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1 – 10 of over 2000Wendell E. Dunn and Scott Shane
This case describes how eight entrepreneurs discover different opportunities for new businesses to exploit a single technological invention. The case focuses on the process of…
Abstract
This case describes how eight entrepreneurs discover different opportunities for new businesses to exploit a single technological invention. The case focuses on the process of entrepreneurial discovery and its implications for the creation of new firms. Many of the teaching materials on entrepreneurship assume that entrepreneurs have already discovered an opportunity. While these materials provide useful information about the process of creating new enterprises, they miss the crucial first step in the entrepreneurial process: identifying an opportunity. The case illustrates the theoretical concept of the role of information in the discovery of entrepreneurial opportunities. It can be used in a class on entrepreneurship or management of technology.
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Shelley de Reuck and Geoff Bick
The case can be used in the subject areas of marketing, strategy, business model innovation in an emerging market. The case introduces a practical example of brand extension as a…
Abstract
Subject area of the teaching case
The case can be used in the subject areas of marketing, strategy, business model innovation in an emerging market. The case introduces a practical example of brand extension as a growth strategy employed by an existing brand to secure additional revenue channels and customer touch points.
Student level
This teaching case is aimed at postgraduate business students such as Master's degrees in Business Administration degrees, postgraduate diplomas, executive education, or specialist Master's degrees.
Brief overview of the teaching case
Kauai is a health restaurant with 150 stores across South Africa, Namibia and Botswana, more than 50% of which are franchise-owned. An acquisition of the original Kauai quick-service restaurant (QSR) chain by Real Foods in 2015 leads to a complete rebrand and overhaul of its product offering and store experience. Since the acquisition, the business operates as a startup with few formal processes and KPIs in place to drive performance. Despite the obvious success the team is battling with the factors that need to be considered to ensure that they can scale adequately to realise full potential. Plus how should they position the existing brand effectively within the FMCG space to maximise the contribution of brand equity to its success?
Expected learning outcomes
–The understanding around the business model of a strong, existing brand entering a highly competitive and price-sensitive FMCG.
–Analysing the marketing strategy and brand identity approaches that could be used.
–An understanding of the brand extension strategy that could be implemented in light of various challenges.
–Understanding how retail marketing works in an emerging market context.
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This case covers the framework and process to determine fair value as specified in International Financial Reporting Standards (IFRS) 13. It illustrates an instance in which…
Abstract
Theoretical basis
This case covers the framework and process to determine fair value as specified in International Financial Reporting Standards (IFRS) 13. It illustrates an instance in which auditors interpret the concept of fair value to be consistent with other principles in standards such as the principle of prudence in the conceptual framework. In addition, a lot of the discussion in the case is applicable to accounting education in any regulatory jurisdictions given the convergence of US generally accepted accounting principles (GAAP) and IFRS 13. In addition, while fair value accounting may have been designed to give investors more useful information, in practise it could involve highly subjective judgement and the resulting implementation may be affected by incentives of different stakeholders. The CK Tang’s case provides an excellent opportunity to discuss incentives of varies parties in determining the fair value in financial reporting decisions. In short, this case could be a good jumping-off point to talk about management and auditors’ incentives in financial reporting in general.
Research methodology
Publicly available information (e.g. financial reporting standards, corporate announcements and reports, news reports) was used as the basis for this case.
Case overview/synopsis
The case centres on an iconic Singaporean integrated retailing and property landlord entity: Tang holdings. As part of its succession planning, the company’s founding family decided to take its listing arm, C.K. Tang Limited (CK Tang hereafter), private in May 2006. The Tang brothers, who represented the controlling family, initiated several attempts to delist the company. The minority shareholders of CK Tang were unhappy that the offer price was below the net asset value of the company. The minority shareholders also highlighted that the reported fair value of the flagship Tang Plaza complex understated its highest and best use and might not possibly comply with International Financial Reporting Standards (IFRS) 13.
Complexity academic level
The case can be used for class discussions with undergraduate students or master students in intermediate accounting courses.
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Peter Moran, Daniel Han Ming Chng and Liman Zhao
Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in…
Abstract
Learning outcomes
Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in the FMCG industry; to analyze the core competencies of a company and understand their relevance in this fast-changing industry; to understand how to evaluate the pros and cons of a certain strategy and business model; and to develop strategic recommendations.
