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Case study
Publication date: 31 July 2017

Farzana Quoquab, Shazwani Binti Ahmad, Wan Nurul Syazwani Binti Wan Danial and Jihad Mohammad

This case can be used in marketing management as well as consumer behaviour courses.

Abstract

Subject area

This case can be used in marketing management as well as consumer behaviour courses.

Study level/applicability

This case is suitable to use in advanced undergraduate levels, MBA and MSc in marketing courses that cover topics related to market segmentation and marketing mix strategies.

Case overview

This case highlights the dilemma of an entrepreneur and a manager of a restaurant who were to take a decision about the sustainability of their restaurant business. Balqis Restaurant was owned by Danny who was a retiree from Telekom Malaysia. He wanted to open a restaurant business after he came back from his long holiday trip. He conducted market research to find a suitable place to open his Arabic restaurant. He assigned Waleed Masood Abdullah as the manager of Balqis Restaurant. Finally, in June 2010, he opened his long awaited restaurant at Gombak, Kuala Lumpur. The restaurant was known as Qasar before the name was changed to Balqis in 2015 because of copyright issues related to Saba’ restaurant at Cyberjaya. The restaurant was well managed under Danny’s supervision for 4 years and successfully won customers’ hearts and loyalty before he decided to give full responsibility to Waleed in March 2014. Danny trusted Waleed because he taught and trained him. However, under Waleed’s management, Balqis started to lose its customers. Waleed also started to branch out the restaurant to different places in different states; one in Ipoh, and the other in Perak. He invested much money on renovation for all three branches, but one of the restaurants closed down in September 2014. This is because of the fact that they could no longer bear the cost of operations for the restaurant. However, he failed to learn from the mistake; they set up another restaurant, which was in Kuantan, in the same month. The sales were not that encouraging but it did show gradual improvement; yet, they once again sold it to another Arab businessman. Waleed realized his failure in managing the restaurant business in August 2015. He again opted to open another new branch which was questioned by Danny. He was in a rush to open it by the end of December 2015 to ensure that the additional profits from the current restaurants could cover the variables costs if the new restaurants were launched. Based on that, the owner had to make a decision about whether a new branch should be opened or whether they should just retain their restaurant in Gombak.

Expected learning outcomes

The learning objectives of using this case are as follows. 1. Knowledge enhancement: to help students in understanding the problems faced by a restaurant in expanding its market; to make students aware that a properly blended marketing mix is the key to business success and to broaden students’ views and understanding in targeting the proper market segment in formulating an effective marketing strategy. 2. Skills building: to be able to identify the best marketing strategic decisions to manage the restaurant business for its survival and to develop students’ ability to analyse the existing situation to come up with a viable and effective solution. 3. Attitudinal: to help the students to have intellectual openness in accepting different ways of finding solutions for a particular problem and to assist students in making the right move at the right time.

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.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 August 2023

Ayesha Siddiqi and Virginia Bodolica

The learning outcomes are as follows: to use advanced frameworks and tools to convey complex ideas related to strategy and sustainable business practices; apply relevant concepts…

Abstract

Learning outcomes

The learning outcomes are as follows: to use advanced frameworks and tools to convey complex ideas related to strategy and sustainable business practices; apply relevant concepts and theories of corporate social responsibility and governance to a practical situation while making decisions; demonstrate understanding of the importance of stakeholders when developing socially responsible thinking; and analyze the different strengths and weaknesses of the organization when making a decision that would affect the company strategy.

