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Case study
Publication date: 29 January 2024

Doris Rajakumari John

The data for the case is a mix of both primary and secondary data, from the following sources: – personal interviews with the protagonist, Sofana Dahlan; – Tashkeil website; …

Abstract

Research methodology

The data for the case is a mix of both primary and secondary data, from the following sources: – personal interviews with the protagonist, Sofana Dahlan; – Tashkeil website; – official documents provided by the company: ■ “Tashkeil – Corporate Brief,” ■ “Saudi National Creative Initiative – Activities Report 2016”; and ■ “Tashkeil Global Company”. – published media sources.

Case overview/synopsis

The case outlines the story of Sofana Dahlan (Sofana) (she/her), a social entrepreneur and one of the first few women lawyers in the Kingdom of Saudi Arabia. She established Tashkeil as a social enterprise, helping creative entrepreneurs (creatives) with strategic, operational and legal inputs, thus enabling the creative industry in different parts of the Arab world, focussing on Saudi Arabia and Lebanon. Her story can be used to inspire students on how a female entrepreneur fought against an extremely restrictive social and cultural environment and achieved her goals. It helps them to understand the challenges faced by women in the context of the Arab world and the key attributes required for them to succeed as an entrepreneur, especially in the context of certain social and cultural barriers. It also helps to understand the importance of resilience in entrepreneurs and to discuss how entrepreneurs can become more resilient.

Complexity academic level

The case can be used mainly in undergraduate Business Management Programs in courses such as Entrepreneurship, with specific reference to Women Entrepreneurship. The case would be a good fit for courses on Social Entrepreneurship and Creative Businesses.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 1 March 2021

Shrouk Mahmoud Abdelnaeim, Noha M. El-Bassiouny and Pallab Paul

Understand the implementation phase of sustainable start-ups. Identifying the 4 Ps of sustainable start-ups. Understand the different types of challenges faced by Up-Fuse…

Abstract

Learning outcomes

Understand the implementation phase of sustainable start-ups. Identifying the 4 Ps of sustainable start-ups. Understand the different types of challenges faced by Up-Fuse regarding their target customers and their value proposition. Highlighting the important strategic decisions that sustainable start-ups have to consider in their business cycle. Analyzing the differences between the market conditions globally and in the Middle East and North Africa (MENA) region.

Case overview/synopsis

Sustainable entrepreneurship is the type of entrepreneurship that is market-oriented and creative while at the same time putting the environment, society and economy into consideration. Sustainable entrepreneurs offer value through their goods and services that are beneficial or at least do not harm the environment or the society. The case provides background information and facts about doing business in the MENA region and Egypt specifically. Afterward, the case study emphasizes the challenges that are faced by sustainable entrepreneurs in Egypt through analyzing the case of a sustainable Egyptian start-up. The case study is on Up-Fuse, one of the sustainable start-ups in Egypt that produce backpacks, shoulder and waist bags, laptop sleeves, cases and pouches. This case study aims at describing the different challenges and strategic decisions that sustainable start-ups go through in Egypt.

Complexity academic level

This case targets undergraduate management students, marketing students, master of business administration students, entrepreneurship students and entrepreneurs. This case can be taught in courses with marketing, entrepreneurship and sustainability focus.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 5 April 2022

Mohammad Rishad Faridi, Arun Patni, Ryhan Ebad and Neelima Patni

At the end of the case study discussion, students will able to state the importance of outsourcing with comparing pros and cons in business decision-making; review the value…

Abstract

Learning outcomes

At the end of the case study discussion, students will able to state the importance of outsourcing with comparing pros and cons in business decision-making; review the value bestowed to the community in using sustainable raw material while at the same time conserving the ancient style of artwork particular to the area; discuss the utility of the products manufactured by “Flying Colours,” especially for the lockdown period which was because of the pandemic; and demonstrate and interpret the use of shark and mosquito bite matrix.

Case overview/synopsis

Arun Kumar Patni, 47, and his wife Neelima Patni, 43, are co-founders of Flying Colours, a start-up company based in Jaipur, in the state of Rajasthan, India. Their enterprise was engaged in the manufacturing and marketing of bird products and accessories, including bird feeders, bird houses, earthen water bowls, etc. In July 2020, post-lockdown, they were desperate to hire carpenters to restart their factory. However, COVID-19 posed a serious challenge, making it very difficult to replace their skilled carpenters, who had returned to their native places and had not come back. This disrupted production and order fulfilment. Keeping this situation in perspective in anticipation of the continuing pandemic crisis, Neelima was in favour of outsourcing basic production and designing the birdfeed decoration and artwork in-house. Meanwhile, Arun instead favoured continuing full in-house production as before, by hiring replacement carpenters. Yet for an in-house full-scale production, procuring raw material was a difficult task because of the lockdown. The situation had earlier taken a turn for the worse when Arun had advertised an exchange marketing policy to let customers return their old bird feeders for a 20% discount on a new one. This campaign was a huge success and resulted in a sales spike but unfortunately it caused a huge stock of returned products in their warehouse. Arun initially planned to repair and resell them as refurbished products. It now seemed impossible, because local carpenters demanded higher labour charges than the regular carpenters did. Flying Colours had provided skills workshops and hired external trainers to train unskilled carpenters prior to lockdown, so now all the training investment was in vain. Cash liquidity, sales, marketing, etc. were almost at a standstill.

