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Case study
Publication date: 12 December 2018

Guo (Ginkgo) Bai, Liman Zhao and Zhenrong Edison Wang

Through this case, students will not only learn about the latest development of this emerging industry, IoT, but also gain a systematic understanding of “ecosystem strategy” and…

Abstract

Learning outcomes

Through this case, students will not only learn about the latest development of this emerging industry, IoT, but also gain a systematic understanding of “ecosystem strategy” and get to know a new corporate growth model called “co-creation”.

Case overview/synopsis

This case describes why and how Advantech Co., Ltd. (hereinafter referred to as Advantech) has transformed in the age of the Internet of Things. Aware of the ecosystem attributes of the IoT industry and committed to the company’s principle of “altruism”, Advantech strategically positioned itself as an “IoT platform provider” and an “enabler” for IoT applications. After carrying out a reform in terms of internal management, external cooperation, and development model, Advantech has evolved from an industrial computer maker to an IoT solution provider. Since the launch of the “co-creation model” at the end of 2016, Advantech has drawn attention from many excellent companies in traditional industries. With the Internet of Everything close at hand, Chairman KC Liu is well aware there are many challenges to overcome as Advantech strives to build an industrial IoT ecosystem, the “evolution” continues.

Complexity academic level

MBAs, EMBAs and senior executives.

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 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 May 2009

Benjamin Ngugi, Glenn S Dardick and Gina Vega

In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were…

Abstract

In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were affected. A deeper analysis revealed that the intrusion had started earlier and affected more customers than previously thought. Ensuing investigation concluded that TJX was collecting unnecessary information, keeping it for too long and employing obsolete and insufficient safeguards. TJX denied any wrongdoing but implemented most of the recommended remedies to strengthen their security.

Details

The CASE Journal, vol. 5 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 1 July 2011

Jaqueline Pels, Natalia Schurmann and Maria Candelaria Garcia

Subject area – Marketing and strategic decision making. Study level/applicability – Undergraduate business and management programmes, particularly with advanced marketing modules;…

Abstract

BioScience Argentina: BioMobile and the telemedicine market.

Subject area – Marketing and strategic decision making. Study level/applicability – Undergraduate business and management programmes, particularly with advanced marketing modules; and MBA programmes incorporating strategic management. Case overview – Claudio Bedoya, founder of BioScience (BS) and CEO has decided to launch a new product line, BioMobile (BM), to enter the new telemedicine market. BS is an Argentine company, which develops and commercializes innovative diagnosis equipments since 1995. The BM is a device which sends vital signals (from a patient with a chronic disease) through the mobile phone to a recipient's cell phone (doctor and/or relative).Three market segments, the alternative value propositions and the suggested go-to-markets for each of them are suggested. A debate between Antonio, Claudio's partner and Ydavelis, the marketing manager, highlights the underlying disagreement on which segment to serve and on the choice of value proposition. Expected learning outcomes – The case has been written having a senior classroom in mind. The case works best when used towards the end of the course, as it allows integrating all the concepts discussed in the course as such it assumes that participants have acquired basic concepts of strategic management and marketing management. Thus, it is not in the scope of the case to introduce any new theoretical concepts and no specific reading material is assigned to it:

To apply prior knowledge to an emerging economy setting:

For example: the SWOT analysis, the identification of critical success factors (CSF) for each alternative, segmentation, pricing, or the new product adoption curves.

To calculate the projected revenues with limited data.

To foster critical thinking about a company's strategic planning. Specifically, to be able to identify the underlying business decision: BS needs to decide whether to focus on the B2B/B2C market.

Critically think on the differences between B2B and B2C business models.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 23 June 2021

Robert Myers

Applicable to both undergraduate and graduate courses in managing technology or sustainability.

Abstract

Study level/applicability

Applicable to both undergraduate and graduate courses in managing technology or sustainability.

Subject area

Technology strategy.

Business Model evaluation.

Sustainable technologies.

