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Case study
Publication date: 3 January 2017

Carolin Berlich, Felix Daut, Anna C. Freund, Andrea Kampmann, Benedict Killing, Friedrich Sommer and Arnt Wöhrmann

Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for…

Abstract

Synopsis

Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for transport and logistics at the time of the case (late 2013). The case “Deutsche Bahn AG: a former monopoly off track?” focuses on the opportunities and challenges faced by Deutsche Bahn with regard to its position in the German individual transportation market. On the one hand, Deutsche Bahn is facing external problems. Increasing competition in short- and long-distance traffic threatens its strong business position. The competition emerged from a growing long-distance bus market and the increase in private railway companies. During the last few years before 2013, Deutsche Bahn has lost several public tenders for individual passenger travel in Germany. On the other hand, Deutsche Bahn has internal problems that endanger its image as a service company. A lack of service quality and the technical condition of its trains has led to rising numbers of customer complaints. In addition, staffing and punctuality problems have exacerbated the situation. One of the main technical issues the company faces is that ordered trains have not been delivered on time. Given the focus on Deutsche Bahn’s domestic challenges, its international business activities are tackled only briefly. While regulatory and political events have an impact on Deutsche Bahn, these are not the main subjects of the case.

Research methodology

This case has been written from public sources. Consequently, no company release is provided. None of the information has been disguised in any way.

Relevant courses and levels

The case is intended for use in a 90-minute strategic management class attended by students at the end of their undergraduate studies or in postgraduate study. Although the case relates to issues in strategic management, the special regulatory environment and some of the issues covered could make the case a useful complement in other classes as well, such as classes in supply chain management (procurement) or the management of public companies. Therefore, students should have basic knowledge in developing strategies, management, marketing, human resource management, and finance.

Theoretical bases

Strategic Analysis and Strategic Management, Railroad Logistics, Deregulation of a former Monopoly, Stakeholder Theory.

Case study
Publication date: 6 September 2022

Işık Özge Yumurtacı Hüseyinoğlu, Deniz Kurtay, İrem Aşar and Serra Dilmaç

In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics…

Abstract

Learning outcomes

In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics requirements almost halved the annual number of shipments and the time needed for operation and documentation activities. In addition, reduced carbon emissions made this an environmentally friendly transportation model, in line with trends in society.

Case overview/synopsis

The basis for this case study was the analysis of Whirlpool Turkey’s transportation system for materials used in the production of white goods. Data obtained through fieldwork and cooperation with company consultants showed that some suppliers have high annual logistics costs. This inefficiency causes time loss and increases the total distance traveled and thus carbon emissions. In the case study, the current application created inefficiency in cost and time management, and therefore, after determining the factors that increase costs, different transportation solutions were developed accordingly.

Complexity academic level

This case is particularly designed for undergraduates in the final semester of management courses that specialize in supply chain and operation management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Entrepreneurship.

Study level/applicability

The case can be used to teach behavioural perspective of the entrepreneurship theory for the students of Master of Business Administration (MBA) level. The case may be equally important to teach the marketing and operational context to discuss the perspectives of small- and medium-sized enterprises (SMEs).

Case overview

A young Indian professional had left his lucrative job in the pharma industry to start his own business of a small training centre that trained and placed young graduates with various pharmaceutical companies as medical sales representatives (MSRs). Without borrowing anything from the financial institutions, he plunged into the business in a rented room of a school in Kolkata, India. With every sincerity and path-breaking strategy, his vocational centre, named Carreograph Institute of Management Studies (CIMS) became number one in eastern India in training and placing MSRs and managers. With a number of hand-picked professionals from the industry, this young entrepreneur changed the concept of training by introducing short-term courses like Diploma in Pharmaceutical Management to technically prepare pharmacy undergraduates with professional skills and industry overview, Post Graduate Diploma in Pharmaceutical Management to cater to the contemporary management needs of the pharma industry. For the first time in India, Carreograph launched MBA in Pharmaceutical Management in the distance learning mode, and this strategy revolutionised the concept of management teaching in India. With a huge success in MBA, Carreograph was on the verge of launching another path-breaking course, i.e. Bachelor of Business Administration (BBA) in pharma in the distance learning mode.

