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Public sector management, policy-making, sustainable development, post-Communism.

The case is designed to be used with undergraduate-level and MBA/MPA students. With undergraduate levels, the case can be used on the subject strategic management. In MBA/MPA programs, this case can be used in subjects such as strategic planning for public administration. Here, it can be stressed as being about the problems faced by a country on the long road toward democracy. Issues to be discussed in class include: environmental scanning, competitiveness, public policies and strategic agenda.

At the most general level, the case allows for the analysis and evaluation of the strategy and performance of the Albania from 1928 to 2014 along economic, political and social dimensions, using the techniques of country analysis (see Country Analysis Framework, HBS No. 389-080). Depending on time limitations and the particular objectives of the individual instructor, the case can be used to explore all phases of the nation's development or, alternatively, to focus on a specific era, such as Albania, in the way toward a free market economy. The case provides a setting in which to explore the diamond model as a tool for analyzing competitiveness and setting the economic policy agenda. In the Albania case, we highlight diamond analysis in an emerging economy. Albania also highlights the transition from a planned economy to a market economy, and the importance of a cross-border regional integration in competitiveness.

The case is written to serve a number of purposes: Understanding the problems and challenges to sustainable development, especially in a post-communist emerging economy like Albania. The transition/changes that all policymakers have to go through in their efforts for sustainable development of the country. To discuss production factors and the importance of a growth model based on the production factors.

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Expected learning outcomes: To respond to the case question, students would analyze macro- and microeconomic differences to determine HC Securities’ preferred global strategy and appropriate market entry mode. The case demonstrates how instability in a local market, in this case Egypt, can force a company to go global. It also demonstrates how two superficially similar markets, Singapore and Hong Kong, provide different opportunities for HC Securities and require different global strategies: Singapore provides a jumping-off point to its predominantly Muslim neighbors Malaysia and Indonesia, whereas Hong Kong gives access to China and could provide a new customer base of Asian investors willing to invest in Africa and the Middle East.

Brief overview of the case: The case introduces the Egyptian investment company HC Securities, which is facing challenges related to Egypt’s political instability and economic slowdown. HC Securities’ CEO, Mr. Choucri, feels expansion to one of the Asia-Pacific countries could help with the company’s growth and stability. He identifies Hong Kong and Singapore as the most compelling locations because of their sophisticated economies and growth potential in the investments industry. This case provides information about each market, allowing students to respond to the question “What should Choucri do to assure a market-based solution for his company?”

Student level and proposed courses: The case is appropriate for use in undergraduate courses in international business or strategic management.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

International Business.

Retailing.

Undergraduate and Master's level business and management courses.

This case looks at the second largest oil company in India (Bharat Petroleum Corporation Limited (BPCL)) and examines an innovative services marketing concept that they introduced into the market in India for the first time, namely, one-stop truck shops. These new format truck-stops were targeted at the highway-based truckers in India who earlier had to stop off at multiple locations to eat and re-fuel increasing their on-road time and reducing their efficiency, much to the chagrin of their truck-fleet owners.

Students will be expected to build their knowledge of retailing in developing markets using the example of BPCL as a learning tool. The case examines differences in consumer behavior in developed vs developing markets, paying particular attention to the required need to differentiate the retail approach to suit the market.

Teaching note (with photographs).

This case features a prominent antidumping case in the United States against six of its major foreign shrimp suppliers. The case fits well in a discussion and analysis of the (welfare) consequences of protectionism, the basic case for free trade, and the political economy of protectionism.

International marketing, national competitiveness, strategic decision-making, wine.

Undergraduate and MBA.

The nationally important Georgian wine industry by 2008 was in a deep recession due largely to the continuing 2006 Russian wine embargo, prior to which Russia had been the largest export market for Georgian wines. Second World War-era Georgian wineries such as Shavteli (disguised), in the historic Racha-Lechkumi wine-producing region, were disadvantaged due to aging facilities, lack of tourist infrastructure, and inadequate capital to make needed changes to compete in the global markets for emerging economy wines. All nearby wineries faced continuing operating deficits, high inventory levels, and could lose much of their aging wine inventory to oxidation if they could not quickly sell more wine or convert the wine to brandy. To avert becoming another defunct producer, Shavteli needed a strategy. Industry observers were divided about whether Shavteli and its sister Georgian wineries should continue operating independently, seek government support, or form a marketing association to create new export demand. Students need to prepare a strategic plan for Shavteli and the Georgian wine industry.

Students should develop well-supported recommendations for competitive strategies in an emerging economy. Students should use strengths, weaknesses, opportunities, and threats and country competitiveness analyses to ascertain vision and mission, segmentation, targeting, positioning, and alliance strategies for international markets.

Teaching notes.

