Search results
1 – 3 of 3Rua-Huan Tsaih, James Quo-Ping Lin and Yu-Chien Chang
Service innovation, ICT-enabled services, museum, cultural and creative industries.
Abstract
Subject area
Service innovation, ICT-enabled services, museum, cultural and creative industries.
Study level/applicability
Graduate-level courses of “Innovation Management,” “Service Innovation,” or “Cultural and Creative Industries”.
Case overview
In 2006, the National Palace Museum (NPM) in Taipei, Taiwan, announced its new vision “Reviving the Charm of an Ancient Collection and Creating New values for Generations to Come”. In recent years, the NPM has been shifting its operational focus from being object-oriented to being public-centered, and the museum has held not only the physical forms of artifacts and documents but also their digital images and metadata. These changes would inject new life into historical artifacts. In addition, archives as its collections would be given a refreshingly new image to the public and become connected with people's daily lives. Among these endeavors for displaying historical artifacts online and prevailing Chinese culture in the modern age, the key issues are related to digital technology applications and service innovations. The service innovations would be further divided into information and communication technologies (ICT)-enabled ones and non-ICT-enabled ones. These shifts clearly claim that adopting digital technologies and innovative services can bring positive impacts to the museum. The NPM administrative team wants to keep infusing life into ancient artifacts and texts, sustaining curiosities of the public for Chinese culture and history, and invoking their interests to visit the NPM in person. However, to develop for the future while reviewing the past, the NPM administrative team has to meditate on the next steps in terms of implementation of service innovations.
Expected learning outcomes
Students will learn motivations of digital establishment and service innovations from the organization perspective and the necessities of technological implementation. Students will understand the difference in innovations between ICT-enabled services and non-ICT-enabled services. Students would be able to understand the process of developing a new service. Students will be aware of challenges the organization would face in developing a new service.
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.
Details
Keywords
Issam Ghazzawi, Angie Urban, Renee Horne and Claire Beswick
After completion of this case, students will be able to: define and understand the external and internal components of the strategic management process; define and explain various…
Abstract
Learning outcomes
After completion of this case, students will be able to: define and understand the external and internal components of the strategic management process; define and explain various alternative strategies that help companies create a sustainable competitive advantage; understand and explain the five main choices of entry mode that are available to organisations when considering entry into a foreign market, suggest an entry mode that is relevant to Standard Bank and explain the pros and cons of each entry mode; and understand how a company can offer or phase in its service offerings.
Case overview/synopsis
This case situates Sola David-Borha, CEO for the Africa Region at the Standard Bank Group, in April 2018, considering whether and how to expand into personal and business banking in Cote d’Ivoire – a country that Standard Bank had just re-entered, having exited there in 2003 because of the civil war. The bank has operations in 20 sub-Saharan African countries and its growth strategy is focussed on Africa. This strategy is reflected in its slogan: “Africa is our home. We drive her growth”. David-Borha has a number of questions on her mind. These include: can the bank offer financial services that will meet the needs of the Ivorian people, how can the bank expand into personal a business banking – indeed is rapid expansion into this sector the right decision for now?
Complexity academic level
Advanced/graduate courses in strategic management and international business.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 5: International business.
Details
Keywords
Boriboon Pinprayong and Winai Wongsurawat
Strategic change for business sustainability.
Abstract
Subject area
Strategic change for business sustainability.
Study level/applicability
The case is targeted at the BA level and MBA level, and strategic management courses.
Case overview
The case study focuses on strategic change for business sustainability in the commercial bank sector in Thailand. It describes how Siam Commercial Bank (SCB) developed and implemented strategic change to achieve business sustainability in the economic fluctuations, and the competition in the banking market. SCB is a very long established bank which held the highest market capitalization among Thai Financial Institutions, and it was on the verge of bankruptcy in the Asian financial crisis in 1997.
Expected learning outcomes
These include developing students' understanding of the context and practices of strategic change and the nature of theoretical traditions in the field of strategic change.
Supplementary materials
Teaching notes are available; please consult your librarian for access.
Details