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Case study
Publication date: 27 February 2014

Gaunette Marie Sinclair-Maragh

This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality…

Abstract

Subject area

This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality and tourism management; special event planning and management; and attraction management.

Study level/applicability

This case study is useful to both undergraduate and graduate students specializing in hospitality and tourism management.

Case overview

This case study explored the nature of two forms of tourism development; resort-based and resource-based, and aimed to determine which is the more viable and sustainable option for the future of tourism in Jamaica, an island destination in the Caribbean which depends highly on the tourism industry. The literature established that both forms of tourism are challenged by several and varying factors and so their synergistic integration appears to be the most functional option for sustainable tourism development in Jamaica along with the involvement of the relevant stakeholders.

Expected learning outcomes

The students should be able to:

  • Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

  • Explain the usefulness and drawbacks of both types of tourism model.

  • Discuss the nature of culture and heritage tourism and eco-tourism.

  • Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

  • Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

  • Assess the role of the private sector in encouraging and facilitating resource-based tourism.

Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

Explain the usefulness and drawbacks of both types of tourism model.

Discuss the nature of culture and heritage tourism and eco-tourism.

Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

Assess the role of the private sector in encouraging and facilitating resource-based tourism.

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.

Social implications

This case study conceptually and empirically analyzed the tourism model in Jamaica to ascertain whether or not the future of Jamaica's tourism should remain dependent on resort-based tourism or should it opt for resource-based tourism as a more viable and sustainable option. The discussion however, indicates that resort-based tourism can synergize with resource-based tourism to achieve sustainable development along with the involvement of all the relevant stakeholders including the government, hotel operators and the residents. The case synopsis likewise presented a concise summary of the literature reviewed regarding the concepts of resort-based tourism and resource-based tourism; and the case of Jamaica's tourism.

The learning outcomes are intended to guide the teaching- learning process and stimulate students' understanding of the concepts of resort-based tourism and resource-based tourism and their specific implications in terms of tourism development in Jamaica. This knowledge can also be generalized to other destinations with similar historical background and tourism resources. The applied questions will guide the discussions and provide additional resources for assessment purposes. They will also help the students to critically assess the dynamics of tourism development.

The case synopsis is consistent with the learning outcomes, corresponding applied questions and course recommendations. A total of two to three-hours teaching session can be used to discuss the constructs, analyze the case in point and answer the applied questions.

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 March 2017

Caren Scheepers, Marius Oosthuizen and Dean Retief

Organisational Development, Organisational Behaviour, Leadership Change.

Abstract

Subject area

Organisational Development, Organisational Behaviour, Leadership Change.

Study level/applicability

Master of Business Administration, postgraduate studies, middle or senior managers on open programmes.

Case overview

The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality.

Expected learning outcomes

Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality.

Supplementary materials

A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 June 2017

Beena Salim Saji

This case facilitates students of tourism and marketing to use Kapferer’s brand prism model to analyse the case.

Abstract

Subject area

This case facilitates students of tourism and marketing to use Kapferer’s brand prism model to analyse the case.

Study level/applicability

This case can be used for tourism undergraduate and marketing students to make them understand the processes for revitalising and developing a destination brand to increase the number of visitors and become more attractive to tourists and visitors. The case highlights the major strategies used by the Sharjah Investment and Development Authority team to develop Sharjah as a family, entertainment, eco-tourism and heritage destination among the seven emirates of the United Arab Emirates.

Case overview

Sharjah is one of the emirates which form the United Arab Emirates. The case describes how a young leader of Sharjah developed destination Al Qasba as a tourist attraction, which was earlier not frequented by family and investors. After that, he was vested with the responsibility of developing Sharjah into an investment and heritage destination in United Arab Emirates. The case details how the team used different strategies to attract investors to the destination to make it more attractive to tourists as well the dwellers of the emirates.

Expected learning outcomes

To understand the process of sustainable destination development or place development practices. To analyse the case using using existing models or frameworks such as Kapferer’s brand identity prism or Aaker’s theory and any other. To recommend suggestions in improving the destination development 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.

Subject code

CSS 12: Tourism and Hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 23 June 2017

Mathew Tsamenyi and Nana Yaa Antwi-Gyamfi

Entrepreneurship, Business Strategy, Leadership, Marketing and Decision-making in business.

Abstract

Subject area

Entrepreneurship, Business Strategy, Leadership, Marketing and Decision-making in business.

Study level/applicability

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

Case overview

Stuart Gold, CEO of Trashy Bags is at a crossroads with respect to the future of his business. With deficits estimated at about GHS 120,000 annually, Gold is considering switching from the made-to-stock production model to a made-to-order model. Although the latter may tap into an available market and thus boost revenue, it would likely result in the displacement of the social enterprise’s loyal following and disenfranchisement of its employees’ creativity; not to mention the possibility of neglecting its mandate of repurposing plastic waste. Gold wonders if there is a case for maintaining the current made-to-stock model by driving up sales and reducing costs to eliminate the deficit.