Case overview/synopsis
The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. The decision point of Case A, in early 2015, is how WinChannel can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms are the right solution for the increasingly digitized FMCG retail industry in China. The decision point of Case B, at the end of 2017, is how could Huixiadan’s business model be sustainable and what it should do to withstand the competitive threats even as it tries to exploit opportunities in the traditional FMCG industry in China.
Complexity academic level
It can be used with 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.
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Syed Zamberi Ahmad and Abdul Rahim Abu Bakar
Strategic marketing, Business strategy, Product diversification strategy and/or Market entry strategy.
Abstract
Subject area
Strategic marketing, Business strategy, Product diversification strategy and/or Market entry strategy.
Study level/applicability
This case is useful for undergraduate and postgraduate students who are pursuing majors in marketing, business management and/or strategic management.
Case overview
The Emirates Dates Factory commenced operations in 1989 in Ras Al Khaimah, United Arab Emirates (UAE), as a 100 per cent equity held by Mr Abdullah Al Shamsi. Over time, it has become one of the best and renowned factory for date production and processing. Emirates Dates derives its strength from its own plantations in Ras Al Khaimah and Al Ain, as well as from a wide variety of date products that it develops, including date syrup, dates in different packing and stuffed dates. The company seeks to be the leader of dates production and processing in terms of sales. However, the management is facing issues pertaining to determining the area of growth that it should pursue. This case study illustrates the growth options that Emirates Dates could pursue along with its opportunities and challenges that the firm faces.
Expected learning outcomes
This case study expose student to Ansoff growth matrix in general and the application of the market penetration strategy in specific. Accordingly, the case illustrates how one could develop other growth strategies to improve its revenues through product diversification and/or market development.
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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Amy Fisher Moore and Tracey Toefy
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Abstract
Study level/applicability
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Subject area
Social entrepreneurship, social inclusion, business model innovation, sustainability, strategy design and strategy execution.
Case overview
The case explores the development of MITTI Café, an organisation that trains and employs individuals with intellectual, physical and/or psychiatric disabilities to work in inclusive kitchens and cafes in India. The protagonist is the founder of the café, Alina Alam, who has won several international awards for her work. The case highlights Alam’s approach and how she is trying to challenge societal and business perspectives relating to disability. From 2017 to 2021, Alam has scaled and operationalised the business, building her core team, leveraging several partnerships with stakeholders and putting into place offerings, processes and procedures that created a sustainable business model and blueprint.MITTI Café aligns itself with several of the Sustainable Development Goals (SDGs), with sustainability and social impact at the core of its strategy. As Alam considers the future in July 2021, what else needs to be taken into consideration to scale either within India or abroad?
Expected learning outcomes
Following reading and exploring the case, students should be able to identify how social exclusion and inclusion manifests in a business context, and how social entrepreneurship ventures such as MITTI Café can address this challenge; identify capabilities in the context of people with disabilities; recognise how stakeholder relationships can be leveraged as a force for good and for growth, and address SDGs through social enterprise; identify and categorise resources and capabilities within organisations; evaluate opportunities for growth and scale.
Social implications
The case explores how the protagonist is challenging the concept of “ability” and through her work with the differently abled providing scalable opportunities for social inclusion and dignity.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
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Rashmi Aggarwal, Harsahib Singh and Vinita Krishna
The case is written on the basis of published sources only.
Abstract
Research methodology
The case is written on the basis of published sources only.
Case overview/synopsis
Doodlage, a start-up incorporated in 2012 by Kriti Tula, Paras Arora and Vaibhav Kapoor, used discarded waste to create sustainable fashion products. It had a first-mover advantage in recycled fashion goods in the first 10 years of its existence. The company contributed to sustainable fashion by providing an alternative to fast fashion production, creating enormous clothing waste and environmental degradation. In the first quarter of 2022, it saved and reused 15,000 m of fabric waste. From 2018 to 2021, the company grew 150% annually, targeting the right customers and regions to expand its business. It ensured that postproduction industrial waste and postconsumption garments were used to produce clothes. It also confirmed that the waste generated in its fabric screening process was used to create stationery items and other valuable accessories.