Case overview

In this case study, gas and electric utility holding company Southern Company has embarked on an ambitious experiment to learn more about energy usage at a household level, as well as community scale microgrids. Every minute, 62 homes in Reynolds Landing upload appliance and electrical outlet level data to Southern Company. How can Southern Company use this vast amount of data to promote energy efficiency? Are microgrids a key to creating a more sustainable and resilient energy future? At a higher level, how can microgrids impact or change traditional power generation business models like those used by Southern Company?

Expected learning outcomes

1. To explore why companies develop technologies that are counter to current business models.

2. To understand how new technology can lead to new business models for existing businesses.

3. To understand the drivers of company led R&D.

4. To discuss “technology push” applications. Where technology is developed and then a market or markets are sought.

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.

Social implications

Two parts here. The first is looking at sustainable energy solutions such as solar farms and micro-grids. The second is this case challenges students to ask how this research helps the 45% of consumers making less than $40,000/yr.

Subject code

CSS 11: Strategy.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 20 January 2017

Robert F. Bruner, Michael J. Innes and William J. Passer

Set in September 1992, this exercise provides teams of students the opportunity to negotiate terms of a merger between AT&T and McCaw Cellular. AT&T, one of the largest U.S…

Abstract

Set in September 1992, this exercise provides teams of students the opportunity to negotiate terms of a merger between AT&T and McCaw Cellular. AT&T, one of the largest U.S. corporations, was the dominant competitor in long-distance telephone communications in the United States. McCaw was the largest competitor in the rapidly growing cellular-telephone communications industry. Prior to the negotiations, AT&T had no position in cellular communications. This case and its companion (F-1143) are designed to allow students to be assigned roles to play. The case may pursue some or all of the following teaching objectives: exercising valuation skills, practicing strategic analysis, exercising bargaining skills, and illustrating practical aspects of mergers and acquisitions.

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: 20 January 2017

Mark Jeffery, Robert J. Sweeney and Robert J. Davis

This case is based on a real-life consulting engagement with a major Fortune 100 telecommunications company. The name of the firm has been disguised for confidentiality reasons…

Abstract

This case is based on a real-life consulting engagement with a major Fortune 100 telecommunications company. The name of the firm has been disguised for confidentiality reasons. Completing the case teaches students how to develop a cost-containment ROI analysis and develop a business case for a large enterprise technology project. The class discussion focuses on strategies to understand and manage the risks of the project and organizational issues. In addition, the case teaches students good questions to ask when reviewing a complex project business case, and how to present a project for funding approval. This case is the second in a series of three cases designed to teach students ROI analysis for technology projects; the first is “B&K Distributors: Calculating Return on Investment for a Web-Based Customer Portal” and the third is the case “ROI for a Customer Relationship Management Initiative at GST.”

The case objective is for students to learn how to compute a return on investment (ROI) analysis for a large cost-containment technology project. Students learn the best practice of computing the range of possible outcomes (the best, worst, and expected case), and how to present the results to senior management. In addition, students learn how to incorporate important management issues of personnel reduction and technology project risk into an ROI analysis.

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: 1 April 2011

Teerachai Arunruangsirilert

– It is related to managerial accounting including style of management, evaluation method, risk management, responsibility accounting and reporting.

Abstract

Subject area

– It is related to managerial accounting including style of management, evaluation method, risk management, responsibility accounting and reporting.

Student level/applicability

– It is suitable for both Bachelor's degree and Master's degree students to apply their comprehensive knowledge of managerial accounting on the case with relevance for the courses including managerial accounting, cost accounting, cost analysis and managerial accounting seminars.

Case overview

– Information given by the case informs about the decentralized management structure and style of a data communication company, Data Communication Company Limited. The delegation of authorization is used as the main control of the company to monitor the performance of each department. The case study describes the company's specific methods as well as the monitoring procedures and the reports. In addition, it also addresses the management's concerns regarding risks as it relates to the current market situation.

Expected learning outcomes

– To study managerial accounting courses by using this case, it certainly enhances effectiveness and efficiency of accounting curriculum. This case specifically provides a realistic perspective, comprehensive information and solution capability relevant to real world challenges, which can be applied to managerial accounting.

