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1 – 4 of 4Samenthea Pheko, Geoff Bick and Claire Barnardo
The Toyota Hilux case has been designed to show the complexities associated with managerial decision-making in a highly competitive vehicle market in South Africa. The case…
Abstract
Subject area
The Toyota Hilux case has been designed to show the complexities associated with managerial decision-making in a highly competitive vehicle market in South Africa. The case centres on the challenges the Toyota Hilux faced in sustaining its market leadership position amid intense competition from its rivals and changing customer preferences.
Study level/applicability
The case is suited to marketing and strategy students who are eager to demonstrate their critical thinking and managerial decision-making skills as part of their Masters of Business Administration (MBA) and Executive MBA academic programmes, and delegates on Executive Education programmes.
Case overview
The teaching case focuses on the Toyota Hilux brand and the various business dilemmas that Calvyn Williams, sales and marketing manager, and his team experience prior to the launch of the next Hilux: the fierce competition from other brands and the various marketing strategies used.
Expected learning outcomes
The objective of this teaching case is to afford students a “hands-on” understanding and appreciation of the challenges faced by market leaders in sustaining their dominance and selecting the most appropriate strategies for market leaders to adopt in extremely competitive environments such as the South African vehicle market.
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 8: Marketing.
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Keywords
Beauvais R. Anderson, Joe Anderson and Susan K. Williams
The discussion questions relating to the case focus students’ attention on breaking away from the intuitive/emotional “boom mentality” driving their business decision and ask them…
Abstract
Theoretical basis
The discussion questions relating to the case focus students’ attention on breaking away from the intuitive/emotional “boom mentality” driving their business decision and ask them to focus more on analytical decision criteria to support their “go” or “no-go” decisions.
Research methodology
The authors interviewed one of the partners of Burned-N-Turned several times and read the partners’ brief business plan for the food trailer.
Case overview/synopsis
Partners are wrapped up in the “boom mentality” in the Bakken oil fields in 2011 and jump into their decision to open a food trailer restaurant to serve the oil field workers and others. But have they omitted important considerations for their business decision?
Complexity academic level
The study is appropriate for undergrad strategic management courses. The authors have tested the compact case in three sections of capstone senior-level strategic management courses.
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Development of legitimate teaching cases demands cases be factual, that is that they use “real people, real companies, real situations,” and, usually, present time. Rarely, do…
Abstract
Development of legitimate teaching cases demands cases be factual, that is that they use “real people, real companies, real situations,” and, usually, present time. Rarely, do cases deal with historical happenings in which lives, as well as fortunes, could be lost to achieve desired ends. History provides rich material on which to build teaching cases with the added advantage of acquainting students with the past and the influence the past has in shaping the future. Answers to the question of “Why use historical teaching cases” are related to the more general question of “Why study history.” Both questions are addressed.
Kenneth M. Mathu and Caren Scheepers
The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable…
Abstract
Subject area
The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable supply chain, corporate social responsibility and sustainability courses.
Study level/applicability
The target audience is includes post-graduate diploma-level or master’s level students, such as in Masters in Business Administration.
Case overview
The case focuses on the dilemma that Phiwokuhle Mhlangu in Mpumalanga, South Africa, faced when his company’s board had not signed off on capital expenditure to improve his colliery’s clean coal technology initiatives. He had to influence his colleagues’ mindsets to adapt to changes in the environment. The case highlights the global coal landscape and South African mining industry’s challenges in terms of infrastructure and strained labour relations, as well as the focus of the South African Government to enhance alternative energy resources. Although a clear business case for investment in clean coal technologies was evident, Mhlangu could still not persuade his colleagues to support these initiatives. A different approach was required […]
Expected learning outcomes
The learning objectives in this case are: gaining insight into the dilemmas of sustainability in coal mining by exploring various interest groups in difficult sustainability situations and enhancing understanding of getting a buy-in from various stakeholders when leading change in the coal-mining sector.
Supplementary materials
A teaching plan and particular teaching methodologies is included. The two learning outcomes are posed as questions for groups to discuss and model answers are provided and to relevant literature.
Subject code
CSS 7: Management Science
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