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At the end of the exercise, students will be able to identify the type of entrepreneur, apply Big Five Personality Traits characteristics of the successful entrepreneur, use the Porter five forces to define the company’s attractiveness, describe David’s three-stage framework, use David’s (2015) strategy formulation framework to propose appropriate strategies for a company, explain the interdependencies of the nine key elements of a business model and create the business model canvas.

The case focuses on Posh Nail Beauty (POSH), one of the leading manicure and pedicure companies in Malaysia. The case concentrates on the discussion of business development, business strategies and challenges of POSH.

The case study is suitable to be used by undergraduate students who are taking the courses such as entrepreneurship, business strategy and marketing related courses.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Pearce and Robinson (2013). Strategic management: Planning for domestic & global competition, (13th ed.). McGraw-Hill/Irwin, New York. • Posh Nail Spa. (2017), available at www.poshnailspa.my/ • Posh! Nail Spa Presents The First Nail Art Fashion Show in Malaysia. (2016), available at http://femalemag.com.my/beauty/posh-nail-spa-presents-first-nail-art-fashion-show-malaysia/ • Scarborough and Cornwall (2015). Entrepreneurship and effective small business management, (11th ed.). Pearson, England. • Siaw (2015). “How to nail it: Plus the do’s and don’ts,” The Star, Malaysia. • This Local Nail Salon Is Going Beyond Mere Manicures. (2017), available at http://marieclaire.com.my/beauty/local-nail-salon-posh-nail-spa/ • Torlak and Şanal (2007). David’s strategy formulation framework in action: the example of Turkish Airlines on domestic air transportation. İstanbul Ticaret Üniversitesi Fen Bilimleri Dergisi, 6(12), 81-114. • David (2011). Strategic management (Concepts and cases)(Global Edition 13e). Pearson, Upper Saddle River, New Jersey.

CSS 3: Entrepreneurship.

This case study covers different concepts related to leadership. It should help students analyze business situations from a leader’s perspective. By the end of this case study, students would be able to understand the role and the characteristics of leadership during a crisis using the 11 dimensions of character framework, map leadership personalities using the HEXACO model to understand the effectiveness of certain traits in crisis management and apply theories of change management using the Satir and Switch models, in addition to Kotter’s theory of change.

Elsewedy Electrometer Group (EMG) was owned and operated by Emad Zaki Elsewedy as the sole founder and chief executive officer (CEO). EMG was a leading company in the meters industry in Egypt. The time span of this case study covered the period from November 2011, when Elsewedy’s health was deteriorating, to his early retirement in September 2012, and his comeback, two years later, in September 2014. In November 2011, against the backdrop of Elsewedy’s deteriorating health and subsequent early retirement in September 2012, EMG faced several challenges in achieving its vision that hindered its business growth. These arose after Youssef Salah, the former export director of EMG, was appointed as the company CEO. In Elsewedy’s absence, EMG faced liquidity problems, as the banks demanded that it repay all its debts. At the same time, the business suffered severe losses owing to its inefficient operations. Elsewedy decided to return to EMG in September 2014 to find a solution and help the business recover to ensure its continuity and sustainability. After taking a holistic view of the crisis at hand, he was faced with a dilemma and several questions: Was the company leadership effective? Would a change in leadership be required? How could he lead effective change in light of the current crisis? How could he ensure that EMG did not end up in a similar predicament in the future? This case was designed to teach leadership in crisis and change management in the metering industry.

This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges that arise when a large business undergoes a management transition during a crisis. The case study also considers how leaders are shaped by crises. This case study can be considered as level 1 on a 1–3 scale, as the full description of the situation is given in the case study and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al., 2003).

Teaching notes are available for educators only

CSS 7: Management science

The psychological empowerment theory of intrinsic motivation is the primary theoretical basis for the case. Other theories discussed include personality theories and transformational leadership theory.

This is a field-researched case, based on face to face interviews with V.G. Jayakrishnan. The author also visited Jayakrishnan’s institution and attended an event there. The author also relied upon archival data in the form of newspaper reports: both print and video. The case is based on events before July 31, 2017.

