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Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team, during which the company's 5P principle, namely “Plan (think clearly before making promise), Perform (promise is to be fulfilled), Prioritize (company's interest is top priority), Practice (make progress every day in every year), Pioneering (venture any experiment to be a trailblazer), takes shape. After learning about Lenovo's recruitment of internationalized talents, cross-cultural coaches for senior leaders, cultural development in internationalization and risk aversion in international operations, we can understand what Lenovo's HR team does to avoid conflicts in corporate culture and ethnic culture in cross-border mergers and acquisitions and integration, and how to adjust and change the HR management system.

This case has been written after extensive field research. It is designed specifically for the International Marketing course. However, it can be used in Brand Management, Consumer Behavior and Marketing Management courses as well.

Final-year BBA students or first-year MBA students.

Although introduced in Pakistan in 1999, Veet, a personal hygiene brand, has failed to realize its potential even after a decade. Pakistan is a conservative society and women feel embarrassed buying hair-removing creams. Humayun Farooq, the new brand manager, is at a crossroad; he believes in giving the brand a bold take-off by using fashion as a platform, whereas both top management and his assistant brand manager are skeptical of his proposition, as they see it as risky. His decision is critical, as there is pressure to strike a balance between global standardization and local cultural norms.

The students will be able to: understand how global brands need to conceptualize and implement local brand strategies, given the different market challenges; and apply key theoretical concepts in International Marketing such as cultural product adaptation.

Instructors must ask the students to study the following before discussing the case in class. For the on-air 2009 advertisement of Veet in Pakistan, visit: www.youtube.com/watch?v=8Va9bA-ebqE. Although the case sheds light on the relevant Pakistani cultural and religious norms, students may further research and study the Pakistani culture. Nijssen, E.J. and Douglas, S.P. (2011). “World World-mindedness and attitudes toward product positioning in advertising: an examination of global versus foreign versus local positioning”, Journal of International Marketing, Vol. 19 No. 3, pp. 113-133. Shivkumar, H. (2006), Managing global brand advertising, World Advertising Research Centre.

CSS 8: Marketing

This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality and tourism management; special event planning and management; and attraction management.

This case study is useful to both undergraduate and graduate students specializing in hospitality and tourism management.

This case study explored the nature of two forms of tourism development; resort-based and resource-based, and aimed to determine which is the more viable and sustainable option for the future of tourism in Jamaica, an island destination in the Caribbean which depends highly on the tourism industry. The literature established that both forms of tourism are challenged by several and varying factors and so their synergistic integration appears to be the most functional option for sustainable tourism development in Jamaica along with the involvement of the relevant stakeholders.

The students should be able to:

• Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

• Explain the usefulness and drawbacks of both types of tourism model.

• Discuss the nature of culture and heritage tourism and eco-tourism.

• Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

• Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

• Assess the role of the private sector in encouraging and facilitating resource-based tourism.

Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

Explain the usefulness and drawbacks of both types of tourism model.

Discuss the nature of culture and heritage tourism and eco-tourism.

Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

Assess the role of the private sector in encouraging and facilitating resource-based tourism.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

This case study conceptually and empirically analyzed the tourism model in Jamaica to ascertain whether or not the future of Jamaica's tourism should remain dependent on resort-based tourism or should it opt for resource-based tourism as a more viable and sustainable option. The discussion however, indicates that resort-based tourism can synergize with resource-based tourism to achieve sustainable development along with the involvement of all the relevant stakeholders including the government, hotel operators and the residents. The case synopsis likewise presented a concise summary of the literature reviewed regarding the concepts of resort-based tourism and resource-based tourism; and the case of Jamaica's tourism.

The learning outcomes are intended to guide the teaching- learning process and stimulate students' understanding of the concepts of resort-based tourism and resource-based tourism and their specific implications in terms of tourism development in Jamaica. This knowledge can also be generalized to other destinations with similar historical background and tourism resources. The applied questions will guide the discussions and provide additional resources for assessment purposes. They will also help the students to critically assess the dynamics of tourism development.

