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1 – 10 of 380Michelle Karim, Christina Swart-Opperman and Geoff Bick
The learning outcomes are follows: critically assess the impact of disruptive technologies, such as automation, on the organisation, its processes and employees; evaluate the…
Abstract
Learning outcomes
The learning outcomes are follows: critically assess the impact of disruptive technologies, such as automation, on the organisation, its processes and employees; evaluate the structural changes required within the organisation to prepare for digital transformation; apply change models to the unique challenges associated with disruptive technologies; and recommend solutions for the organisation to proceed with the implementation of disruptive technologies, while keeping employees central to the change.
Case overview/synopsis
The Dimension Data automation case provides students and executives with a glimpse of the future that organisations and employees must prepare for. The case starts out with the protagonist and product owner of digital at Dimension Data, Andrew Harmse, reflecting on his three-year automation journey within the Automation Centre of Excellence. The world of automation is growing exponentially, and Andrew’s team will have to support the organisation as they scale up their automation journey and navigate the uncertain future of an increased, blended human-robot workforce. Individual employee reactions, positive and negative, will have to be balanced with the opportunities that ever-changing technology enables. The case focusses on the themes of digital transformation, digital disruption, change management and the very real factors to consider when faced with decision-making on automation as the world is constantly changing. The COVID-19 pandemic has forced organisations to relook processes and increase investment in technologies that enable digital client engagement and servicing, considering social distancing requirements. Automation at dimension data has been largely internally focussed, but there is a drive to increase delivery for clients. Andrew’s team will have to guide organisations through the journey and continuum of changes and uncertainties, such as large- scale unemployment and robot ethics.
Complexity academic level
The target audience for this teaching case are postgraduate and Master level students, specifically Master of Business Administration (MBA) students as well as Executive Education courses. Students who are responsible for making strategic decisions that impact the future of their organisations as well as students with an interest in the role of technology in the future will benefit from the case.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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Our Daily Bread was a small boutique bakery producing a variety of daily and specialty breads. The company had excess capacity and was considering several options to increase…
Abstract
Our Daily Bread was a small boutique bakery producing a variety of daily and specialty breads. The company had excess capacity and was considering several options to increase revenues by entering the wholesale bread production business. The case allows students to perform process analysis in a multiproduct setting with seasonal demand and evaluate the impact on capacity, as well as the profitability of, potential wholesale orders. The case also enables analysis of the option to purchase new equipment. A teaching note and video supplement (OM-1018V) are available to registered faculty. The videos highlight the stages in bread making and provide a bird's-eye view of the entire operation. VIEW DEMO
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Abhishek, Saral Mukherjee and Yogita Patra
UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an…
Abstract
UrbanClap was setup in October 2014 to address the opportunity of bringing the workforce from the unorganised sector into the mainstream using the power of technology. It was an on-demand marketplace for services available through a mobile app. In the initial years, UrbanClap, developed as horizontal marketplace, saw intense competition from existing and new players who were operating in the hyperlocal services space. It competed in the on-demand service marketplace by categorising its services into a lead generation business (where it connected customers with the service provider and charged a fee for matchmaking) and a fulfilment business (where UrbanClap took end-to-end responsibility for quality of service delivery). After three and half years of operations, the three co-founders wondered if it was time they moved out of lead generation and instead focussed on the fulfilment business.
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Timothy M. Laseter, Jay Ashton and Vincent Gu
This case is used in Darden's first-year core operations class as part of a module on supply chain management. The Musictoday company provided online retailing services for such…
Abstract
This case is used in Darden's first-year core operations class as part of a module on supply chain management. The Musictoday company provided online retailing services for such clients as the Dave Matthews Band and the Rolling Stones. But the lack of a formal inventory-management process had Musictoday concerned about future stockouts that would result in lost sales. This case covers the basics of safety stock within the context of a periodic review system. It introduces students to the periodic review system and provides them with an opportunity to link the optimal review period with the EOQ concept.
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This case study deals specifically with the issue of manufacturing strategy, and business strategy.
Abstract
Subject area
This case study deals specifically with the issue of manufacturing strategy, and business strategy.
Study level/applicability
The case can be used in a number of course contexts, including undergraduate and MBA programs. The focus is on both business strategy and manufacturing strategy issues. The case can be assigned as an opening vignette, during the initial phases of business strategy, since the case situations and concepts are both simple and clear. It can also be assigned for an in-depth treatment of manufacturing strategy.
Case overview
The case focuses on Capital Mills Limited (CML), a flour milling company, and concentrates on whether the company should refurbish its two 40-year old flour mills at a cost of US$6 million or if the company should invest US$15 million in the construction and installation of a new, fully-automated “Lights out” flour mill. This decision is viewed as a “make or break” decision for CML, since for the first time in the company's 40 year history will it face significant direct competition, in the form of the impending entry of a second flour milling company.