Expected learning outcomes

To analyse Tamal Chatterjee's entrepreneurial characteristics, motivations and expertise in the field and how these parameters support his proposed new venture, to consider the effectiveness of his entrepreneurial methods for finding out more about the proposed business area in which he is interested and to evaluate his idea of newly developed MBA and BBA programmes in terms of its expected acceptance among the student communities and consider if and when he should go ahead with expanding his current venture.

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. 4 no. 5
Type: Case Study
ISSN: 2045-0621

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

Abstract

Supplementary materials

Teaching notes are available for educators only.

Learning outcomes

Objective 1 analyse the internationalization process of Involys and compare it with the traditional theoretical analyses; Objective 2 analyse and learn from past successes and failures in Africa, building up a meaningful strategic analysis with a specific focus on: understanding the advantages and disadvantages of size (small and medium-sized enterprise (SME) suppliers/State Institutions customers); understanding the importance of institutional barriers and opportunities in this specific context; understanding and measuring the distances issues and the way they affect the company’s development Objective 3 learn to be creative and concrete in proposing feasible solutions to the Board of Involys.

Case overview/synopsis

Involys is a medium-sized Moroccan company designing and implementing enterprise resource planning (ERP) systems. It was co-founded in the 1980s by its present chief executive officer (CEO), quite a charismatic individual. As its listing on the Casablanca Stock Exchange, the company has set its main goal to develop its business on the African markets. This is a significant shift in commercial strategy for a company who has built its past success on working with Northern countries. Involys tries with its ERP system to accompany state-level reforms. The case study takes place in 2017, Involys has just lost a significant project in Cameroun, despite significant pre-sale investments, and is trying to build on its success in Gabon to accelerate and improve its competitive position in Africa. The case focusses on the internationalization process of a firm involved in long terms contracts and dealing mainly with institutions such as states or state departments. The issues of sizes, institutional barriers and distance should be specifically addressed in a south-south context.

Complexity academic level

Master’s degree executive training programs.

Subject code

CSS 5: International business.

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

Case study
Publication date: 6 December 2022

Kanchan Pant and Arunaditya Sahay

The case study “PVR Limited at a Crossroads” has been designed with the requirements of strategic management. The learning objectives are as follows:• Situational analysis …

Abstract

Learning outcomes

The case study “PVR Limited at a Crossroads” has been designed with the requirements of strategic management. The learning objectives are as follows:

• Situational analysis – understand the global and Indian media and entertainment industry PESTEL.

• Strategic planning – internal and external environmental analysis – strength, weakness, opportunities and threats (SWOT) analysis helps in achieving the strategic plan.

• Strategy development – to accomplish the turnaround plan, various alternatives are developed; choosing from the possible alternatives is a part of strategic planning.

Case overview/synopsis

PVR Limited (PVR) is the largest premium film exhibition company in India. In their annual report for 2019–2020, Chief Executive Officer Gautam Dutta acknowledged, “It was the first time in our more than two-decade history that we witnessed over 100 million patrons entering our premises in a year”. However, with the onset of Covid-19 pandemic in January 2020, things changed for the entertainment industry in India. There were fears of an eminent third wave and the detection of a new Covid-19 variant, Omicron, added to these fears. Being a major player in the game, PVR felt the impact. And even when the business started to reopen, social distancing remained a concern and ticket sales were impacted. Over-the-top viewership rose dramatically at the cost of the multiplex. The lockdown halted film productions worldwide, leading to a shortage of content. Other revenue streams, such as food and beverage, convenience fees and advertising, also came to a halt. Given the circumstances, Dutta was facing the twin dilemma of how to bring customers back to cinema in a post-pandemic world without in any way compromising the security of its patrons and keeping costs under control while investing in social distancing, safety measures and entertainment infrastructure to enhance the cinematic experience.