Expected learning outcomes

Students should be able to: appreciate the exigencies of managing social enterprises in a largely profit-oriented economic domain; 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 support@emeraldinsight.com to request teaching notes.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 19 October 2023

Bilgehan Bozkurt

The author employed a five-step approach: Data (e.g., qualitative primary and secondary data) collection (about a major project at the examined organisation), Critical thinking…

Abstract

Research methodology

The author employed a five-step approach: Data (e.g., qualitative primary and secondary data) collection (about a major project at the examined organisation), Critical thinking (in order to determine the dilemma), Setting learning objectives (e.g., with respect to the Bloom's taxonomy), Testing (in order to confirm the teaching plan) (e.g., with research assistants and doctoral candidates), and Ensuring clarity (e.g., especially for the case narrative).

Case overview/synopsis

The site manager at a UNESCO World Heritage Site by the name Ephesus in Türkiye (Turkey) was considering who would update the site management plan. UNESCO was regularly asking for updates. Would site management outsource the management plan from a firm? For example, the site management had had an outside firm develop the management plan and Ephesus had become a UNESCO World Heritage Site. Otherwise, would the site management rely on their own experience this time? Was there another way?

Complexity academic level

The educators could use the case study to introduce graduate students to “the value conception” in “marketing management” courses and to “the social exchange school of thought” in “marketing theory” courses. The learning objectives develop over the tension between owning and outsourcing main responsibilities of a scientific field as well as the tension between claims and objective evaluations. “The value conception” in “the social exchange school of thought” could improve planning in favour of humanity in a way that the United Nations could recognise (e.g., “value-based planning”). Corresponding discussions motivate a main question about the future: What is marketing for?

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 17 May 2021

Anita Sharma and Karminder Ghuman

This paper aims to enable the application of Value Proposition Canvas and Business Model Canvas to evaluate an opportunity; understand the commonalities and differences between…

Abstract

Learning outcomes

This paper aims to enable the application of Value Proposition Canvas and Business Model Canvas to evaluate an opportunity; understand the commonalities and differences between social and commercial enterprises; and recognize the challenges related to the paradox of the social mission and the financial/economic logic.

Case overview/synopsis

Neha Arora demonstrated exceptional capabilities of defying the social stigma associated with People with Disabilities (PwDs) to establish Planet Abled, a first in the world venture to provide accessible leisure excursions to PwDs. This entrepreneurial initiative enabling group and solo travel for PwDs as inclusive tourism has created the possibility of social sustainability by bringing change in the lives of PwDs and their family members by ignoring either the insensitive or overprotective societal attitudes and lack of infrastructure concerning travel for PwDs. Its potential growth qualifies for scaling-up, but it can also attract the existing big travel solution providers to enter this domain. Considering these facts, Neha faces multiple dilemmas: How can she sustain and scale up the early momentum created by her enterprise? How can she resolve the challenges related to the paradox of the social mission and the financial/ economic logic while scaling-up Planet Abled?

Complexity/Academic level

This case study is suitable for both undergraduate or graduate-level programs in the area of entrepreneurship.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 July 2017

Craig Furfine

Louise Dejan was a successful real estate developer operating throughout northeast England. The city council of her hometown of Newcastle faced a problem common to many areas: how…

Abstract

Louise Dejan was a successful real estate developer operating throughout northeast England. The city council of her hometown of Newcastle faced a problem common to many areas: how to encourage private investment into less attractive areas. In August 2012, Newcastle's East Pilgrim Street neighborhood remained an eyesore, despite its great location between the city's Central Station and city hall. It was a natural place for Dejan to build a typical urban office building over street-level retail building. On a particularly attractive site sat an asbestos-contaminated building, which was a former home to the Bank of England. The costs of remediation had kept developers like Dejan away for many years. To encourage redevelopment, the Newcastle City Council had recently designated the East Pilgrim Street neighborhood an Accelerated Development Zone (ADZ). This gave Dejan access to Tax Increment Financing (TIF), a method by which public funds could be spent to encourage private sector redevelopment of designated parcels of land. After studying the details of TIF and the financial projections of a potential new development, Dejan had to decide whether she should be the first to redevelop property in this well-located but seemingly forgotten neighborhood.

Case study
Publication date: 10 July 2014

Chandrasekaran K, Sachin Bhardwaj, Shipra Jain, Rohit Singh Sahani, Akansha Baliga, Prashant Sarkar and G. Raghuram

The case looks at the Sethusamudram Shipping Canal Project from its inception in the year 1860 to 2012 when the Pachauri Committee was about to submit a report on the latest canal…

Abstract

The case looks at the Sethusamudram Shipping Canal Project from its inception in the year 1860 to 2012 when the Pachauri Committee was about to submit a report on the latest canal alignment (4A) as suggested by the Supreme Court. It takes the reader through a series of developments starting from the initial proposals and alignments to formation of Sethusamudram Corporation Limited and highlights the impact of National Environmental Engineering Research Institute Report, Tsunami Detailed Project Report, and Subramaniam Swamy Report on various issues including environmental, political, religious, security and legal. The case brings out multi-dimensional aspects involved in an Indian infrastructure project and gives both students and the faculty an opportunity to explore the complexities faced by the Indian decision makers in today's context.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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