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Case study
Publication date: 20 January 2017

Gal Raz

A toy retailer plans to order a new product from an untested supplier for the winter holiday season. This exercise provides an opportunity for students to construct a model to…

Abstract

A toy retailer plans to order a new product from an untested supplier for the winter holiday season. This exercise provides an opportunity for students to construct a model to determine optimal order quantity when demand is not known. Profits are calculated based on wholesale pricing, revenue-sharing, profit-sharing, and buyback contracts.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Abstract

Subject area

Management and leadership.

Study level/applicability

Undergraduate and graduate.

Case overview

Mr Lionel Thibaud, the General Manager, was highlighting the achievements and challenges faced at Impression et Enregistrement des Résultats (IER) within the Middle East region over the past four years in relation to the various cross-cultures and multi-nationalities. IER is a world-leading supplier of printing terminals and IT solutions for the air transportation industry. The problem facing the decision-maker is how to do business with the Middle Eastern countries and handling and striking a balance with all the varying cultures and customs. In addition, to meet the needs of the customers, a long-term mission is to establish long-term relationships and collaborations.

Expected learning outcomes

On completion of utilizing the case study as an exercise, students should be able to: case-specific skills – critically examine the importance of the cross-cultural management, decision-making, managing in multinational companies and leadership and management in the Middle East and demonstrate this by analysing real regional/world examples using complex theoretical frameworks; identify examples of best practice (including ethical “best practice”) and explain the dynamics towards cross-cultural management, decision-making, managing in multinational companies and leadership and management with reference to a range of theoretical models and apply these in a meaningful way to the MENA region; discipline-specific skills – synthesize and critically evaluate a corpus of academic literature and government reports on cross-cultural management, decision-making, managing in multinational companies and leadership and management; link cross-cultural management, decision-making, managing in multinational companies and leadership and management concepts and theories to real regional/world examples; personal and key skills – reflect on the process of learning and undertake independent/self-directed learning (including time management) to achieve consistent, proficient and sustained attainment; work as a participant or leader of a group and contribute effectively to the achievement of objectives in the field of cross-cultural management, decision-making, managing in multinational companies and leadership and 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.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 3 December 2020

Dayashankar Maurya, Amit Kumar Srivastava and Sulagna Mukherjee

The central lesson to be learned from studying the case is to understand the challenges and constraints posed by contextual conditions in designing contracts in public–private…

Abstract

Learning outcomes

The central lesson to be learned from studying the case is to understand the challenges and constraints posed by contextual conditions in designing contracts in public–private partnerships (PPP) for financing and delivering health care in emerging economies such as India.

Case overview/synopsis

Perverse incentives, along with contextual conditions, led to extensive opportunistic behaviors among involved agencies, limiting the effectiveness of otherwise highly regarded innovative design of the program.

Complexity academic level

India’s “Rashtriya Swasthya Bima Yojana” or National Health Insurance Program, launched in 2007 provided free health insurance coverage to protect millions of low-income families from getting pushed into poverty due to catastrophic health-care expenditure. The program was implemented through a PPP using standardized contracts between multiple stakeholders from the public and private sector – insurance companies, hospitals, intermediaries, the provincial and federal government.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 10 Public Sector Management.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 25 October 2017

Akhileshwar Pathak

Business contracts are formed through negotiations, where the parties agree on some terms, disagree on others and keep yet others undecided. Over a period of time, they see…

Abstract

Business contracts are formed through negotiations, where the parties agree on some terms, disagree on others and keep yet others undecided. Over a period of time, they see themselves as having moved from being negotiating parties to contracting parties, settling on most of the terms. The law, however, states that a contract is formed when a person makes an offer and the other accepts it. The principle arose from the rudimentary trade practices in the past. The principles coming from the prior centuries and the modern business practices may not be in consonance. The Gibson v. Manchester City Council Case, a judgement of the House of Lords of the United Kingdom, reviewed attempts to modernize the law.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 20 January 2017

Sherwood C.. Frey and Dana R. Clyman

Voyager Inn International (Bethesda) is negotiating a master contract with TourAmerica, an international tour operator, for hotel rooms during the 1995 tourist season. Issues…

Abstract

Voyager Inn International (Bethesda) is negotiating a master contract with TourAmerica, an international tour operator, for hotel rooms during the 1995 tourist season. Issues under consideration include number of rooms during peak, mid-, and off-periods; room rates; breakfast prices; and the cost of ancillary services. The hotel manager is evaluated on the basis of several criteria, including adjusted daily rates, occupancy rates, and food and beverage profitability. To facilitate trade-offs among the various criteria, the manager articulates a utility scheme. This case is a role-play exercise, and must be used in conjunction with “TourAmerica” (UVA-QA-0464). Reporting forms for the evaluation of alternative contracts are provided with each case.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Case study
Publication date: 1 November 2018

Sebastián García-Dastugue

In this case, teams can compete in the real-life situation produced by Tommasso-Southwest Sport Machines. Teams will act as the buyer or the seller and will need to consider the…

Abstract

In this case, teams can compete in the real-life situation produced by Tommasso-Southwest Sport Machines. Teams will act as the buyer or the seller and will need to consider the cost implications, risk and responsibility, and price negotiation.