Complexity academic level

This case particularly focuses on undergraduate-level students pursuing business or commerce programs, especially those studying core course: Entrepreneurial Strategic Management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 August 2021

Virginia Bodolica and Bilal Kasih

The learning outcomes of this paper are as follows: to assess the extent to which a new business concept or entrepreneurial idea represents a commercial success or practical…

Abstract

Learning outcomes

The learning outcomes of this paper are as follows: to assess the extent to which a new business concept or entrepreneurial idea represents a commercial success or practical failure, to estimate the complexities associated with the management of a partnership-based venture in the context of emerging markets, to demonstrate understanding of entrepreneurial action and strategic adaptation under the condition of uncontrollable external shocks (e.g. COVID-19) and to evaluate the pros and cons of different strategic options and provide viable recommendations for the future.

Case overview/synopsis

Startup entrepreneurship constitutes the backbone of the socioeconomic activity of any nation and a driver of innovation, industrial diversification and wealth generation, particularly in emerging market settings. Drawing upon narrative storytelling techniques, this case study immerses the reader into the intricacies of entrepreneurial venture creation within the dynamic startup ecosystem in the Middle East. It follows the story of a young serial entrepreneur, Omar, who decided to launch a business in the creative industry of arts in the United Arab Emirates in partnership with his friend, Ahmed. Their common venture, Mont8, showcased and promoted the artwork of budding and well-known Arab talents and was on track to become a recognizable brand in the Middle Eastern business of arts until the COVID-19 crisis shook the world taking everyone by surprise. In an attempt to build a successful post-pandemic future, Omar was convinced that Mont8 needed to fast-track its digital transformation. He envisioned an e-commerce marketplace that would empower Arab artists, designers and photographers to create customized virtual galleries on their own web-stores through the Mont8’s digital platform. Yet, Omar’s vision diverged drastically from the very conservative mindset of Ahmed, who did not want to disrupt tradition and argued in favor of a back-to-business-as-usual approach. It remains unclear whose option would be selected and whether the two partners would stay in this makeover together or rather part ways.

Complexity academic level

Upper-level undergraduate courses.

Supplementary materials

Teaching notes are available for educators only.

Subject Code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 November 2015

Roma Puri

Marketing, Innovation, Strategy, Digital Marketing and E-Business.

Abstract

Subject area

Marketing, Innovation, Strategy, Digital Marketing and E-Business.

Study level/applicability

Master's level and Executive Program.

Case overview

MocDoc is a young Indian online health-care company that has achieved success in early years of establishment, and is looking forward to expand the customer base. The founder, Senthil Peelikkampatti, along with his friends decided to design a service that can bridge the gap between doctor and patients. However, initially, Senthil lost the trust in his idea due to the unacceptance of the idea by health-care experts. It took a little long for the team to gain visibility after launch of the service. Senthil and the team brainstormed to gain recognition online through different techniques of search engine optimization (SEO) and social media networking through Facebook Web site. MocDoc case is designed to stimulate discussion of a broad array of entrepreneurial issues related to online start-ups. In particular, it deals with strategy and marketing of service in the online arena. At the same time, it gives detailed overview of marketing techniques online as fuel to the business. The company is moving under strong leadership skills of CEO but fails to gain momentum in terms of gaining online customers. This case deals with decision-making capabilities to bring more number of registered customers in the online space.

Expected learning outcomes

The expected learning outcomes are as follows: to animate online business environment and challenges faced by virtual enterprises in the cyber space; to illustrate opportunity for students to speculate the start-up business environment; to illustrate opportunity to introduce cloud computing as a viable business option for the health-care industry; to develop understanding among students for designing effective marketing strategy for online business; to identify business opportunities and gaining competitive edge by offering bouquet of services; and to stimulate business environment for understanding innovation and strategy building.

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. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 November 2016

Christopher James Human and Geoff Bick

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as small and medium-sized enterprises (SME) internationalizing from an…

Abstract

Subject area

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as small and medium-sized enterprises (SME) internationalizing from an emerging market.

