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1 – 10 of 349Siew Yean Tham, Soo Khoon Goh and Ai Ping Teoh
(i) To determine the push and pull factors for a developing country SME to internationalize via exports. (ii) To evaluate the use of social networks in the internationalization…
Abstract
Learning outcomes
(i) To determine the push and pull factors for a developing country SME to internationalize via exports. (ii) To evaluate the use of social networks in the internationalization journey of Yew Chian Haw (YCH). (iii) To analyse how a developing country SME adapts to local conditions in order to sustain and grow the business in a foreign country.
Case overview/synopsis
Yew Chian Haw (YCH) was a small and medium enterprise (SME) producing herbal and healthcare products in Penang, Malaysia. This case study traced the company's internationalization journey, focusing on how the owner used his social networks based on common ethnic ties and language to penetrate the external markets by establishing trading companies in each of his export destinations, from Singapore to Hong Kong and later to Taiwan and China. These internationalization activities also helped him cultivate deeper local networks and enhance his business opportunities in each investment destination. The social network approach has important implications for SME firms such as YCH. The network strength helped to overcome entry barriers to foreign markets and enabled YCH to tap into local complementary resources such as local networks to sustain the internationalization process. Yew’s successful internationalization journey prompted him to focus on the external market for his company’s herbal soup products. But now he must decide whether to continue the internationalization journey in the existing external markets he has penetrated or to expand towards other markets such as Northeast Asian markets like Japan and Korea, as these countries have high income and purchasing power. However, Yew has no extensive social network in both countries, especially in terms of ethnic ties and common language. Yew therefore, had a dilemma: should he just continue expanding the existing external markets he has successfully penetrated, or should he move forward and seek to enter new markets where his current social networks may be weak or non-existent?
Complexity academic level
This case study is relevant for DBA, MBA, Master and undergraduate (International Business and Business Economics) students
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 5: International Business
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Keywords
Hwang Soo Chiat and Havovi Joshi
Business development, sustainable business practices, corporate social responsibility.
Abstract
Subject area
Business development, sustainable business practices, corporate social responsibility.
Study level/applicability
Executive education, postgraduate, undergraduate.
Case overview
City Developments Limited (CDL) is one of Singapore's leading international property and hotel conglomerates, involved in real estate development and investment, hotel ownership and management, facilities management and the provision of hospitality solutions. The group has developed over 22,000 luxurious and quality homes in Singapore, catering to a wide range of market segments. CDL is widely recognised as a champion of sustainable practices in Singapore. It was the first company honoured with the President's Social Service Award and President's Award for the Environment in 2007. It was also the only developer to be accorded the Built Environment Leadership Platinum Award in 2009 and Green Mark Platinum Champion Award in 2011 by the Building and Construction Authority, the governing authority for Singapore's built environment. CDL was the first Singaporean company to be listed on all three of the world's top sustainability benchmarks – FTSE4Good Index Series since 2002, Global 100 Most Sustainable Corporations in the World since 2010 and the Dow Jones Sustainability Indexes since 2011. This case discusses the many factors that have enabled CDL to successfully manage its journey in sustainable business development. It also creates an opportunity for students to discuss other steps or measures the company could take to further increase stakeholders' awareness and adoption of their sustainability vision.
Expected learning outcomes
This case discusses the concepts of sustainability and the reasons why companies believe in following sustainable practices. Through this case, students would get an opportunity to discuss the sustainable practices adopted by one of the well-known Singapore companies, CDL. They would understand the costs and benefits of being a champion of CSR, the benefits to the stakeholders of CDL, and the ways CSR provides a 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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Ali H. Choucri, Anne Dietterich, Victoria Gillern and Julia Ivy
Expected learning outcomes: To respond to the case question, students would analyze macro- and microeconomic differences to determine HC Securities’ preferred global strategy and…
Abstract
Learning outcomes
Expected learning outcomes: To respond to the case question, students would analyze macro- and microeconomic differences to determine HC Securities’ preferred global strategy and appropriate market entry mode. The case demonstrates how instability in a local market, in this case Egypt, can force a company to go global. It also demonstrates how two superficially similar markets, Singapore and Hong Kong, provide different opportunities for HC Securities and require different global strategies: Singapore provides a jumping-off point to its predominantly Muslim neighbors Malaysia and Indonesia, whereas Hong Kong gives access to China and could provide a new customer base of Asian investors willing to invest in Africa and the Middle East.