Expected learning outcomes
The case has four primary learning objectives, namely to: illustrate the linkages between business level strategy and the functional level, manufacturing strategy; discuss the role of a company's history and internal resource structure in the decision making process; explore how operational issues influence capital expenditure decisions; and explore the perspective of managers in different functions in an organization that is facing a new competitive challenge.
Supplementary materials
Teaching notes are available – consult your librarian for access.
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Michael Ozlanski and Emma Marie Fleck
New entrepreneurial businesses are one of the key drivers of innovation and economic development. However, one of their greatest obstacles is accessing capital, especially since…
Abstract
Synopsis
New entrepreneurial businesses are one of the key drivers of innovation and economic development. However, one of their greatest obstacles is accessing capital, especially since they are often initially unprofitable and lack tangible assets in the first few years of operation. Since debt financing from banks can be difficult for them to obtain, their capacity for growth can be limited. This case introduces students to Kabbage, a company that reduced the barriers associated with start-up and microbusiness lending by using a fully automated, data-driven platform. Kabbage made instant decisions on whether these businesses should qualify for a line of credit by reviewing its clients’ electronic data, analyzed quickly and accurately using specific algorithms.
Research methodology
Given the applied nature of the case, the data were gleaned from a wide range of secondary sources, specifically popular business press which was verified for authenticity.
Relevant courses and levels
This case can be used in a variety of undergraduate courses. Some course examples include small business management, introduction to entrepreneurship or entrepreneurial finance.
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Strategic management and management of innovation and technology.
Abstract
Subject area
Strategic management and management of innovation and technology.
Study level/applicability
The course can be used for undergraduate and postgraduate students. The case would be relevant in the strategic management course to understand the concept of technology strategy and the various evaluation parameters guiding firms in their technology decisions. A refresher of the concept of value chain analysis can also be done through the case. It can also be used to teach innovation and technology management to understand the innovation process and the importance of various organizational factors for taking technology decisions.
Case overview
The case tries to bring together different aspects of technological innovation and technology strategy at North Delhi Power Ltd, Delhi which has taken various initiatives to turnaround the dilapidated power distribution industry in India. It details the various technological initiatives taken by the company to revamp the power distribution situation of the country. Discussion in the case also revolves around the technology decisions (technology strategy) taken by the company to drive the technological initiatives. The organizational culture supporting technology decisions and the technological initiatives are also woven into the case.
Expected learning outcomes
After a discussion on the case students will be in a better position to appreciate various decisions which firms take with respect to technology. They will get an understanding of what is technological innovation and about the technological innovation process. The importance of organizational factors to supplement technology decisions and innovation will be brought out in the case.
Supplementary materials
Teaching note.
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David Zamora and Juan Carlos Barahona
Management of Innovation and Technology/Management Information Systems.
Abstract
Subject area
Management of Innovation and Technology/Management Information Systems.
Study level/applicability
Information Systems.
Case overview
SER (Sugar, Energy & Rum) was a company belonging to the Grupo Pellas Corporation. The company operated in four countries, had six subsidiaries, employed more than 25,000 people, had more than 43,500 manzanas of sugarcane crops in Nicaragua alone and had global annual sales of more than US$400m. In 2008, due to the negative effects of the crisis on the company’s business model (increasing costs due to higher prices for fuel and decreasing income because of low international sugar prices), the company decided to implement a business intelligence (BI) system to optimize its processes to reduce costs and increase productivity. At that time, the company had more than 100 years of data, information systems that fed into their main business processes and a culture that appreciated data as the basis for decision-making. However, there were inconsistencies among data systems, users received highly complex reports in Excel or green screens and process monitoring happened long after the tasks had been completed. As a response, SER used extract–transform–load to collect and clean data that would be used in the BI system (the case leaves the questions regarding the systems selection unsolved for discussion). Based on their business model, they selected the most critical processes and defined key performance indicators to measure the impact of changes in those processes. They considered graphic design as a tool to make the system more accepted by users and worked together with users so that reports only offered the most important information. The result was improved costs and productivity. They decreased manual time spent by 14 per cent, automated time spent by 10 per cent, and eliminated 1,556 hours of dead time for equipment in the field, which allowed them to increase productivity by US$1m just in sugar. They saved 20,000 trips from the fields to the factories, which represented more than US$1m in savings by monitoring the weight of wagons loaded with sugarcane in real time. They improved client perceptions about the company both locally and internationally by implementing a sugar traceability system.
Expected learning outcomes
The case “Business Intelligence at the Grupo Pellas SER Company” has as its objective to respond to the question: How does a company make its BI system implementation successful? As such, the case: Discusses what a BI system is and what it provides to a business analyses challenges, benefits and context when implementing a BI system; analyses success factors and recommendations in the BI system implementation process; analyses the process of implementing a BI and highlights the importance of the system priority questions and technological alternatives.
