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Emerging markets – marketing and business strategy; social entrepreneurship; opportunity identification; frugal innovation.

MBA; marketing management; specialis ed courses such as entrepreneurship and international marketing. Data rich case, but analytical difficulty is only moderate.

Reboot Systems was conceived as a reverse engineering/refurbishing company for used computers when Rahul Chowdhury and Subbarao came in contact with Anand Tater who had started a small business in the used computer market. The team recognised the potential of the refurbished computer market in India, which was largely unorganised with penetration of personal computers pegged at less than 5 per cent. They identified the opportunity to address the digital divide, caused by lack of affordability and accessibility, by providing inexpensive “as good as new” used computers to those who aspired to own a computer. Additionally, in extending the life of used computers on a large-scale through “frugal innovation”, they hoped to reduce the extent of e-waste generated in the economy. This case provides a rich description of an emerging market characterised by market heterogeneity, social-political governance with poor policy measures, unorganised markets, chronic shortage of resources and inadequate infrastructure. Entrepreneurs hoping to address social issues must tackle these problems at the grass-root level and come up with improvised solutions that address the unique needs of the heterogeneous and resource constrained market. Some of Reboot Systems pressing challenges were in building a viable strategic approach to the market and ensuring scalability in a sustainable way.

An understanding of the characteristics of an emerging market from a macro (environmental) as well as micro (industry specific) perspective, an appreciation of opportunity identification and improvisation in emerging markets as well as differentiating “frugal” innovation from the idea of “Jugaad”, an understanding of the role of strategic vision and mission in accomplishing social and business objectives, an understanding of how to develop sustainability and competitive advantage from a social as well as business perspective.

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

Once a decision has turned out poorly—such as Merck's decision to launch and support the painkiller Vioxx—it is easy to criticize. However, are these bad outcomes the result of a good decision which turned out unlucky, or are they decisions where the bad outcome could have been predicted? This case follows Merck's pharmaceutical product Vioxx from initial development to launch and subsequent withdrawal, and considers the decisions made at each stage by the Merck executives involved. The case concludes by examining the financial impact of the Vioxx withdrawal on the company and on the Merck stock value.

This case allows the students to examine the various steps of Vioxx's development and launch. By doing so, they can consider whether the decision-making process broke down and why. By connecting the Vioxx launch and withdrawal to changes in Merck's cash flow and stock market value, the students can document the impact of such decisions on the value of the firm.

The blast at Beirut Port on the 4th of August was the cherry on the cake in a series of disastrous governmental failures manifested in the of lack of trust, an unprecedented economic crisis, hyperinflation, financial fallout, political bottle necks, toxic environmental situation and a vertical cleavage between the government and the people. The blast resulted in billions of dollars in losses both at the port and the surrounding Beirut area, destroyed more than 300,000 housing units, displaced their residents, ruined many artifacts of cultural heritage, injured thousands of people and killed hundreds. Definitely, it was a case of negligence in the storage of the Ammonium Nitrate, corruption, irresponsible leadership or all of these together. However, investigations are still underway to pinpoint the responsible individuals and to bring them to justice. This case looks at potential ways that could have prevented the blast, by questioning the reasons behind the non-voicing out of objections against the nature of the material stored unsafely for several years in Container 12 at the Port. Through the lens of Hadi Karim, a fictional character, the authors lead the readers to consider the disaster’s characterization, as well as applicable disaster management frameworks. The case also emphasizes the role of public leadership and leads the readers to consider measures and processes that could have been abided by to prevent the disaster.

Against the backdrop of the recent Beirut Port explosion, this case examines how events unfolded leading up to the tragedy, highlighting how it could have been avoided, as well as the managerial and ethical dimensions involved.

At the end of the case, students will be able to: 1. Characterize the disaster in terms of type and nature. 2. Analyze the blast by referring to the relevant disaster management frameworks. 3. Analyze the critical role of ethical and transformational leaders pre and post disaster. 4. Reflect on the role of employees in preventing disasters mainly through whistleblowing.

Shedding the light on an avoidable disaster, drawing lessons to avoid the occurrence of such events in the future, and raising awareness on disaster management and on whistleblowing as a tool in the ethical leader’s toolbox.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.