Case overview/synopsis
Brief overview of the case: The case introduces the Egyptian investment company HC Securities, which is facing challenges related to Egypt’s political instability and economic slowdown. HC Securities’ CEO, Mr. Choucri, feels expansion to one of the Asia-Pacific countries could help with the company’s growth and stability. He identifies Hong Kong and Singapore as the most compelling locations because of their sophisticated economies and growth potential in the investments industry. This case provides information about each market, allowing students to respond to the question “What should Choucri do to assure a market-based solution for his company?”
Complexity academic level
Student level and proposed courses: The case is appropriate for use in undergraduate courses in international business or strategic 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
International Business.
Details
Keywords
Beat Hans Wafler and Rian Beise-Zee
The case authentically illustrates a common problem encountered within the business scope of an agent who is representing a European food ingredients manufacturer in an emerging…
Abstract
Subject area
The case authentically illustrates a common problem encountered within the business scope of an agent who is representing a European food ingredients manufacturer in an emerging market. The case describes the kind of legal set-up and contracts that are necessary to safeguard the long-term prospective of the business for both parties, the agent and overseas supplier. It explains what each party has to observe in case of a termination of the agency agreement.
Study level/applicability
This is a longitudinal case study of a market entry by a European food ingredients manufacturer through a foreign-owned third agent. The authors studied how sales developed over the first few years and then concentrated the investigation on the fact that after the sales volume was reached, the overseas manufacturer wants to cancel the agency agreement and do the business directly without getting the agent involved.
Case overview
This case describes and explains a common problem encountered frequently by overseas manufacturers who want to enter an emerging market through a third-party agent representation. The overseas supplier uses the agent’s service and solid reputation to enter an emerging market with limited exposure to costs and risk. The agent works towards guarding the relationship with the overseas supplier for as long as possible. The development of the relationship illustrates what kind of conditions have to be stipulated in advance to provide an acceptable solution to both parties concerned once they part ways.
Expected learning outcomes
This research is based on a European food ingredients manufacturer, who was expanding its business in different Asian emerging markets, namely, Vietnam and Cambodia. The agent was a long-time established trading house who acted frequently as agent for overseas companies that wanted to get a foothold in these promising Asian emerging markets.
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 5: International Business
Details
Keywords
Jean Lee, Huirong Ju and Leah Tan
This case study can be used in graduate- and executive-level.
Abstract
Study level/applicability
This case study can be used in graduate- and executive-level.
Subject Area
This case study can be used in entrepreneurship, leadership, crisis management, business succession, organizational behaviour and business expansion.
Case overview
In 2020, the EtonHouse International Education Group (EtonHouse) celebrated its 25th anniversary. Under the leadership of Ng Gim Choo, founder and managing director, EtonHouse has become a renowned education provider noted for its well-designed inquiry-based curriculum. Since its initial expansion in Singapore, the institution has spread across the world. Throughout its history, EtonHouse has faced many crises. However, employing paradoxical leadership, Ng Gim Choo has managed to accommodate conflicting demands and guide EtonHouse away from adversity. In early 2020, the coronavirus pandemic (COVID-19) posed an unprecedented challenge to EtonHouse. In addition to developing business strategies in response to COVID-19, Ng Gim Choo has been considering whether the time is ripe to hand over the reins to Ng Yi Xian, her son and EtonHouse successor.
Expected learning outcomes
By presenting the dilemma of business succession in crises, the case study facilitates in-depth discussion of several issues related to family business succession, succession planning and crisis management. Students will be able to explore the following issues: 1. The concept and implications of paradoxical leadership and its application in business decisions. 2. How to lead during crises. 3. The tension between succession plans and crisis management. 4. The characteristics and implications of woman entrepreneurship.
Subject code
CSS 3: Entrepreneurship.
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Keywords
Abstract
Subject area
Talent management.
Study level/applicability
Management level proposed courses: knowledge management, human resource management, leadership and fundamentals of strategic management.