This case examines how entrepreneur V.G. Jayakrishnan, between 1995–2017, set up two successful, yet distinct businesses, namely, ICD (Institute for Career Development), a leading banking test prepping center in Kerala, India and JK Farms, a state-of-the-art dairy farm. Jayakrishnan’s vision and ability to think far ahead of his competition led to ICD becoming one of the most successful banking test prep centers in Kerala, India. Similarly, Jayakrishnan’s vision of scientific dairy farming allowed him to set up the state of the art JK Farms. The case allows students to examine the concepts of intrinsic motivation and transformational leadership.

The case can be used both at the graduate and undergraduate levels. At the graduate level, it can be used at the beginning of any leadership class to foster discussion about intrinsic motivation and transformational leadership. At the undergraduate level, it would be better positioned at the middle of the organizational behavior course after the students have discussed the chapters on motivation, leadership and personality in principal textbooks (Colquitt, LePine and Wesson, McGraw Hill, 2018).

The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the personalities, work styles and attitude of Meera Nair and Mohit Dubey, her contemporary looking after client relationships. Nair finds inconsistencies in the words and actions of Dubey that have started to impact the work and motivation of her team. Her unsuccessful attempts to draw the attention of their boss Shekhar Sinha to these variances have left her unsure and demotivated. Sinha overlooks Dubey's fallacies and shows no signs of paying attention to the discrepancies and contradictions.

The expected learning outcomes are to understand key frameworks and tools for global leaders through the application of widely used theoretical frameworks on a written business case, understand the role of the leader in a team, apply theories of change to situations to anticipate courses of events and evaluate and apply relevant theory to assess a leader’s character and personality.

Hassan Allam Holding (HAH) was a family-owned Egyptian engineering, construction and infrastructure company managed by co-Chief Executive Officers and brothers Amr and Hassan Allam. HAH experienced significant growth and success, but eventually, it reached a point where its family governance structure could no longer sustain further growth. Amr and Hassan realized this and started planning to transition toward a corporate governance structure. In 2016, they managed to get the International Finance Corporation on board as an equity partner, and this helped propel the governance transition, but they still needed to find a way to convince the family to step back. This case study can help students understand the issues that may occur during a change within an established organization of any size. The case study considers the implications the change may have on the leader, his personality and his character and how it shapes the leader in question as an outcome. This case study has been designed to be used in one or two sessions and can be offered in management or leadership courses at an undergraduate or graduate level.

This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges of a family-owned business and how change is associated with such businesses. The case also considers how leaders are shaped by effectively managing conflict. This case can be considered as Level 1 on a 1–3 scale, as the full description of the situation is given in the case and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al., 2003).

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

This case is designed to achieve the following learning objectives: recognize the impact of personality traits on leadership style; identify the key elements in a turnaround strategy; examine leadership best practices from a gender perspective; and assess the role of strategic decision-making on company growth.

The case study describes how Lisa Su (Su), the first woman CEO of Advanced Micro Devices, helped turn around the debt-laden semiconductor firm within a decade through her transformational leadership, vision and values. The case first touches upon Su’s early life and education and the influence of her parents in shaping her personality. It then focuses on the first half of Su’s career, during which she was working on semiconductor projects and was involved in research and product development, and how she made the gradual shift to a people management role in her stint of over a decade at IBM followed by a leadership opportunity at Freescale Semiconductor Inc. The case then describes Su’s move to AMD in 2012 as Senior Vice President and General Manager of the company’s global business divisions at a time when AMD was nearly US$2.5bn in debt and revenues had increased only once in the previous five years. There were also rumors of bankruptcy and spin-offs after the company lost more than US$1bn in the year 2012. The cas

This case is meant for MBA students as part of their Organizational Behavior, Leadership, and Strategic Management curriculum.

Teaching notes Student feedback details.

CCS 11: Strategy.

MBA/MS level programs.

Social entrepreneurship, sustainability and business strategy.

The case discusses about how social entrepreneur Katerina Kimmorley founded Pollinate Energy with five of her friends to provide solar lights to the urban slum dwellers in Bengaluru, the capital city of Karnataka, a state in the Southern part of India. The company recruited people known as “Pollinators” for distributing their solar lights to the communities on installments making it affordable to them. To scale-up its sustainable energy initiatives and expand its global reach, Pollinate Energy merged with the US-based solar energy company Empower Generation in 2018 to form Pollinate Group. Since the company was making losses and was a nonprofit organization, the new CEO of Pollinate Group Sujatha Ramani and the senior management team had to tackle the challenge of scaling up the company while financially empowering women microentrepreneurs from marginalized communities.

