth potential. To accelerate the process of creating infrastructure capacity, the Government of India has opened up many infrastructure sectors for private sector investment. Creation of international standard airport facilities is an important component of such new infrastructure creation. This case study presents the initial development and financing closure of Bengaluru International Airport Limited (BIAL), the first major private sector airport in India. In retrospect, it is generally felt that BIAL was an important milestone in the privatization of airports in India. The blueprint for the greenfield PPP airport in Hyderabad was closely modelled on the BIAL project. The experience gained in the development of BIAL also played a major role in subsequent brownfield PPP airport expansion projects in Mumbai and Delhi.
Expected learning outcomes
The goal of this case study is to illustrate the complexities that exist in the process of infrastructure development and financing. This following are the expected learning outcomes:
The importance of using an appropriate project structure.
The prevalence of early returns to project sponsors as compared to lenders.
The process of achieving financial closure.
Analyzing project risks and returns.
The importance of using an appropriate project structure.
The prevalence of early returns to project sponsors as compared to lenders.
The process of achieving financial closure.
Analyzing project risks and returns.
Supplementary materials
Teaching notes.
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Harvinder Singh, Rashmi Kumar Aggarwal and Aakriti Bansal
The learning outcome of this paper is to understand the geopolitical aspects of international business. Assessing the political risk inherent in international investment projects…
Abstract
Learning outcomes
The learning outcome of this paper is to understand the geopolitical aspects of international business. Assessing the political risk inherent in international investment projects. Maintaining a favorable corporate image in the host country despite apparent hostilities. Analyzing the risks associated with doing business in an emerging market.
Case overview/synopsis
In February 2019, local newspapers in the Maldives published unconfirmed reports that the Indian company GMR was reinvesting in the Maldives. GMR had secured a contract in 2010 for renovation/expansion of The Maldives International Airport. However, the contract created political turmoil, with opposition parties objecting to some clauses. People considered GMR closer to the incumbent President, Mohammed Nasheed. The unstable political scenario forced President Nasheed to resign amidst allegations of corruption. The new President showed hostility toward India and GMR while making overtures to China. He canceled the airport contract and awarded it to a Chinese company. GMR went to the international Tribunal in Singapore. The tribunal upheld the Maldivian government’s right to terminate the agreement but awarded GMR a compensation of US$270m. In 2019, a new government came to power in the Maldives, with Mohammed Nasheed enjoying a commanding position. The government pledged to accept the judgment of the Singapore International Tribunal. The local media discussed the possibility of the return of GMR to the Maldives after seeing some senior GMR officials in the Maldives. However, it was not clear whether it would be a good idea for GMR.
Complexity academic level
Master's level program.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 11: Strategy.
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Management: human resources management.
Abstract
Subject area
Management: human resources management.
Study level/applicability
Undergraduate and postgraduate.
Case overview
This case gives critical insights in the complex issues surrounding the management of employment relationship in Africa, specifically focusing on Botswana. It is set in the context of explosive industrial relations involving Debswana Diamond Mining Company and the Botswana Mine Workers Union over the contentious issues of pay bonus and collective bargaining. Failure to reach an amicable compromise by both parties' results in a debilitating strike which costs the company millions of funds and affected it's the corporate image contrary to its well crafted social responsibility. More painfully, the end game is a loss of employment and dreams shattered for 461 dismissed workers who depended solely on this work as their only source of income.
Expected learning outcomes
At the end of reading the case students are expected to: understand the limits of managerial prerogative and the right to manage; appreciate the inherent conflict of interests between labour and capital; consider more equitable compensation schemes in dealing with collective bargaining; and discuss the concept of social responsibility in the context internal customers-employees.
Supplementary materials
Teaching note.
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Rozhan Abu Dardak and Farzana Quoquab
New product development (NPD), entrepreneurship and strategic management.
Abstract
Subject area
New product development (NPD), entrepreneurship and strategic management.
Study level/applicability
Advanced undergraduate, MBA/MSc in Marketing and Management course that cover the topics on NPD.
Case overview
This case illustrates that commercialization of a new product requires a proper strategic direction to make it a reality. The case fact is positioned in livestock feed industry centered on commercialization of a newly developed urea-molasses mineral block (UMMB) or called Nutriblock. Dr Wan, a Senior Principal Research Officer of Malaysian Agricultural Research and Development Institute (MARDI), developed food supplement for ruminants which contained urea, molasses, vitamins, minerals and other nutrients. Dr Wan believed that the UMMB was a better quality food supplement compared to products in the markets because it contained 12 raw feed ingredients and an anthelmintic medication. After almost 10 years of research, in 2003, Dr Wan completed his research and, thus, wanted to get a suitable way to commercialize this product. He had two options: commercializing the technology through licensing of intellectual property right (IPR), or to transfer it as a public domain. The Business Development Unit(BDU) was responsible for the former option, whereas Centre for Promotion and Technology Transfer (CPPT) was in charge for the latter. At the beginning of2006, MARDI decided to commercialize the Nutriblock through licensing the IPR to March Avenue Technology Sendirian Berhad (March Avenue), a newly formed company. March Avenue was formed byKarthiir, a lawyer and Ma Irwan, an electrical engineer. The operation was going smoothly for the first two years. However, problem started in 2008 when Karthiir left the company due to some disagreement with Ma Irwan. Since then, March Avenue failed to achieve its sales target that seriously affected its profit level. Moreover, it suffered from internal management problem. The company finally closed down at the end of 2009. By this four year of operation, March Avenue failed to pay any royalty to MARDI. This circumstance forced Dr Wan to think seriously about his next move regarding choosing the right way of commercializing his Nutriblock. MARDI requested him to give his opinion by January 15, 2010 about whether to give another chance to BDU to commercialize this technology through IPR or to go for public domain under CPPT?
Expected learning outcomes
Using this case, students can learn that new product development and its commercialization requires proper strategic directions. It illustrates the importance of managing the commercialization of a new product effectively. NPD involves many stages, and it is important to manage every stage properly. This is because a “high-quality product” and/or a “new to the market” product are not enough to succeed in the market. In other words, producing a “product that meets market needs” must be combined with appropriate strategies.
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.
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Issam Ghazzawi, Angie Urban, Renee Horne and Claire Beswick
After completion of this case, students will be able to: define and understand the external and internal components of the strategic management process; define and explain various…
Abstract
Learning outcomes
After completion of this case, students will be able to: define and understand the external and internal components of the strategic management process; define and explain various alternative strategies that help companies create a sustainable competitive advantage; understand and explain the five main choices of entry mode that are available to organisations when considering entry into a foreign market, suggest an entry mode that is relevant to Standard Bank and explain the pros and cons of each entry mode; and understand how a company can offer or phase in its service offerings.
Case overview/synopsis
This case situates Sola David-Borha, CEO for the Africa Region at the Standard Bank Group, in April 2018, considering whether and how to expand into personal and business banking in Cote d’Ivoire – a country that Standard Bank had just re-entered, having exited there in 2003 because of the civil war. The bank has operations in 20 sub-Saharan African countries and its growth strategy is focussed on Africa. This strategy is reflected in its slogan: “Africa is our home. We drive her growth”. David-Borha has a number of questions on her mind. These include: can the bank offer financial services that will meet the needs of the Ivorian people, how can the bank expand into personal a business banking – indeed is rapid expansion into this sector the right decision for now?
Complexity academic level
Advanced/graduate courses in strategic management and international business.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 5: International business.
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