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
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Sonia Mehrotra, Smriti Verma and Ishani Chakraborty
The subject areas are entrepreneurship, start-up ventures and business strategy.
Abstract
Subject area
The subject areas are entrepreneurship, start-up ventures and business strategy.
Study level/applicability
The case is appropriate for undergraduate and graduate MBA.
Case overview
Shikhar Veer Singh (Singh), a post graduate in Medical Biotechnology, quit a cushy corporate job to start his own food venture WoknStove Foodworks Pvt. Ltd. (WSFL) in October 2015. WSFL sold the ubiquitous popular Indian snack food “Samosas” under the brand name of “Samosa Singh”. “Samosa” – a deep fried triangular in shape with conical edges crispy wrap with variety fillings of potatoes/vegetables – was part of unorganized sector and sold by small shops and road-side hawkers. Singh spotted an opportunity to “brand” the “Samosas” that as well was gaining momentum in the international convenience food markets. The company set up a central kitchen near Electronic city, Bangalore, and started experimenting with different fillings. In February 2016, WSFL opened its first quick service restaurant (QSR) in Electronic city, Bangalore. It was an instant hit with consumers of all age groups. Gradually, the company started supplying bulk orders to various other customer segments such as corporate customers, schools and movie theatres/event stalls, that resulted in revenue growth. By January 2017, his monthly annual revenues amounted to INR […] Singh had ambitious plans to expand his business from a single QSR to 15 QSRs across the city by 2018. However, to cater to the increasing demands and support his expansion plans, he was yet to find out the most suitable back-end processes. He had adopted few standard operating procedures (SOPs) for quality operations and implemented 30 per cent of automation for backend processes at his central kitchen. Singh was aware of the automated machinery available in international markets that had conveyor belt arrangements where one could place the flour dough and filling consecutively to get the end product in a shape, unlike the shape of the Indian “Samosas”. The triangular shape with conical edges of the Indian “Samosas” was of utmost importance for the Indian consumers, as the shape associated them with the favourite snack, the “Samosas”. Singh preferred the method of manual filling to maintain the shape and decided to focus on increasing the shelf life of the “Samosas” instead. He felt that an increased shelf life would better equip him to cater the increased market and seasonal demands. However, the question was that whether this was a feasible option to support his ambitious expansion plans (with only 30 per cent automation)? Was Singh’s thinking right with respect to the business operation? More importantly, whether WSFL venture would be able to make an attractive business proposition for investments from any future institutional/angel investor? Singh’s mood turned reflective as he pondered on the above questions.
Expected learning outcomes
The case is structured to discuss the structure of Indian QSR market and factors contributing to its growth, evaluate WSFL’s ability to leverage the Indian QSR market potential, its strengths and shortcomings, to highlight the steps of consumer decision making process in terms of selection of a QSR and discuss WSFL’s business model and its future sustainability.
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
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Sumeet Gupta and Sanjeev Prashar
This case is designed to facilitate students to comprehend the challenges an e-commerce firm faces when it attempts to monetize data network effects. The challenges faced by…
Abstract
Learning outcomes
This case is designed to facilitate students to comprehend the challenges an e-commerce firm faces when it attempts to monetize data network effects. The challenges faced by Zomato are ideal for in-class debate and discussion. The following learning objectives can be fulfilled through this case: understanding the promises and issues raised by data network effects; comprehending the problems an e-commerce firm faces in re-configuration; illustrating the responsibility of an established e-commerce firm towards its stakeholders; and discussing how a firm should navigate its relationship with its stakeholders.
Case overview/synopsis
Zomato.com, the largest Indian food aggregator and delivery platform, was contemplating the launch of Zomato Instant, a 10-min food delivery. Currently, the company’s delivery model pivoted around delivering food within 30 min. Recently, Zomato acquired Blinkit, an online grocery shopping app that was positioned to deliver groceries in 10 min. Deepinder Goyal of Zomato felt that customers would soon be more discriminant in demanding quicker services, as they might not be comfortable with 30-min deliveries. Hence, Zomato’s business model must also be re-configured to provide 10-min deliveries. Armed with access to customer data, Goyal predicted items that could be prepared and delivered within 10 min from its dark stores and automated kitchens. Although the model seemed promising and the company was upbeat about it, Zomato Instant faced challenges on several fronts. From the human angle, the decision was criticized on social media, mainly around the violation of road regulations, road safety issues and pressure on the delivery personnel to perform. Many delivery personnel had fled this gig work to join their pre-COVID jobs. Even the Competition Commission of India had established an inquiry into Zomato’s anti-competitive practices using customer data.
Complexity academic level
This case is best taught as part of a curriculum in management programmes at the post-graduate level, in courses such as e-commerce, e-retailing, business models for electronic commerce and online entrepreneurship/new age entrepreneurship. In terms of the positioning in the course, this case could be used to demonstrate the challenges of re-configuration of an online platform.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
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