The case synopsis is consistent with the learning outcomes, corresponding applied questions and course recommendations. A total of two to three-hours teaching session can be used to discuss the constructs, analyze the case in point and answer the applied questions.

Most talented executives can recognize when an acquisition has strategic or financial benefits, and in this case, the decision to be acquired was an appropriate exit strategy for a successful start-up. Peter Street’s start-up had been growing quickly and was building a reputation for reliability in a booming industry when a Japanese firm offered to pay a premium for the U.S. firm. Having done business in Japan (and extensively with the acquiring company) before the sale of his company, Street entered the acquisition with enthusiasm. As part of the deal, Street’s former company would continue to operate in the United States as a division of its parent company and Street would remain as CEO. A few months into the transition, however, Street discovered a huge difference between working with and working for the Japanese firm. Cultural norms for confronting seemingly small problems quickly became bigger operational issues, and Street experienced a growing dichotomy between corporate (in Japan) and his division (in the United States). This case focuses on the challenges of implementing a cross-border acquisition.

This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.

International business.

Bachelor level.

This case study simulates a real life management decision. It explores the planning, organizing and controlling challenges associated with developing an internationalization strategy. Top managers planning to expand “internationally” contemplate about potential international markets should understand the risks and opportunities they present and how best to deal with them. Often organizational design is neglected prior to embarking on internationalization strategy. The case provides contrasting perspectives and entry options, to highlight the importance of an in-depth evaluation of alternatives.

Analyze and evaluate the strengths and weaknesses of business prior to exploiting international opportunities. Discuss key success factors, each of which has a different degree of importance in formulating a domestic and multinational business strategy. Understand economic, social, cultural, and political risks, and how a company can use of market research to identify and manage such risks. Formulate an internationalization strategy based on the evaluation of the costs and control provided by different international entry options.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The manager of a meatpacking factory allows his 100-plus Muslim workers to take breaks believing that it is an appropriate response to the religious needs of this large part of his employee base. But the breaks have begun to interfere with the overall operation of the plant, resulting in a loss of productivity. Other employees have become irritated resenting what they see as preferential treatment. Because of the productivity issues, other employees' complaints, and concerns about the credibility of his management, the manager considers reneging on his agreement.

• Identify challenges of operating a start-up business. • Understand the social enterprise and role of gender (women entrepreneurship). • Assess the responsibility of unskilled women entrepreneurs and the challenges faced by them. • Describe business and marketing strategies adopted in market segmentation and product promotion. • Discuss strategies adopted to sustain a small business.

Yola EcoSentials (YES) was a social enterprise originated from the American University of Nigeria, Yola, capital city of Adamawa, Nigeria. It was established in September, 2012. It started with the mission to improve the environment, reduce waste and empower women. It engaged in production of hand bags, wallets, table mats and iPad bags from the recycled waste items such as nylons. YES was founded and spearheaded by Charles Reith (Chief Executive Officer). YES faced certain major challenges in expanding its business, namely, maintenance of quality products and accountability of business operations including personal income savings plan and source of new customers. Moreover, YES was having a serious concern of project sustainability because of the availability and division of insufficient raw materials to operate their business. To overcome these challenges, in December 2016, YES planned to devise its growth strategy to operate their business run by local women in Yola, Nigeria.

Undergraduate and graduate early stage programme.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability.

The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries.

This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives.

In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative efforts towards achieving social impact.

To effectively explore and analyse the case material, instructors should allocate approximately 70–90 min of class discussion time.

Teaching notes are available for educators only.

CSS11: Strategy.

This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and 35 employees in their Cambridge, MA and Washington D.C. offices. Through Kija Kim's leadership, HDM has become a significant niche player in homeland security and disaster relief. The case ends in fall 2005 just after HDM provided Hurricane Katrina mapping support, and Kija is nominated for the SBA Small Business Person of the Year. This case explores the intersection between cultural heritage, leadership effectiveness and organizational behavior. It particularly notes Kija's ability to turn her immigrant female minority status into a business advantage. This strength coupled with her ethos of care and ability to network in all walks of her life contributes to her distinctive and integrated leadership style. Definitions of leadership success and implications for decision making are also highlighted.