However, the sustainable fashion model that gave the company a competitive advantage became obsolete in 2022 due to increasing competition in the industry as various players using unique ideas entered the market. The company is encountering operational and logistical challenges that are affecting its performance. The demand for its products was also subdued due to high prices of upcycled and recycled clothes and less consumer spending post-COVID pandemic. The competitors of Doodlage offered multiple products produced using environmentally friendly farming and manufacturing techniques, attracting sustainable purchasers. What should be the new portfolio of products for the company to explore future growth opportunities? Considering their vast price, can consumers be encouraged to buy upcycled clothes? How should the company ride the winds of change in the industry?
Complexity academic level
The instructor should initiate the class discussion by asking questions such as how frequently do you shop for clothes? Do you care about the fabric of your apparel? After you discard your clothes, do you think about where these goods finally end up? Data on the amount of total waste generated in the fashion industry should be communicated to students to connect it with the importance of the concept of circular economy. Post this, the instructor should introduce the business model of Doodlage to bring the discussion into the context of the fashion industry before going ahead to discuss the company’s dilemma.
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Banking, Emerging Markets, Innovation.
Abstract
Subject area
Banking, Emerging Markets, Innovation.
Study level/applicability
Undergraduate Business students and MBA students.
Case overview
This case describes the creation of YES MONEY: a domestic remittance service for migrant workers. Broadly, the case is about conceiving and deploying an information and communication technology-based solution for financial inclusion. It describes how Anand Bajaj, chief innovation officer at YES BANK, created a solution for migrant workers who wished to send their money to their families in rural India.
Expected learning outcomes
Gaining a better understanding of the process of creating new services, especially in the banking industry. Understanding the context in which YES BANK operated when it created YES MONEY. Drawing general lessons that can be applied to innovation, especially in emerging markets.
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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Christopher Lenard and his longtime friend, Kimberly Slater, are exploring the idea of developing a student-housing complex near the University of Wisconsin, Madison, by…
Abstract
Christopher Lenard and his longtime friend, Kimberly Slater, are exploring the idea of developing a student-housing complex near the University of Wisconsin, Madison, by replicating Slater's highly successful, similar development near the University of Florida. Madison seemed to present attractive market and demographic conditions for investment in student housing in the summer of 2012. But before committing a large share of his personal wealth to the project, Lenard needs to conduct a more careful analysis of its potential risks and returns. By putting themselves into the shoes of a budding real estate entrepreneur, students will evaluate both the merits and pitfalls of various approaches to the financial analysis of real estate development projects.
After reading and analyzing the case, students will be able to:
Evaluate the fundamental economic determinants driving the potential gains to real estate development
Explain the merits and deficiencies of tools that can be applied to the financial analysis of real estate development projects, including financial feasibility; developing to a yield on cost; net present value analysis; and real options.
Evaluate the fundamental economic determinants driving the potential gains to real estate development
Explain the merits and deficiencies of tools that can be applied to the financial analysis of real estate development projects, including financial feasibility; developing to a yield on cost; net present value analysis; and real options.
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Sanjay Kumar Kar and Subrat Sahu
Marketing - value proposition and value delivery, switching cost, customer acquisition and retention, positioning, pricing, distribution and retailing, role of trust and…
Abstract
Subject area
Marketing - value proposition and value delivery, switching cost, customer acquisition and retention, positioning, pricing, distribution and retailing, role of trust and transparency to build sustainable relationship in B2B context, and efficient service delivery.
Study level/applicability
Undergraduate and graduate students in marketing, business administration, strategy, retailing, B2B marketing, services marketing and general management courses. Also, it can be used for executive management/training programmes.
Case overview
The case focuses on an existing scenario of a natural gas business in Gujarat, India, in order to provide understanding of marketing challenges, especially in the B2B context, faced by organisations in this evolving business environment. The case examines the strategies and policies implemented by the company and their impact on the customer. The case presents reactions and responses from the concerned customers. The case illustrates the criticalness of understanding customer expectations and designing and delivering customer centric strategies to sustain market leadership in an evolving and competitive market.
Expected learning outcomes
The case study enables the students to understand and analyse: the current business environment; the important factors impacting natural gas business; economic analysis of energy; opportunity and challenges for doing cleaner and greener business; role of cleaner fuel to reduce carbon footprint; and carbon credit impacting top line and bottom line of a customer. The case provides students the opportunity to understand and analyse the importance of switching costs to acquire a new customer; and devising and implementing marketing strategies to expand customer base and enter into new territories.
Supplementary materials
Teaching notes.
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