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Entrepreneurship, innovation, change management.
Abstract
Subject area
Entrepreneurship, innovation, change management.
Study level/applicability
Undergraduate and Postgraduate Business and Management.
Case overview
This case study focuses on the development of a young entrepreneur in an indigenous industry in Dubai, United Arab Emirate. His entrepreneurial zeal resulted in the creation of a culture of innovation. His fascination for change spurred him to develop new products and he won accolades for innovation.
Expected learning outcomes
This case can be used to teach entrepreneurial development, innovation and change management.
Supplementary materials
Teaching notes are also available.
Details
Keywords
Sebastian Prim and Mikael Samuelsson
The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase…
Abstract
Subject area of the teaching case:
The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase as well as the complexities, unexpected costs, and benefits that growing a business can bring.
Student level:
The case is aimed at MBA or Master-level students or executive education programmes as part of a strategy or entrepreneurship module.
Brief overview of the teaching case:
Lattice Towers is a South African company in the telecommunications infrastructure sector. They are struggling to generate sufficient cash flow to sustain operations as a result of poor strategic decision-making regarding tower-build site acquisition. To compound matters, the owner has been struggling with health issues related to the stress caused by the crises that Lattice Towers is going through. Recently, however, a multinational publicly listed behemoth in the telecommunications industry, Helios Towers, offered to acquire the company. The acquisition offer seems like a saving grace to the owner; however, Lattice Towers is deeply personal to the him and he would not like to lose the brand. Furthermore, there is a tremendous opportunity for business growth due to the imminent increase in demand for tower infrastructure. But based on the challenging financial position the business currently finds itself in, he might not have the option to keep the business.
Expected learning outcomes:
To develop a decision-making framework and strategy to navigate the business life-cycle stages, from survival to growth
Understand the concepts of uncertainty, risk, and liquidity premiums that apply to entrepreneurship
Understand the stress-related implications for entrepreneurs
Understand the psychological costs and benefits of entrepreneurship
Understand the personal financial implications for entrepreneurship
Details
Keywords
Dhiraj Mathur, Gopalakrishnan Narayanamurthy and Tuhin Sengupta
Learning outcomes are as follows: to understand the need for a small business to expand geographically; to evaluate the business dynamics and challenges faced by an entrepreneur…
Abstract
Learning outcomes
Learning outcomes are as follows: to understand the need for a small business to expand geographically; to evaluate the business dynamics and challenges faced by an entrepreneur during the business life cycle; and to analyze the geography and create a growth strategy for small business setup in a phase where competition is moving from a moderate to an intense stage.
Case overview/synopsis
Polymatic Plastics & Packaging (PPP), a proprietorship firm of Mr Shantanu Kalia at Ludhiana, Punjab, India, was formed in 2016 and is involved in the manufacturing of bubble packing and stretch films. Growing business and competition have created both unique challenges as well as propositions for PPP. While growth in business is encouraging Shantanu to secure more contracts for his manufacturing unit, increased competition within Ludhiana is also creating a dilemma to either compete on home turf with USPs ranging from product quality, pricing and superior turn-around-time or explore additional geographies and expand horizontally.
Complexity academic level
The case is suitable for courses on entrepreneurship and geography strategy in graduate business programs. The case is also suitable for executive program for budding entrepreneurs seeking to explore specific service/product as a potential business proposition and building their business around it.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
Details
Keywords
Joffi Thomas, Ashok Pratap Arora and Rajen K. Gupta
Transforming a production-oriented firm into a marketing-oriented firm; aligning marketing strategy of local companies in globalizing emerging markets; creating sustainable…
Abstract
Subject area
Transforming a production-oriented firm into a marketing-oriented firm; aligning marketing strategy of local companies in globalizing emerging markets; creating sustainable competitive advantage.
Student level/applicability
Post graduate management courses in marketing management, strategic marketing, international marketing, business strategy.
Case overview
This case is about how the leader in the Indian paper industry, Ballarpur Industries Ltd (BILT), is proactively transforming a production-oriented firm to a marketing-oriented firm to compete in the globalizing emerging market scenario, in the wake of economic liberalisation. It requires the participants to evaluate the impact of marketing initiatives made, and align BILT's marketing strategy to leverage it's strengths and help create sustainable competitive advantage.
Expected learning outcomes
To understand the need for local companies in emerging markets to proactively align marketing strategy to build competitive advantage in the globalizing industry.
Supplementary materials
Teaching notes.
Details
Keywords
Alice M. Tybout and Julie Hennessy
In 1999 TiVo was preparing to launch its digital video recorder (DVR) in the United States. The company's goal was ambitious: it hoped to revolutionize how Americans watched…
Abstract
In 1999 TiVo was preparing to launch its digital video recorder (DVR) in the United States. The company's goal was ambitious: it hoped to revolutionize how Americans watched television and to become a central player in the emerging interactive TV industry.
Although it had a technological advantage, TiVo faced one competitor (ReplayTV) and potential entrants such as Microsoft, so its success was far from guaranteed. Evidence suggested a bright future for the company, however; the concept had attracted $240 million in venture capital, and market research indicated a uniquely high level of consumer interest.
TiVo needed to capture the first-mover advantage and build its sales and brand as quickly as possible to support the company's IPO, which was planned to take place within eighteen to twenty-four months. TiVo's positioning at launch would play a key role in determining its success.
After analyzing and discussing the case, students should be able to:
Use analogies appropriately to forecast demand
Use various marketing research techniques to make appropriate inferences about the challenges to consumer adoption of an innovative product
Develop multiple frames of reference and discuss the merits of each
Develop multiple points of difference and discuss the merits of each
Develop multiple positioning statements and discuss the merits of each
Use analogies appropriately to forecast demand
Use various marketing research techniques to make appropriate inferences about the challenges to consumer adoption of an innovative product
Develop multiple frames of reference and discuss the merits of each
Develop multiple points of difference and discuss the merits of each
Develop multiple positioning statements and discuss the merits of each
Details