Complexity academic level

This case was written for use in Strategic Management classes at the undergraduate and MBA levels. It can be used in both management studies and executive development programs. It is suitable for courses on strategic management and strategic planning focusing on a turnaround strategy. Additionally, the case could be used in consumer behaviour courses in management as the focus of the case is well aligned with discussions related to change in consumer behaviour.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 28 November 2016

Vidhee Avashia, Sundaravalli Narayanaswami and Anurag Saxena

The subject area is operations management.

Abstract

Subject area

The subject area is operations management.

Study level/applicability

The case is to be used at master’s level, for example, MBA courses on operations management, operations research, logistics management and supply chain management.

Case overview

It was the morning of 20 September 2012 and the three directors of Distromed Bioclean Pvt. Ltd. were in the office discussing the developments from past night’s meeting with the Rajkot Chapter of the Indian Medical Association. They are a bio-medical waste treatment facility involved in collection, treatment and disposal services and charge yearly subscription fees. On 13 September 2012, fuel prices had gone up consecutively for the second year. Last year, the doctors resisted the fee hike and seemed reluctant this year again. In response, management of the company was looking for ways to minimize the total distance travelled by its fleet to reduce the operating cost.

Expected learning outcomes

The paper enables illustration of concepts of routing/scheduling and generation of optimal solutions in a realistic setting; and developing the understanding regarding the travelling salesman problem, Chinese postman problem and the entire family of vehicle routing problems and vehicle scheduling problems.

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 9: Operations and Logistics.

Details

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

Keywords

Case study
Publication date: 2 April 2015

Gina Vega

Abstract

Details

The CASE Journal, vol. 11 no. 2
Type: Case Study
ISSN: 1544-9106

Abstract

Subject area

International business or International marketing.

Study level/applicability

The case is recommended for undergraduate and graduate courses in the fields of international business and international marketing. The aim is to show students the problems that a family business in the animation industry faces while growing and internationalizing. Specifically, the case discusses the entry mode selection and market selection challenges faced by an emerging market company in the comic book and animation industry to operate overseas and compete with entertainment giants such as Disney and DC Comics. The case enables the instructor to discuss international market selection theories and evaluate entry modes. For graduate students, the international market selection can be further developed by using more robust concepts such as psychic and cultural distance.

Case overview

This case examines the trajectory of a pioneering company in the comic book and animation industries, and in the licensing of trademarks in Brazil. Mauricio de Sousa Productions was founded in 1959 and is considered to be one of the most successful cultural producers in the country. According to a leading Brazilian public opinion research agency, 97 per cent of Brazilian children and 96 per cent of their parents are familiar with the Monica and Friends characters. As one of the main players in the publishing market, with 86 per cent of market share, Mauricio de Sousa Productions has a product portfolio that goes beyond Monica and Friends comic strips: the company’s show on the Cartoon Network ranks third in audience viewing in the country and the company has produced animated movies, books, shows and games. However, despite its experience in publishing comic books in several countries, Mauricio de Sousa Productions (MSP)’s worldwide operations have not been as profitable and sustainable as expected. Aiming at expanding its global presence, MSP’s top management decided in 2014 to review the company’s internationalization strategy and operations to enhance the firm’s performance.

Expected learning outcomes

The case highlights the key factors facing firms when expanding from an emerging markets. Students are expected to discuss and evaluate options, thus developing their knowledge and decision processes related to family-owned business challenges and opportunities, international market selection theories and international market entry mode. Developing strategies to face challenges as those presented by competitors such as Disney should bring opportunities to students to think outside models and weigh risks. Finally, the case gives students opportunity to base their decision processes and evaluations on logistics problems as well as psychic and cultural distances. It also compels the students to appreciate the various challenges involved in exploiting international market with animation content and intellectual properties as a service.

Supplementary materials

Company presentation to use in the discussion introduction can be found in: www.monicaandfriends.com/content/video.php

Subject code

CSS 5: International business.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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