Books and journals Case studies Expert Briefings Open Access
Advanced search

Search results

1 – 2 of 2
To view the access options for this content please click here
Case study
Publication date: 20 June 2020

Readiness to franchise a teaching and examination event: the evolving case of the annual MUBS hospitality day

Abbey Mutumba

After reading and discussing this short case, the instructor should do the following: to enable the students to select and evaluate the main strength (sustainable…

HTML
PDF (123 KB)
Teaching notes available

Abstract

Learning outcomes

After reading and discussing this short case, the instructor should do the following: to enable the students to select and evaluate the main strength (sustainable competitive advantage) of an evolving brand whose leading manager needs to appreciate how it can be used to achieve the strategic objective of franchising it despite its challenges; to guide the students in choosing the most appropriate brand name that will sustainably reflect the parent organization’s identity and also retain its growing attractiveness to more event sponsors and other key partners in an environment of conflicting interests; to facilitate the students in choosing the appropriate strategy for strengthening the readiness to franchise and adapt a similar teaching and examining (annual event’s) model in a related course unit from among any of the target audience’s master and bachelor degree at another university elsewhere.

Case overview/synopsis

This short case shows how the annual Makerere University Business School (MUBS) hospitality day has evolved into a potential event franchise, which is attracting more VIPs, the media and demand to also be held in the country’s Vision 2040 cities where the respective campuses are located.

Complexity academic level

Bachelor (BA, BBA, BSc) and MBA/master degree level.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 12: Tourism and hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-12-2018-0272
ISSN: 2045-0621

Keywords

  • Agents/dealerships
  • Event marketing/public relations
  • Entrepreneurial skills

To view the access options for this content please click here
Case study
Publication date: 9 November 2016

The future of petroleum business at RIL – to stay or to exit

Githa Heggde and Deepak Shyam

Subject areas are strategic management and marketing management.

HTML
PDF (2.6 MB)
Teaching notes available

Abstract

Subject area

Subject areas are strategic management and marketing management.

Study level/applicability

This case can be used in strategic management and marketing management courses for MBA students.

Case overview

This case discusses the future of petroleum business at Reliance Industries Limited (RIL) – whether to stay or exit. This scenario took place between 2001 and 2008. The volatility in the external environment was beyond their control. Or was it so? This case encapsulates the characteristics of innovative strategy formulation, leading to successful differentiation in a regulated and commoditized industry. This case portrays two significant aspects of business strategy by RIL. First is to comprehend the pioneering strategies formulation and implementation by RIL in the petroleum retailing business. Second is the severe impact of external forces on the company’s current and future prospects and what contingency plans could have been made.

Expected learning outcomes

This study enables to understand how innovative and differentiation strategies can be successfully applied in a commoditized business; to comprehend the effective application of forward integration and brand extension in a complex, scale-driven industry; and to understand the implication of external threats severely disrupting a growing business.

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 code

CSS 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 4
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-03-2016-0044
ISSN: 2045-0621

Keywords

  • Innovation
  • Differentiation
  • Competitive strategy
  • International business strategy
  • Brand management/equity
  • Agents/dealerships

Access
Only content I have access to
Only Open Access
Year
  • Last 12 months (1)
  • All dates (2)
Content type
  • Case study (2)
1 – 2 of 2
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2021 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication sitemap

Policies and information

  • Privacy notice
  • Site policies
  • Modern Slavery Act Opens in new window
  • Chair of Trustees governance statement Opens in new window
  • COVID-19 policy Opens in new window
Manage cookies

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald Engage?

    You can join in the discussion by joining the community or logging in here.
    You can also find out more about Emerald Engage.

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Questions & More Information

    Answers to the most commonly asked questions here