Marketing, new product launch and innovations.

Postgraduate students.

Maruti Suzuki India Ltd. (MSIL), established in February 1981, formerly known as MarutiUdyog Limited, is a subsidiary of Japanese automobile Manufacturer Suzuki. It has a market share of 37 per cent in passenger car segment in India. Its product portfolio ranges from entry-level Alto to hatchbacks like A-Star, Zen Estilo, etc. to sedans like SX 4 to sports utility vehicles like Grand Vitara. MSIL is always known for delivering value on these lines – low cost of acquisition, high fuel economy, less maintenance hassles and wide service network. MSIL is planning to launch its much awaited hatchback Celerio with revolutionary auto gear shift technology for the first time in India at an affordable price. Promotional campaign is yet to be completed. Online trends reflect the consumer trends of any country. During the Auto Expo Week, Maruti Suzuki Celerio became the most searched hatchback on Google in the subcontinent according to a report published by the Indian Express citing the Google Trends Report. One of the key success factor is communicating the right message to the customers so as to attract them. So, MSIL's challenge is to plan a product launch so as to spread awareness.

To discuss the ways in which the product may be differentiated, to acquaint students with the process of developing a slogan for the introduction of Celerio to the existing market, to explain the concept of segmentation to the students, to familiarize students with communication mix and to give the students an idea about need of digital communication to promote the product.

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Entrepreneurship; tourism and hospitality.

Junior or senior-level business students as well as graduate-level (MBA and/or EMBA) classes in entrepreneurship, small business management, strategic management, international business or international economics.

Cuban tour guides working for the communist Castro Government dream of working for themselves or leaving for the USA. Their story is contrasted by a visit to Cuba as told by a US business professor.

To compare entrepreneurship under capitalism that is slowly relaxing their communistic rules, to learn more about the island of Cuba and its potential for tourism and new venture creation, to understand the legal, social, political, historical and cultural barriers to entrepreneurship, to hypothesize or brainstorm potential new ventures for Cuba.

Teaching notes; photos also available upon request from the author.

The learning outcomes are as follows: examining the attributes and characteristics of successful entrepreneurs, understanding the biggest challenges entrepreneurs are facing in the process of developing their own business, understanding how to lead change and create competitive advantage in an emerging economy, identifying the challenges and pressuring the business in facing the retail industry and discussing and debating the challenge of diversification strategy and the risks associated with it.

It was year 2009 when the largest hypermarket in Albania, “Do it Yourself”, opened its doors to the public by bringing in Albania an important investment. This investment was significant for the country because it materialized in the midst of the world economic crisis. The company hired 500 employees, a big number for the size of the country. The 160,000 m² area facility is strategically located 6 km from Tirana International Airport and 8 km from the center of Tirana, the capital city. The interior of the Hypermarket Retail Store occupies 20,000 m² retail, 12,000 m² wholesale and 2,600 m² office space. The rest is green space and parking. Megatek carries a range of 51,000 products in different categories as homemade decorations, lighting and electrical, building materials, tools, gardening, heating and cooling, painting, wood and flooring. The products are available at a brick and mortar store and also online; the products are also home delivered. The company has been devoted to contribute to consumer education, quality service delivery and quality products at competitive prices. Armed with eight years of continuing success, Dionis was facing a critical decision. Should he expand or stand pat? Should he diversify the activity or maintain focus? Meanwhile, Megatek’s challenges on growing its business remain vivid. A couple of changes in the external environment ask for smart responses in the internal environment.

BA and Master level students.

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CSS 11: Strategy

Supply chain network design choices and the challenges in implementing and understanding how alternatives influence firm performance are key management skills that can be applied to the case of a global company, Kulicke and Soffa Industries, Inc. (K&S), and its expansion strategy. Suitable for the MBA, EMBA, GMBA, and executive education programs, the case explores the decision to expand the company's tool bonding capacity in order to manage its growth. The question becomes whether to grow current operations in Yokneam Israel or seek alternative sites. And if it was decided to seek a location outside of Israel, where exactly should the company go?

Family Business, Entrepreneurship, International Business and Marketing.

This case is intended for an undergraduate business student audience in courses dealing with Entrepreneurship, Family Business, International Business and Marketing.

TARA Trade, a Lebanese souvenir-item designer and distributor owned by two brothers, was facing hostile competition. The partners who operated the business from two different continents had to deal with multiple threats to maintain their market position in a region of the world riddled with political unrest, regulatory chaos and idiosyncratic (distinctive) socio-cultural business practices.

Students are challenged to identify solutions to the marketing concerns and analyse the partnership issues faced by the international ownership/management of the business.

Teaching notes are available for educators only. Please contact your library to gain login details or e-mail: support@emeraldinsight.com to request teaching notes.