Search results
1 – 4 of 4Ian Macleod, Adrian David Saville and Theresa Onaji-Benson
The study enables students to critique the internationalisation strategy of an African business including elements of macroeconomic analysis, company fit with jurisdictions…
Abstract
Learning outcomes
The study enables students to critique the internationalisation strategy of an African business including elements of macroeconomic analysis, company fit with jurisdictions, non-market strategies and mode of entry.
Case overview/synopsis
Roland van Wijnen was the chief executive officer of Pretoria Portland Cement Company Limited (PPC), a 130-year-old cement maker based in South Africa. He joined after the business had embarked on an international expansion strategy that had taken the business to countries of Rwanda, the Democratic Republic of the Congo and Ethiopia in a matter of years. This expansion caused the deflation of the Johannesburg-listed company’s share price. The company failed to appreciate a number of success factors in each jurisdiction. The challenges included cultural misalignments, macroeconomic analysis and mode of market entry. The case dilemma involved the choices that van Wijnen faced in re-evaluating the international footprint of the business.
Complexity academic level
Undergraduate or postgraduate level.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 5: International business.
Details
Keywords
Keratiloe Mogotsi, Amanda Bowen and Clare Mitchell
The learning outcomes focus on enabling higher-order learning for students to critically assess Agile project management in philanthropic settings, specifically compare and…
Abstract
Learning outcomes
The learning outcomes focus on enabling higher-order learning for students to critically assess Agile project management in philanthropic settings, specifically compare and contrast Agile project management versus traditional project management in the context of a non-profit organisation (The Solidarity Fund) during a crisis; discuss and evaluate the role and contribution of philanthropy during times of crisis; rate the value additions and contributions of Agile approaches in philanthropy; evaluate the phases of Agile (unconventional) project management executed by The Solidarity Fund; and develop a review of the impact of the work done by The Solidarity Fund in terms of the approach that the Fund used. How effective/not effective was it?
Case overview/synopsis
Chaos, crisis and confusion: the three “C”s that succinctly condense the status quo during the COVID-19 pandemic. The roles and contributions of non-profit organisations gained recognition as countries worldwide responded to the crisis to save lives and livelihoods.
In South Africa, there was a sense of urgency and considerable pressure for a multi-stakeholder approach led by the government to save as many South African lives as possible. The conditions, however, were the opposite of traditional project management methodologies that advocate for the management of the triple constraints, namely, cost, time and scope.
How could cost be managed in a project without a set budget and which was reliant on philanthropy? How could time be managed without a set deadline and while tackling an invisible enemy – a virus that changed dynamics on a daily basis and – how could scope be managed in a context where the future was increasingly uncertain?
Complexity academic level
This case study can be useful for students undertaking postgraduate diploma in business, master of business administration (MBA), master of management courses.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Josemon George, Amol S. Dhaigude and Sidhartha S. Padhi
The case depicts an opportunity for students to be exposed to the decision theory concept. The study aims to encourage them to use the data given in the case and exhibits to…
Abstract
Learning outcomes
The case depicts an opportunity for students to be exposed to the decision theory concept. The study aims to encourage them to use the data given in the case and exhibits to explore as follows: decision-making under uncertainty; decision-making under risk; compare and contrast uncertainty and risk; and evaluate the value of perfect information EVPI and understand its application in decision-making.
Case overview/synopsis
Vikas Teerth, a budding entrepreneur, wanted to venture out into the pineapple business. He had three land plots available, but he would like to take up a single plot after analyzing the possible returns factoring the volatile prices and other impending constraints. He wanted to use the decision-making approaches with the aid of probability to arrive at the best decision. This case helps the instructors to introduce the concept of decision-making under risk and under uncertainty which comes under the preview of decision theory. Students can use the data given in the case and exhibits to do the necessary calculations required and thereby get an insight into the process of calculated decision-making.
Complexity academic level
This case can teach decision theory in undergraduate-level and graduate-level courses in operations research, decision-making and industrial engineering. It can also be used to discuss issues and challenges faced in start-ups or SME entrepreneurship.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 7: Management Science.
Details
Keywords
This field-based case describes the approach and decisions used by Harris Corporation's vice president of supply chain management and operations to establish a set of financial…
Abstract
This field-based case describes the approach and decisions used by Harris Corporation's vice president of supply chain management and operations to establish a set of financial benchmarks. It requires students to use those benchmarks to decide what areas need focus to potentially raise the company's financial results and elevate its financial performance through specific actions within its supply-chain group.
Details