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1 – 3 of 3Boris Urban and Stephanie Townsend
At the end of the case discussion, students should be able to:▪ Evaluate the relevance of community and networks to immigrant entrepreneurs.▪ Appreciate the entrepreneurial…
Abstract
Learning outcomes
At the end of the case discussion, students should be able to:
▪ Evaluate the relevance of community and networks to immigrant entrepreneurs.
▪ Appreciate the entrepreneurial journey of immigrant entrepreneurs in the South African context.
▪ Consider the challenges of the socio-economic environment affecting businesses in South Africa.
▪ Make an informed decision regarding how creating a family entrepreneurial ecosystem can mitigate business risk.
▪ Critically evaluate which strategies could exploit any further opportunities and grow the businesses.
Case overview/synopsis
In April 2022, Ahmed Mujtaba Razzak, director of Montage Interior Solutions, a design, building and construction company based in Mayfair, Johannesburg, was preparing for the official opening of the company’s newly-built Clifton Mall. Ahmed, whose family had immigrated to South Africa from Pakistan in 2004, had big goals for the mall: he wanted it not only to be profitable for his family, but also to help uplift the lives of the shop owners and the members of the surrounding community, many of whom were also from Pakistani immigrant families. Thus, instead of having to rent the units, shop owners were able to buy them under sectional title. The model promised the benefits of unit ownership for the shop owners and a quicker return on investment for Montage. As he prepared for the opening, Ahmed wondered whether he had set everything up for the venture to be able to achieve his goals.
The case study provided a deeper understanding of different challenges, approaches and strategies used in immigrant start-ups. The case study included various business and entrepreneurship themes focused on immigrant start-ups, strategy and diversification, family business and business growth. It also considered both individual and contextual factors influencing immigrant entrepreneurship, insofar as family and the business are “inextricably intertwined”, where the effects of social exchange between generations meant that successful enterprising families showed tremendous respect for the sensitive relations between the business and the family.
Complexity academic level
Postgraduate Diploma, MBA, Masters, Executive Education
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
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Keywords
Abstract
Subject area
Entrepreneurship.
Study level/applicability
MBA and masters in management.
Case overview
Raizcorp Chief Executive Allon Raiz was faced each day with many applications to join his business incubation prosperator programme. He knew what to look for in an entrepreneur, but it was not always “cut and dried”. In September 2012, he and his panel were considering an applicant who had passed all the tests with flying colours, and they were unanimous in their belief that he had what it took to be successful. His business, however, left them in doubt. It was a struggling IT support company, which they felt had no differentiating factors in an already overtraded industry. Raizcorp believed in “backing the jockey but not the horse”, which often meant having to change the entrepreneur's mindset and helping them explore new ideas. Would they be successful in this case? And was it worth the investment of time and resources? It worried Raiz, because he knew if the individual was to embark on a new venture, it would take some time before Raizcorp would see any return on its investment.
Expected learning outcomes
The case has the following objectives: to demonstrate understanding of the key concepts of entrepreneurship, to discuss entrepreneurship as a process, to analyse human and social capital attributes relating to successful entrepreneurship, to identify entrepreneurial motivations/cognitions/behaviours, to appreciate the key factors of successful entrepreneurship practices, to assess the relevance of the practice of entrepreneurship to individuals and society, to illustrate key ideas of entrepreneurship with reference to empirical case studies on entrepreneurship, and to analyse rigorously the RAMP model in the case study.
Supplementary materials
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Manoj Joshi and Apoorva Srivastava
Entrepreneurship, strategy, family business.
Abstract
Subject area
Entrepreneurship, strategy, family business.
Study level/applicability
MBA, PhD (Mgmt)
Case overview
DK Dies and Tools was set up initially as a tool room by its founder Krishna Verma. It manufactured machine parts, sheet metal tools, jigs and fixtures, plastic/rubber moulds and metal fabrications. The firm came to be known as DK Exports (henceforth DKX) when it was professionalized in the year 2003 for merchant exporting. Lately, after the founder's demise, professionalization had become a dire need when the firm faced with loss of customers, the market share was taken over by the Chinese, workers' expectations had risen, poor internal communications, search for dynamic capabilities and finally a need to diversify had arisen. Unexpected death of the founder had pushed the firm into doldrums. It was because of the founder's relationship and reputation in the market that the business prospered. Unfortunately, the tacit knowledge he possessed could not be handed over to his son Kunal, which led to complexes in business. Hence, there arose a need for internationalization for finding new customers and markets. Entrepreneurial orientation needed a change. The new Chairman, Kunal, had expertise in operations management, with his wife, Priyanka, looking after development via overseas collaborations. The firm had been struggling to create a two-tier top-level management to decide on operational issues, besides search for newer destinations for increasing the scale of operations.
Expected learning outcomes
To understand how multilevel entrepreneurship happens and the importance of translating tacit knowledge to explicit knowledge, especially at times when the founder has to pass the baton to the second generation.
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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