Supplementary materials

– Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Mark Jeffery, Robert J. Sweeney and Robert J. Davis

In this return on investment (ROI) for customer relationship management (CRM) case scenario, students must calculate the ROI for analytic CRM enabled by an enterprise data…

Abstract

In this return on investment (ROI) for customer relationship management (CRM) case scenario, students must calculate the ROI for analytic CRM enabled by an enterprise data warehouse. The case is based upon a real-life consulting engagement with a major Fortune 100 telecommunications company. In this case the executive management team's strategic objective is to grow the customer base by 5 percent annually by customer acquisition. The internal rate of return calculated from the data given in the case is more than 800 percent for one year, and sensitivity analysis shows this is a robust projection, suggesting it should be funded without question. However, the strategy of the firm is customer acquisition in an environment of high customer churn. As a result of these dynamics, the revenues and net income of the firm are actually decreasing by hundreds of millions of dollars each year. A better solution would realize that the executive team has the incorrect strategic objective. Customer acquisition is the wrong approach in an environment of high customer churn and executives should focus on customer retention and cross-sell and up-sell to high-value customers. The case discussion therefore takes students beyond CRM ROI to focuses on the key strategic concepts of customer relationship management.

Students learn how to calculate return on investment (ROI) for analytic customer relationship management (CRM) initiatives. The case also discusses in detail the difference between operational CRM and analytic CRM. The case solution is relatively straightforward with a very good ROI. However, the true learning of the case is for students to understand the strategic context of analytic CRM and to question assumptions in any ROI model.

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: 1 January 2011

Harold Harlow

International strategy; finance; corporate innovation and technology management.

Abstract

Subject area

International strategy; finance; corporate innovation and technology management.

Study level/applicability

MBA/MA.

Case overview

This case's subject is global/international strategy and how investment decisions are made to enter new markets by global companies such as Vodafone Group Plc. The case follows the executive team that is assigned the task of recommending a course of action to invest in various mobile telephony businesses globally and how to set the criteria and strategy for investing.

Expected learning outcomes

The case targets graduate students in MBA and technology management programs and can be used in courses in Global Business, Strategy and Policy, Finance, Corporate Innovation and Technology Management. The learning outcomes are expected to be a clearer understanding of the broad political, technical, economic and socio-legal issues to be addressed as well as the firm level strategies employed by transnationals to expand into developing countries.

Supplementary materials

The case includes teaching materials as well as financial statements, explanations of technologies and demographic data for use in analysis.

Details

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

Keywords

Case study
Publication date: 20 January 2017

Mohanbir Sawhney

This case focuses on Cisco Systems' innovative probe-and-learn approach to using social media to launch its ASR 1000 Series Edge Router. The company had decided to eschew…

Abstract

This case focuses on Cisco Systems' innovative probe-and-learn approach to using social media to launch its ASR 1000 Series Edge Router. The company had decided to eschew traditional print and TV media in marketing the new product and had decided instead to focus its efforts entirely on digital marketing and social media to attract the attention of its target market. The case discusses Cisco's bold plan to launch the ASR 1000 Series “virtually, visually, and virally” and the digital tactics employed by the Cisco Systems marketing team to accomplish this ambitious goal. Business marketers normally adopt a more serious and traditional approach to marketing its products but in this case Cisco had decided to buck that trend by exploring digital tools and social gaming avenues which its target client—the technical community—were increasingly frequenting. Cisco's challenge lay in whether this new approach and resultant value proposition would resonate with its technical audience and give the ASR 1000 Router the kind of publicity it needed to have. The case is set at a time when social media was burgeoning as a promising way to engage consumers more deeply with brands and products, but marketers were still experimenting with the tools and tactics of social media for marketing.

Understand the relevance of social media for product launches as a function of contextual factors such as nature of product, media habits, and company credibility. Learn about the applicability of social media for business marketers in terms of its uniqueness, advantages and challenges. Recognize the relationship between campaign objectives and the value proposition for the product. Understand the evolution of social media marketing from a probe-and-learn approach to a strategy-driven process. The initial test and learn approach must be enhanced and become more strategic in the future.

Details

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

Keywords

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