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1 – 10 of 202Yuliya Polozhentseva, Ulzhan Kazybekova, Madina Subalova and Anjan Ghosh
The learning outcomes are as follows: to understand the internal processes that take place in social media influencers operations; to evaluate the role communication and planning…
Abstract
Learning Outcomes
The learning outcomes are as follows: to understand the internal processes that take place in social media influencers operations; to evaluate the role communication and planning in the social media marketing process; to discover the importance of social media as a pinnacle of new communication mix tool; to make strategic decisions in managing a social media account; and to highlight how the team internal interactions could determine the success and profitability of the social media influencer.
Case overview/Synopsis
Case deals with the growth and managing issues faced by the social media influencers in Kazakhstan. The case shows the other side of social media marketing, where the main focus is shifted from the corporate clients, who use social media influencer, toward the influencers themselves and challenges faced by them. Hence, the case reveals the story of Jokeasses team, who are based in Kazakhstan with significant following both on Instagram and YouTube platforms. The decision-making dilemmas in the case focused upon not only the issues of brand formation but also how online brand could be transferred into profitable enterprise.
Complexity academic level
Bachelor
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.
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Milind Chittawar and Srinivas Gunta
Teaching Note includes case synopsis, assignment/discussion questions, suggested readings, teaching plan, methodology, case analysis, what happened, references and data in…
Abstract
Supplementary materials
Teaching Note includes case synopsis, assignment/discussion questions, suggested readings, teaching plan, methodology, case analysis, what happened, references and data in exhibits.
Learning outcomes
Appreciating the role of process innovation in enabling growth; Understanding why replication is time consuming and not straight-forward; distinguishing formal and informal dimensions of coordination-mechanisms; Analyzing the differences in replication using template and principles.
Case overview/synopsis
Entrepreneurs desire to grow their businesses. They look for opportunities, in this case, when an opportunity came in year 2006, the entrepreneur successfully en-cashed. This lead to formation of a strategic business unit (SBU) that grew faster and also became role model. However the main SBU, for which the firm is known, continued past legacy. It is only when they found it difficult to grow, they decided to emulate. However, transition was not easy, it took much higher efforts. In the transformation, the older-SBU found that it is only inspiration, direction and fundamental principles that they can take from the newer-SBU. They have to fight their own battle and evolve solutions themselves. The older-SBU finally did succeed in the replication. The case experiences decision-making on template versus principle route to replication giving the participants enough exposure and thinking on the subject.
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.
Complexity academic level
For MBAs and working professional’s training.
Subject Code
CSS 3: Entrepreneurship
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Miroslava Ivko Jordović Pavlović, Siniša Ranðić and Lidija Paunović
Management, Information technologies.
Abstract
Subject area
Management, Information technologies.
Study level/applicability
Courses at the senior university level in social and organizational sciences.
Case overview
This case aims to observe modes, levels and specific problems in application of information technologies in informing, information sharing and collaboration as important aspects in ensuring quality in control of the processes that occur at school. Some deficiencies in application of information technology within these processes have been identified and alternatives to solving them have been offered. The discussion concerning the solutions was performed according to the parameters that were singled out as important in the analysis of the problems. A school that is recognized in Zlatibor region and elsewhere in Serbia for its advanced development tendencies was selected for the case study. The proposed solutions are practically applicable in any work collective.
Expected learning outcomes
Modern management strategy in education; the importance of process management in insuring quality of whole management system; the importance of implementation of modern information technologies in school management system.
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.
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Biju Varkkey and Farheen Fathima Shaik
The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder…
Abstract
The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder leveraged the presence of his family in Renigunta, a rural village in South India, and chose to start the industry there to create employment opportunities. Preference is given to local population in all ARG enterprises. Despite its strong people orientation, the HR department/function at ARG got strengthened only after Jaikrishna strived to make it central to business. The department's evolution has been demarcated in three phases. The first and second phase saw few initiatives, and during the third phase the HR department was structured according to the Dave Ulrich Strategic HR Model. While this structure had been successful until now, certain sections in ARG still doubted its sustainability.
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Aasha Jayant Sharma and Debopriyo Dey
Marketing; Business Expansion Strategy
Abstract
Subject area
Marketing; Business Expansion Strategy
Case synopsis
Rahul Hazarika, the owner of One Stop Kitchen (OSK), was convinced that expansion of his cloud kitchen had to be aligned at various fronts to compete. He was juggling with thoughts of expanding from B2C to B2B model, whether to expand in the same city or other cities or to introduce new variants in existing B2C so as to use and leverage the existing customer base and network. The competition was growing ablaze, and most of the orders were procured from the third-party aggregators, leaving little chance for OSK to connect to its customer base directly. The growth potential in this upcoming sector was undeniable, and Hazarika was continually trying to bring in relevant business practices to maintain the momentum. The case deals growing cloud kitchen business problems and covers business concepts such as business expansion strategy, product profiling and marketing strategies.
