Search results

1 – 10 of 95

Abstract

Subject area

Strategic management.

Study level/applicability

Upper-level undergraduate courses or introductory MBA courses.

Case overview

The need to diversify the financial risks of his scrap metal business based in Georgia led Levan to invest in a diamond trading company in the UAE. He agreed to be a sleeping partner and provide the capital to Kewon, a diamond specialist with a wealth of experience in the field, in their joint attempt to build an international network of diamond trade. Despite several difficulties faced on the way, their company seemed to generate stable returns for more than five years. Yet following the surprising discovery of multiple organizational inconsistencies, Levan decided to end the partnership with Kewon and establish his own retail jewelry store to be managed by the members of his family. Ultimately, he was confronted with two important decisions regarding both his jewelry business and the diamond company in which he had previously invested a significant amount of capital. The decisions he was about to make were of critical importance for the future of these companies and the people who managed them. By walking readers through a series of triggering events, this case offers the opportunity to evaluate the effectiveness of managerial actions through the application of various strategic management tools and frameworks.

Expected learning outcomes

Upon completion of this case study analysis, students should be able to: estimate the complexities associated with the management of a partnership-based venture in the context of emerging markets; perform a detailed diagnosis of an entrepreneurial venture, applying relevant strategic management tools and techniques; evaluate the effectiveness of managerial actions and decisions at different stages of the organizational lifecycle; and demonstrate the importance of the strategic adaptation of organizations through the deployment of viable decision-making skills.

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.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 October 2011

Armand Gilinsky and Brent Trela

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

Abstract

Subject area

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

Study level/applicability

Undergraduate and MBA.

Case overview

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.

Expected learning outcomes

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.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 June 2023

Fernando Garcia, Stephen Ray Smith and Marilyn Michelle Helms

Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not…

Abstract

Research Methodology

Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not disguised.

The survey was developed using existing instruments from the Organizational Behavior and Human Resources Literature. Instruments were listed in Exhibits 2 through 7. The survey administration had the support of the Vice President for Resources and Facilities, and employees and their supervisors were given time to complete the surveys. The data gathered was analyzed by the researcher using SPSS statistical software.

Case overview/synopsis

Established in 1957, J&J started as a family-owned business but had grown and diversified its product offerings by focusing on commercial flooring. It survived several economic downturns and remained competitive in a market dominated by more prominent flooring manufacturers. J&J Industries strived to empower its 800 employees with various incentive programs. Employees remained loyal to J&J; many had worked for the company for over 15 years. However, management wanted to measure the impact of empowering and initiatives on employee performance and satisfaction to determine the real power of employee incentive programs. The Resources and Facilities Vice President employed Professor Lopez, a Management Professor, to develop a survey to measure these constructs and analyze the data to guide future incentive programs. Data from the employee and supervisor survey was provided along with the statistical analysis results for interpretation and recommendations for VP Fordham.

Complexity academic level

The target audience for this case is primarily students in a research methodology course and students studying quantitative regression analysis and interpretation. The focus is predominantly on graduate-level students in Master of Business Administration or Master of Accounting programs in business. Graduate students should have completed courses in management or organizational behavior, business statistics or quantitative methods or data visualization and cleaning as background knowledge for this case. Specifically, students should understand regression analysis and know when and how the tool is used for managerial decision-making.

Case study
Publication date: 12 April 2022

Stephanie Raible, Olugbenga Adeyinka, Sarah Holtzen and Megan Douglas

This case addresses stakeholder theory by asking students to consider the various entities that have a vested interest in Delta’s response to the passage of the Senate Bill (SB…

Abstract

Theoretical basis

This case addresses stakeholder theory by asking students to consider the various entities that have a vested interest in Delta’s response to the passage of the Senate Bill (SB) 202. Stakeholder theory holds that businesses are responsible to broader constituents in society and not only to stockholders/shareholders or owners. This perspective suggests that businesses do not exist to maximize profit alone but also to enhance society in their day-to-day decisions. To this end, stakeholders are defined as entities that affect or are affected by an organization’s decisions. Stakeholder theory is based on three arguments: descriptive, instrumental and normative arguments.

Research methodology

The information presented in the case was sourced from secondary sources, including both company and media publications. Several media sources from a breadth of political orientations were used to capture the complexity of the issue and the decision at hand. The case development and premise started at the Eastern Academy of Management 2021 Annual Conference Case Hackathon. The case was piloted by eight students (seven undergraduates, one graduate student) in two different courses at two institutions. The student feedback helped to highlight where clarifications were needed within the case and resulted in modifications to the exhibits, appendices and discussion questions.

Case overview/synopsis

On March 26, 2021, the media was buzzing about the passage of the Georgia SB 202, which included voting regulations perceived to negatively target black voters. As the head of the state’s largest employer, Delta Airlines’ Chief Executive Officer Edward Bastian found himself at the center of a heated political issue. While Delta had initially shown support for the bill, the rise in opposing voices and pressure to boycott Delta presented increasing pressure to think about its various stakeholders and potentially reevaluate the company’s handling of the situation. Should Bastiasn stay consistent with Delta’s initial support of SB 202, speak out to oppose it or remain silent?

Complexity academic level

Undergraduate students within business ethics or business in society courses are the best audiences for the case. The case may also be used in courses that have a portion of their content on business ethics or business in society; these related courses with subsections, modules or themes in this area may include corporate strategy, social responsibility and political activism.