Study level/applicability

It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses.

Case overview

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as SME internationalizing from an emerging market. It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. BOS Brands provides an interesting case on the internationalisation experience of a Born Global firm, particularly from an emerging market context. This medium-sized South African business develops, distributes and markets Rooibos-based beverages in Southern Africa and Europe, with eyes on a broader global presence. The case provides insights into the strategic decisions required to successfully take a medium-sized business into competitive foreign markets without the capital and support enjoyed by many larger multinational corporations. Among other issues, BOS Brands provides fertile ground to explore the selection of target country and entry mode, overcoming cultural and physical distance, opportunity recognition and the roles of networks and innovation.

Expected learning outcomes

The expected learning outcomes are to: analyse the decision-making process of the internationalising SME in terms of internationalisation factors, timing and phases and evaluation of potential target countries and entry mode options and launch marketing approach; understand the complexities of marketing in a foreign cultural and business context (including cultural and physical distance); and develop alternative marketing strategies for an entrepreneurial SME to grow internationally given limited resources.

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 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Entrepreneurship.

Study level/applicability

Postgraduate Management Diploma Masters of Business Administration.

Case overview

Sakhumzi Restaurant on Vilakazi Street, in Soweto’s Orlando West, had grown exponentially since it opened in October 2001. Vilakazi Street was named after a South African Zulu poet, novelist and educator, Benedict Wallet Vilakazi, who was the first black South African to obtain a PhD in 1946. The street was famous for housing two Nobel Peace Prize laureates – Nelson Mandela and Archbishop Emeritus Desmond Tutu – as well as for being the site of the shooting of Hector Pieterson during the Soweto Uprising. There were two museums in the vicinity that attracted thousands of tourists every year – Mandela House and the Hector Pieterson Memorial and Museum. The founder of Sakhumzi Restaurant, Sakhumzi Maqubela, had no experience of the hospitality industry but, nevertheless, had a “deep appreciation” of customer satisfaction, which he had learnt through his previous job in the banking sector. During the start-up phase of the restaurant, Maqubela immersed himself in books on business, focusing on leadership and communication. From such humble beginnings, the restaurant had become a thriving magnet for the tourist and local markets – tourists enjoyed sampling traditional Soweto fare, and for locals, Sakhumzi offered a culinary “home away from home”. Dressed smartly, Maqubela could be seen every day at his restaurant, mingling with patrons and greeting tour operators warmly. But what worried Maqubela was how to keep growing. Should he open another Sakhumzi? Would it work away from the tourist hub of Vilakazi Street? Or were there other options that he needed to explore?

Expected learning outcomes

The outcomes are as follows: evaluate the entrepreneurial mindset and how entrepreneurial opportunities are recognised, assess the individual-opportunity fit of an opportunity that is being pursued, navigate the entrepreneurial process, identify sources of entrepreneurial finance, identify and overcome resistance and obstacles to start-ups and growing the venture, rigorously analyse the potential of a new business opportunity/venture and assess the relevance of the practice of entrepreneurship to firms and society.

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 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 28 October 2019

Martin Paul Fritze, Gertraud Maria Gänser-Stickler, Sarah Türk and Yingshuai Zhao

This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an…

Abstract

Theoretical basis

This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an evaluation of the firm’s situation. Consumer behavior theories on psychological ownership and territoriality offer a framework for analyzing the conflicts that arise from the inhabitants’ protests.

Research methodology

This case relies on secondary sources, including news reports, social media sites and company websites. This case has been classroom tested with undergraduate students in a strategic management course in January 2019 at the University of Cologne, Germany.

Case overview/synopsis

In November 2016, Google announced its intentions to rent a building in the Kreuzberg district of Berlin to open a Google Campus, a business incubator for tech start-ups that would offer entrepreneurs support, workshops and access to networks. Following the announcement, dissatisfied local communities organized protests, in which leaders complained that “It is extremely violent and arrogant of this mega-corporation, whose business model is based on mass surveillance and which speculates like crazy, to set up shop here” (Business Times, 2018). Berlin’s Government supported the Google Campus plan; inhabitants rejected it with fierce and persistent protests. In face of this challenge, was it still possible for Google to continue its plans in Berlin?

Complexity academic level

This case qualifies for use in strategic management classes at undergraduate and MBA levels. Its focus aligns well with stakeholder analyses, PESTEL analyses and business strategy. In addition, for courses on organizational communications or public relations, this case provides a way to explore the relationship between Google and its stakeholders, especially protesters, in detail. Moreover, this case is well suited for consumer research and public policy courses (e.g., transformative consumer research) centered on discussions of territoriality.