Details

Council of Supply Chain Management Professionals Cases, vol. no.
Type: Case Study
ISSN: 2631-598X
Published by: Council for Supply Chain Management Professionals

Keywords

Case study
Publication date: 13 February 2024

Dana R. Clyman and Sherwood C. Frey

TourAmerica is negotiating a master contract with Voyager Inn International (Bethesda) for hotel rooms during the 1995 tourist season. Issues under consideration include number of…

Abstract

TourAmerica is negotiating a master contract with Voyager Inn International (Bethesda) for hotel rooms during the 1995 tourist season. Issues under consideration include number of rooms during peak, mid-, and off-periods, room rates, breakfast prices, and the cost of ancillary services. While the hotel manager is evaluated on the basis of several criteria, including adjusted daily rates, occupancy rates, and food and beverage profitability, and is also provided with a utility scheme to facilitate trade-offs among the criteria, TourAmerica uses an effective cost per registrant (adjusted for intangibles). These two approaches provide an opportunity to contrast measurement schemes and to justify the use of utility functions. This case is a role-play exercise and must be used in conjunction with “Voyager Inn International” (UVA-QA-0463).

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Case study
Publication date: 19 December 2017

Alvaro Sandroni and Farhad Aspy Fatakia

Three months into his first job as an IT consultant, newly minted MBA Phil Lee was wondering whether he had made a horrible mistake. Initially, he had been thrilled with his…

Abstract

Three months into his first job as an IT consultant, newly minted MBA Phil Lee was wondering whether he had made a horrible mistake. Initially, he had been thrilled with his employer, Orion Information Technology Consulting, and the prospects for his professional future. He had specifically requested to work on projects in emerging markets, and his bosses had responded by flying him halfway around the world to New Delhi to meet with the head of procurement of a luxury property developer, Kirat Housing Development Society (KHDS). Lee thought the reason for the meeting was slightly unusual: Orion was planning to make a bid to supply building management software for KHDS's newest luxury tower, and this meeting would be the “pre-bid” negotiation. Lee wasn't totally sure what they'd even be discussing, as the tender already provided full details on exactly what modules would be required and even included specific penalty clauses for delays.

The meeting at KHDS seemed ordinary at first, but quickly took a turn when the assistant to the head of procurement explained that Orion would win the bid if it offered him a $200,000 contract as an “independent consultant.” Lee was stunned. To make matters worse, when he returned to his hotel room he found a gift waiting for him: an expensive-looking diamond pendant.

On his sleepless flight home, Lee's mind raced. Had his bosses known this would happen? Were bribes standard operating procedure? Now that he'd accepted a gift, was he complicit in wrongdoing? Lee didn't want to get fired, but he wasn't sure he could go along with this.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 20 January 2017

Paola Sapienza, Vineet Bhagwat and Apaar Kasliwal

The case focuses on two major challenges in deal making in emerging market economies---deal sourcing and negotiation---by focusing on a real (but disguised) Indian private equity…

Abstract

The case focuses on two major challenges in deal making in emerging market economies---deal sourcing and negotiation---by focusing on a real (but disguised) Indian private equity deal. In 2010 Surya Tutoring was a fast-growing tutoring academy for high school students aspiring to gain admission to the prestigious Indian Institute of Technology (IIT). Surya’s CEO, R. K. Sharma, wanted to expand its reach beyond Kota (a city of 1 million people in the northern state of Rajasthan), which had become the center of the IIT prep school industry and home to tens of thousands of students studying for the rigorous IIT entrance exam. Sharma knew there was vast untapped potential in the teeming Indian metropolises of Mumbai, Chennai, Delhi, and Bangalore, as well as in foreign markets such as Dubai and Australia. Sharma had received term sheets from two private equity firms willing to finance Surya’s expansion. By the end of the month he needed to decide which to accept: the offer from big bulge bracket fund Blackgem, or the one from ZenCap, a small Indian firm based in Mumbai with which he had become intimately familiar during the past year.

After analyzing and discussing the case, students should be able to:

  • Identify the differences between the United States and an emerging market such as India when it comes to deal sourcing, negotiation, and financial contracting

  • Value a growth equity transaction in an emerging economy, including financial, contractual, and qualitative (social networks, local knowledge, trust) aspects of the deal

Identify the differences between the United States and an emerging market such as India when it comes to deal sourcing, negotiation, and financial contracting

Value a growth equity transaction in an emerging economy, including financial, contractual, and qualitative (social networks, local knowledge, trust) aspects of the deal

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 20 January 2017

Elliott N. Weiss and Marlene Friesen

This case details the history of Southwest Airlines from its inception in 1971 until 2004. The case provides details of Southwest's business model and reasons for its success. It…

Abstract

This case details the history of Southwest Airlines from its inception in 1971 until 2004. The case provides details of Southwest's business model and reasons for its success. It ends with a description of the company's competitive pressures in 2004. The case can be used for a course in service operations or strategy.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

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