Case study
Publication date: 3 July 2017

Brett P. Matherne and Jay O’Toole

This case uses Uber Technologies Inc. to engage students in a serious conversation about how a firm both affects its stakeholders and is affected by its stakeholders as well as…

Abstract

Synopsis

This case uses Uber Technologies Inc. to engage students in a serious conversation about how a firm both affects its stakeholders and is affected by its stakeholders as well as the role of strategic leadership in the amount of emphasis placed on ethical practices. Uber represents a visible high-growth startup that has received considerable positive and negative attention in the media; however, few people know of the extent of its aggressive management approach. Much of the publicity about Uber is both a direct consequence of and a direct consequence for stakeholder relationships. Students are asked to analyze Uber’s approach and offer suggestions for moving forward.

Research methodology

This case was created using secondary data sources. The issues for Uber that led the authors to write this case were not very flattering to Uber, and therefore, the authors decided to use secondary sources. Since Uber and many of its direct competitors were private companies, the authors collected as much financial data as the authors could from publicly available sources. Also, due to the contentious nature of some of the managerial tactics used within Uber, the use of secondary data sources was warranted.

Relevant courses and levels

This case was crafted with senior undergraduate students in strategic management as the primary audience, but is also relevant for MBA-level strategy courses as well. This case touches upon core content in the vast majority of undergraduate strategic management courses with a special emphasis on two concepts underrepresented in most strategic management textbooks, stakeholder theory and ethical decision making.

Details

The CASE Journal, vol. 13 no. 4
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 2 July 2018

Ralph Boe and Marilyn Michelle Helms

This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and…

Abstract

Synopsis

This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and resulting product quality issues during the late 1990s. The case profiles CI’s position in the UK marketplace as well as highlights the growing international competition from Europe and Mexico. Comparisons between customer’s preferences for carpeting in the USA vs the UK are included. Additionally, the case introduces first-mover advantages in the application of innovational ideas applied to a mature industry in another country.

Research methodology

This case study was written by the CEO of the company as the lead author. The case is not disguised.

Relevant courses and levels

This case is appropriate for undergraduate strategic management/business policy classes.

Details

The CASE Journal, vol. 14 no. 4
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 20 January 2017

Daniel Diermeier and Gregory L. Hughes

United Learning is a family-owned leader in the K-12 supplementary teaching material market. In January 2001, United Learning realized that sales for one of its flagship products…

Abstract

United Learning is a family-owned leader in the K-12 supplementary teaching material market. In January 2001, United Learning realized that sales for one of its flagship products, a drug and prevention program, were rapidly deteriorating because the program was not mentioned on a recently released U.S. Department of Education list of recommended products. United Learning must decide on which action to take: regain sales or focus on its other educational products--which are also threatened by changes in the regulatory environment.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 23 June 2021

Robert Myers

Applicable to both undergraduate and graduate courses in managing technology or sustainability.

Abstract

Study level/applicability

Applicable to both undergraduate and graduate courses in managing technology or sustainability.

Subject area

Technology strategy.

Business Model evaluation.

Sustainable technologies.

Case overview

In this case study, gas and electric utility holding company Southern Company has embarked on an ambitious experiment to learn more about energy usage at a household level, as well as community scale microgrids. Every minute, 62 homes in Reynolds Landing upload appliance and electrical outlet level data to Southern Company. How can Southern Company use this vast amount of data to promote energy efficiency? Are microgrids a key to creating a more sustainable and resilient energy future? At a higher level, how can microgrids impact or change traditional power generation business models like those used by Southern Company?

Expected learning outcomes

1. To explore why companies develop technologies that are counter to current business models.

2. To understand how new technology can lead to new business models for existing businesses.

3. To understand the drivers of company led R&D.

4. To discuss “technology push” applications. Where technology is developed and then a market or markets are sought.

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.

Social implications

Two parts here. The first is looking at sustainable energy solutions such as solar farms and micro-grids. The second is this case challenges students to ask how this research helps the 45% of consumers making less than $40,000/yr.

Subject code

CSS 11: Strategy.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 20 January 2017

Craig Furfine

In 2010 Drive Property Solutions, a special servicing firm in Chicago, had partnered with Spiner Capital to win an FDIC auction of distressed debt. Included in that auction was…

Abstract

In 2010 Drive Property Solutions, a special servicing firm in Chicago, had partnered with Spiner Capital to win an FDIC auction of distressed debt. Included in that auction was the defaulted mortgage note on Northwinds Community Crossing, a retail strip mall in suburban Savannah, Georgia, which had been in default since November 2009. Sam Schey, an asset manager at Drive, needed to decide how to maximize recoveries from the nonperforming loan.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 1 November 2018

Rodney Thomas, Stephen Rutner and Christopher Boone

This case study addresses a number of common transportation management issues. It provides an opportunity to analyse historical freight payment data in order to reduce…

Abstract

This case study addresses a number of common transportation management issues. It provides an opportunity to analyse historical freight payment data in order to reduce transportation costs and improve customer service, allowing students to utilise real freight payment data and order shipment history data to make recommendations that have strategic implications for both cost and service performance.

Details

Council of Supply Chain Management Professionals Cases, vol. no.
Type: Case Study
ISSN: 2631-598X
Published by: Council for Supply Chain Management Professionals

Keywords

1 – 10 of 95