Learning objectives
Students will understand strategies for a Online startup Business in the Cloud Kitchen category. The concept of Product Profiling is also dealt with in the case.
Complexity academic level
Suitable for PG- and Executive-level courses.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
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Keywords
Jenson Chong-Leng Goh, Adrian Saville and Caren Scheepers
This teaching case is specially designed for students who are in their advanced stage of their undergraduate business degree program. It can also be used in a Master of Business…
Abstract
Study level/applicability
This teaching case is specially designed for students who are in their advanced stage of their undergraduate business degree program. It can also be used in a Master of Business program.
Case overview
This teaching case documents that roller coaster ride of failures and success of OneLogix (a niche logistic service providers) from its birth in 2000 till present day. It seeks to present a rich contextual information about how difficult it is for businesses to survive and become profitable in South Africa.
Expected learning outcomes
On completion of the case, students will be able to analyze the external environment of an organization, determine what factors will impact the organization’s profitability and survivability, analyze the evolution of an industry, apply and discuss how the evolution of an industry can affect an organization’s profitability and survivability, explain the difference between entrepreneurial versus efficiency management approach, discuss how each approach will conflict the other and identify ways that can harmonize the two approaches, explain strategies for organization to develop capabilities to be responsive to changes in its business environment and compose and apply strategies according to the contextual information provided within the teaching case.
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
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Soroush Dehghan Salmasi, Arash Khalili Nasr and Yashar Dadashzadeh
After completing the case, students will be able to understand the reasons for the lack of successful strategy implementation in companies, especially engineering, procurement and…
Abstract
Learning outcomes
After completing the case, students will be able to understand the reasons for the lack of successful strategy implementation in companies, especially engineering, procurement and construction (EPC) and general contractors in Iran’s oil, gas and petrochemical industry; understand the importance of alignment as an organization capital in successful strategy implementation and familiarize themselves with assessing the alignment readiness of companies; understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential theories of leadership in the world of management and familiarize themselves with assessing leadership readiness using this theory; and understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential models of organizational culture in the world of management and understand how to assess the readiness of organizational culture in companies.
Case overview / synopsis
This case discusses the reasons for strategy implementation failure at PetroSahand International Group, one of the most prominent EPC and general contractors in the oil, gas and petrochemical industry in Iran. This case also examines organization capitals such as alignment, leadership and organizational culture, the three most important factors for the successful implementation of strategies, at this company. PetroSahand is an international, project-oriented company that has been able to successfully complete more than 100 large domestic and international projects during its four decades of activity. However, the company is currently facing many difficulties such as overdue debts and projects.
Complexity academic level
The target audience of this case are graduates and undergraduates in the courses of Strategic Planning, Strategic Management, Strategy Implementation, Strategy in Action and Change Management. Additionally, this case study can be useful for senior managers of companies and can help in the successful implementation of strategies as well as improving their company’s alignment, leadership and organizational culture.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
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Keywords
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case…
Abstract
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.
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Joseph Khoury and Luciano Barin-Cruz
Sustainable development (in under-developed rural communities).
Abstract
Subject area
Sustainable development (in under-developed rural communities).
Study level/applicability
Bachelor's degree.
Case overview
The case follows six young adults from Quebec, who are mandated with a three-month agro-environmental project in the fight against desertification and poverty, in Kamaka, a village in the Sahel region of Mali. The project's central element is the development of a community garden that would ensure the diversification of the community's nutritional diet, and the rehabilitation of the environment. The mandate also consists of various environmental awareness workshops pertaining to efficient energy consumption, composting, and solar food drying techniques. The project, in its fourth year of collaboration between the Quebec organization and their local Malian partner, does not seem to have been yielding the desired results. The team is faced with the challenges of understanding the opportunities and limitations of the project so that they can try to succeed where previous teams have failed; while overcoming the organizational and logistical shortfalls that they faced prior to the start of their work, as they simultaneously struggled to adapt to their totally new context.
Expected learning outcomes
How to prepare for, approach, and carry out local community development projects – environmental and/or social – in under-developed regions such as Mali. Mainly, how to create a shared vision with the concerned community; build an effective multi-stakeholder network; and ultimately co-create sustainable value (as per the proposed Senge model).
Supplementary materials
Teaching notes and short documentary online link.
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Keywords
This is the first implementation of Revenue Management System in a major international hotel chain in India. The case describes the history of development, corporate story of…
Abstract
This is the first implementation of Revenue Management System in a major international hotel chain in India. The case describes the history of development, corporate story of overdrive for profit, system integration issues. It describes two components of a revenue management system, forecasting and optimization. It also raises several questions that need to be addressed before implementing a RMS.
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