Case overview
Legacy and succession issues plague rising economies. Attracting the local talent to stay is becoming increasingly difficult. This is especially the case for the family run businesses and also local government lead industries. Many MNCs have to bring in their own qualified staff making that an added cost and a disincentive to work in Malaysia. Thus, Malaysia has been experiencing a brain drain. The case study explores the generational differences in retaining staff and the challenges of a global demand and war for top talent. This affects emerging economies that are competing to keep their top talent from being lured away by their competitors. Brain drain is occurring in almost all sectors, but the Malaysian accountancy sector is the most affected. In view of this issue, this case addresses the common challenges facing accounting firms which is talent management and succession planning. ABC Ltd, a fictional firm is one of the Big Four accounting firms (four largest international accountancy and professional services firms), chosen as the context. Jeremy Tan is a manager of ABC Ltd
Expected learning outcomes
This case is the basis for class discussion and group presentations. Students will be able to understand generational differences, apply strategies to recruit and retain high-potential talent, and develop awareness of issues regarding Generation Y in Asia.
Supplementary materials
Teaching notes.
Details
Keywords
Harriman Saragih and Fransisca Sinaga
This case study focuses on four main areas. By the end of the study, the students are expected to meet the following objectives by answering several assignment questions…
Abstract
Learning outcomes
This case study focuses on four main areas. By the end of the study, the students are expected to meet the following objectives by answering several assignment questions: understand the general business of a maintenance, repair and overhaul (MRO) company and why this business is a central player in the air transportation industry; understand and integrate certain strategy analysis tools, particularly Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes, to use later as justification for any recommendations about strategy; and prepare a systematic elaboration to use to recommend the company’s strategic plan.
Case overview/synopsis
This case study discusses PT GMF Aero Asia, Tbk. (GMF), a company that is based in Tangerang, Indonesia, and involved in the MRO for airlines. At the time of writing this case, the CEO was Iwan Joeniarto. The case elaborates on GMF’s competitive business operations in Indonesia and Southeast Asia, with the main focus being a discussion of Iwan’s visions for GMF’s expansion into the Middle East. This case study challenges students to think critically on the strategy level about the expansion plans of a local company into the international market. The main research questions the study attempts to answer are: What is an MRO in the aviation business? How does it relate to airport megahubs? Is the option for business expansion into the Middle East feasible for GMF? If not, are there any alternatives for that international expansion? Moreover, what recommendations can this study provide Iwan for entering that international market successfully? The students are expected to gain exposure to the international market entry in an MRO business. The students are also expected to understand and integrate the different strategy analysis concepts and tools, such as Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes.
Complexity academic level
This case study can be used as teaching material in several programs, including – but not limited to – the followings: Bachelor’s Degree program in Management, Business and Marketing (usually final year students), Master’s Degree in Business Management or Business Administration and Executive Education Program/Workshop/Seminar/Training for Business Development/Marketing Managers, VPs, Directors and Aviation Management Professionals. This case study can be used in the following classes/subjects: strategic management, strategic marketing management, international marketing, international business, global marketing, operations management and aviation 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 11: Strategy.
Details
Keywords
Melodena Stephens Balakrishnan and Immanuel Azaad Moonesar
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Abstract
Subject area
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Study level/applicability
This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.
Case overview
ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.
Expected learning outcomes
Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.
Supplementary materials
Teaching notes.
Details
Keywords
Strategic management and marketing.
Abstract
Subject area
Strategic management and marketing.
Study level/applicability
Executive education; postgraduate; undergraduate.
Case overview
By 2004, the low-cost carrier model had just recently been introduced to Southeast Asia. Airlines under this model quickly began taking market share. Singapore's first budget carrier, Valuair, finds itself in fierce competition between two rapidly emerging competitors in the second half of 2004. Valuair needs to expand in order to remain competitive. However, for this to happen the company needs additional access to capital. The CEO, Sim Kay Wee, has begun pitching to investors that his company is a smart low-risk investment. Is Sim right, given Valuair's competitive position and the market environment in which it operates?
Expected learning outcomes
Students will be able to apply strategic frameworks in order to develop an understanding of Valuair's market position and use this understanding to advice investment decisions.
Supplementary materials
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Manufacturing, Western management theories and Japanese management practices.
Abstract
Subject area
Manufacturing, Western management theories and Japanese management practices.
Student level/applicability
This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.
Case overview
This case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.
Expected learning outcomes
It is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.
Supplementary materials
Teaching notes.
Details