Details

The CASE Journal, vol. 15 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 19 October 2019

Sadaf Taimoor and Mahnoor Hameed

A pitch deck for Girlythings has been provided as a supplementary material for this case. Teaching Notes are available for educators only. Please contact your library to gain…

Abstract

Supplementary materials

A pitch deck for Girlythings has been provided as a supplementary material for this case. Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes

Learning outcomes

In the light of the case and the accompanying case questions, the students should understand the following: socio-cultural perspectives in adopting the use of taboo products in an emerging economy and a conservative society such as Pakistan; role of government and non-governmental agencies in influencing policy framework; the application of the theory of planned behavior in channeling positive attitudes toward the use of personal hygiene products; peculiarities of formulating an expansion strategy for entrepreneurial ventures; and idiosyncrasies of developing effective business pitches.

Case overview/synopsis

Founded in early 2018, Girlythings was a young startup spearheaded by Tanzila Khan. It aimed at not only improving the availability of sanitary products in the emerging Pakistan market but, over and above, also removing the stigma attached to the topic of menstruation in the society. While the startup was still nestled at an incubation center, the protagonist faced the utmost challenge of deciding the fate of the venture due to the taboo nature of the product. This case is a rich description of the stigma that prevails on the topic of women health in conservative societies like Pakistan. It will help students appreciate the idiosyncrasies of operating in emerging markets and spearheading ventures that deal with sensitive issues.

Complexity academic level

This case is geared toward undergraduate students enrolled in courses of strategy, strategic marketing and entrepreneurship.

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 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 8 March 2023

Hadiya Faheem and Sanjib Dutta

After discussing this case, students will be able to understand the challenges faced by social entrepreneurs in starting a health-tech start-up in Africa; create and evaluate lean…

Abstract

Learning outcomes

After discussing this case, students will be able to understand the challenges faced by social entrepreneurs in starting a health-tech start-up in Africa; create and evaluate lean business models of health-tech companies as a social enterprise; evaluate how health-tech start-ups were developing innovative business models and supply chain networks to make prescription drugs accessible and available in Africa; understand how inorganic growth strategies can help health-tech start-ups scale up; and evaluate what promises investors were seeing while investing in social enterprises in the health-care sector in Africa and what social wealth they were creating.

Case overview/synopsis

In August 2022, Gregory Rockson (Rockson), social entrepreneur and founder of for-profit health technology (health-tech) social enterprise in Ghana, mPharma, stated that he had plans to replicate the company’s business model, which provided people access to drugs and at affordable prices, to other African nations, beyond the company’s existing footprint. However, analysts pointed out that the fragmented drug supply chain and poor regulation in the health-care market across Africa could act as a challenge for mPharma to replicate its business model successfully across the African continent. People in Africa were forced to pay higher prices to buy life-saving drugs due to the continent’s fragmented drug supply chain. To add to their woes, pharmacies struggled to keep life-saving and life-sustaining medicines in stock. Often, patients traveled miles to a pharmacy only to find out that the drugs they needed were not in stock. In addition to this, the markets were flooded with counterfeit drugs. And the Covid-19 pandemic only exacerbated the situation. mPharma managed the prescription drug inventory for pharmacies and drug suppliers using its proprietary vendor management information system. By using the technology infrastructure it had built, the company connected patients, pharmacies and hospitals through a cloud-based software. The system enabled doctors to track in real-time which drugs were available and at which location, thus giving patients reliable access to medicines. Patients registering with mPharma with their prescriptions and medical history received an alert on their mobile phones notifying them where the drugs they needed were available. mPharma bought drugs from major drug manufacturers such as Novartis International AG, Pfizer Inc. (Pfizer) and Bayer AG, on behalf of the pharmacies. This enabled the pharmacies to save on the up-front costs of stocking the drugs, reduced supply constraints and ensured availability of drugs to consumers in these underserved markets. The company had a consignment model wherein member pharmacies had to pay only for what they sold. Most pharmacies forecast the number of drugs they needed and purchased them from mPharma at pre-agreed rates. The company took the inventory liability to prevent pharmacies from going out of stock. As mPharma used its purchasing power to buy drugs in large quantities from drug manufacturers and suppliers, it was able to help patients realize cost savings of 30% to 60% in the purchase of medicines. mPharma was focusing on achieving its ambitious goal of dominating the health-care market in Africa in future. However, analysts felt that the company would face challenges related to poor regulation in the health-care market, high prices of drugs and the fragmented pharmacy retail market in the continent.

Complexity academic level

This case is intended for use in MBA/MS level programs as part of a course on Social Entrepreneurship, Sustainability, Business Model Innovation, Disruptive Business Models, and Supply Chain Management in the Drug Industry.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of 129