Study Pollinate Energy’s business model and explore ways in which it can be made sustainable. Discuss the personality traits of Kimmorley which contributed to her success. Discuss how the merger with Empower Generation will help Pollinate Group in expanding its global reach. Explore ways in which the venture can be scaled up further.

Pollinate Group focused on women empowerment to tackle the gender inequality challenge. The company provided equal opportunities for men and women, thereby removing discrimination from access to opportunities, sources, services and promotion of equal rights.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

Ian Henson was about to take the biggest financial risk of his life. He had just agreed to purchase three Booster Juice franchise stores in Kamloops, British Columbia, Canada. Henson knew that transitioning leadership at companies was a difficult task, and he was aware that he was replacing a popular leader: Natalie Peace. Compounding the challenge ahead of Henson were two major hurdles, the first was demographic in nature: Booster Juice’s employee group was young (on average below 20 years old) and many adored Peace, he was certain that whoever replaced her would have a difficult transition. The second challenge was managing change: Henson needed to cut costs. Peace had several generous policies that Henson needed to consider altering or removing, a potentially unpopular task. Initially, this case puts students in Henson’s shoes: How should he handle the specific aspects of this leadership transition? It allows professors to examine the broader issue of managing a change process.

Data for the case were collected from various sources. Public records, historical documents, and media reports were the main source for general background information and context. Primary data were collected through a series of interviews with the present and past owners of the Booster Juice franchises discussed.

This case was developed for use in an undergraduate management course or where change management and leadership are specific modules, an organization behavior class is a good example of where the case should fit. The objective of the case is to illustrate the challenges that resulted from a change in leadership and examine how to manage the change process. The thought-provoking element in this case is the leaders involved have very different leadership styles. The authors anticipate this case would be one used early in the course, as it is concise and straightforward to read, and clearly illustrates the issues to be examined. It provides an effective tool through which to introduce students to change management and styles of leadership. The added value is that the case is based on a company built by an undergraduate student and thus students tend to be very interested in the business itself.

The main theoretical base for the case is based on change management and exemplary leadership. To facilitate this the authors use Kurt Lewin’s models of change, Kotter’s eight step process, specifically referring to Kotter (1995). The authors then use Kouzes & Psoner five practices of exemplary leadership, referring to Kouzes, and Posner (2003). The authors specifically reference Northouse (2010).

The case is suitable for a course on entrepreneurship.

The case is suitable for analysis in a MBA level course on entrepreneurship where the theories of opportunity recognition and exploitation can be introduced.

Phanindra Sama, was the founder and CEO of redBus.in, the largest bus ticketing company in India selling around 220 million tickets per year and serving over 10,000 bus routes. The case describes the progressive journey of Phanindra as an entrepreneur in discovering and exploiting opportunities in India's fragmented bus industry. He had won many accolades in this process that included Global Shaper 2011 of the World Economic Forum and Entrepreneur of the year award under IT/ITES category by ETNow in 2011. In February 2012 redBus was listed in the world's top 50 most innovative companies by US business magazine Fast Company along with companies like Apple, Facebook, Google and Starbucks. While Phanindra was happy with the fact that there were 700 bus operators currently on the redBus network, several questions ran across his mind about the future of redBus. Is the current business model scalable? What might be the challenges that emerge in managing growth and scalability of such a business proposition? Is there a potential for a new business opportunity in scaling up?

To understand the factors that constitutes entrepreneur's alertness such as personality traits, social networks, prior knowledge.

To understand the importance of entrepreneur's alertness for identifying business opportunities.

To understand types of entrepreneurial opportunities.

To understand the opportunity identification triad: recognition, development and evaluation.

To understand how to develop a business idea into a viable business proposition.

The case will provide sufficient insights for a budding entrepreneur to identify and exploit opportunities and become a successful entrepreneur.

Teaching notes are available, please consult your librarian to access.

Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business.

Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for?

Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops.

www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only.

CSS 3: Entrepreneurship.