Case overview/synopsis

Claire Humphry was the General Manager at the renowned The Nacre Hotel in Penang, Malaysia. Claire had a very busy job as she had many people who reported to her, and the hotel was always full of guests. One of the things Claire also managed was the restaurant OceanSound that was owned and operated by her hotel. OceanSound was a very thematic restaurant that specialized in making sculptures of food for special events. On the New Year’s Day in 2023, Claire came to work ready to tackle what was sure to be a long and busy day. However, Claire had not anticipated exactly how taxing the day would end up being. During Claire’s talks with her colleagues throughout the day, her conversation with her friend, the head chef of OceanSound, Poh, would nag at her head for the rest of the day based on the events that followed. The New Year’s special sculpture at OceanSound was to be a large rabbit made of cake to commemorate 2023 being the year of the rabbit according to Chinese zodiac. This is usually kept secret until the sculpture is revealed; but somehow this information had been leaked. This led to The Nacre Hotel and OceanSound being in the spotlight for bad reasons as this sparked a debate online regarding food wastage. This escalated quickly and even led to a famous food influencer commenting on this using specifically The Nacre’s name. Activists also quickly emerged in front of the hotel to protest the creation of sculptures and the food wastage in Malaysian hospitality industry, seeking to make an example out of The Nacre Hotel. The online criticism died down and was eventually replaced by praise for the sculpture. The activists were also eventually asked by the hotel security to leave, which led to the rest of the day to go as expected for a New Year’s Day at The Nacre. However, Claire’s nagging suspicion that they were not out of the woods led her to start looking into food wastage in the hospitality industry in Malaysia to educate herself and bring it up in a future meeting. Two days after this incident, on January 3, 2023, Claire found The Nacre Hotel posted on the newspaper headlines, dissecting the food wastage associated with the hotel now. After getting an urgent phone call from the Regional Manager, who was pressured by the board and shareholders, Claire decided the time to address this issue could not be delayed any longer. She wrote an email to her strategy team to come up with some ideas for possible solutions to the issue and to present them in a group meeting within a week’s time. At the conclusion of the meeting, Claire was contemplating about the decision that she had to make if she wanted The Nacre Hotel to continue operating successfully in Malaysia’s hospitality industry.

Complexity academic level

The main theoretical concepts illustrated in the case include corporate governance approaches, types of corporate social responsibility, stakeholders’ prioritization, organizational culture, organizational structure, industry analysis and strategic choices. Therefore, this case study can be used in a upper-level undergraduate business courses in the field of Strategic Management and Corporate Social Responsibility. The case study can be successfully used in a capstone course on Business Policy and Strategy, when tackling the concepts of corporate social responsibility, environmental sustainability strategy and corporate governance. Under this scenario, the usage of conceptual frameworks from Chapters 2 and 3 of the textbook titled “Concepts in Strategic Management and Business Policy: Toward Global Sustainability” by Wheelen and Hunger would be required. This case study can also be successfully applied to MBA level courses on Strategic Management in a Globalized World. In this case, the latest edition of the textbook titled “Exploring Strategy” by Whittington et al., could be used (particularly, the material from Chapters 2–9, 11, 14 and 15). Additionally, the case could also be used in courses related to Tourism and Hospitality, especially in schools which have specialized programs in this field.

Supplementary material

Teaching notes are available for educators only.

Subject code

CCS 12: Tourism and Hospitality.

Case study
Publication date: 17 November 2015

Abd Latiff Sukri Bin Shamsuri, Ponmalar N. Alagappar and Dileep Kumar

Entrepreneurship, Strategic Management, Organizational Change Management.

Abstract

Subject area

Entrepreneurship, Strategic Management, Organizational Change Management.

Study level/applicability

Postgraduate and undergraduate students.

Case overview

Restoran Minang Plus is a self-styled family-owned and managed restaurant featuring a gamut of Malaysian Negeri Sembilan and Indonesian Padang dishes. The eatery establishment has sailed the food industry waters successfully since 2004 and currently has five branches. However, there are certain imperatives they have to institute to integrate their entrepreneurial challenges with organizational change management. The nature of the forces in the competitive restaurant landscape requires a continuous rethinking of current strategic actions, organizational change, communication systems, motivation, asset deployment and strategic flexibility to respond quickly to changing conditions and thereby develop and maintain a competitive advantage. The question is how do they integrate this organizational change management to their entrepreneurial challenges with a view to achieve and maintain competitive advantage?

Expected learning outcomes

The expected learning outcomes are as follows: understanding managing diversity by looking at the different categories of diversity, that is, generic characteristics and learned characteristics that influence work attitudes; explaining how fostering learning and reinforcement can help in increasing job satisfaction; describing the basic motivational needs of the employees and how it can help in increasing job performance; understanding how an entrepreneurial firm can maximize its firm performance through effective change management; and understanding the importance of strategic management in an entrepreneurial firm.

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.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 October 2015

Samshul-Amry Abdul-Latif and Asmat-Nizam Abdul-Talib

This case study can be used for courses under marketing management, international marketing or public relations.

Abstract

Subject area

This case study can be used for courses under marketing management, international marketing or public relations.

Study level/applicability

This case study may be suitable for courses which discuss decision-making and/or executive actions and execution, at both undergraduate and graduate levels. It could also be used in graduate classes as some open-ended questions are also included to illicit critical thoughts and fresh ideas.

Case overview

Companies can be boycotted for many reasons; for example, a company may be associated with or engage in egregious acts which trigger a consumer boycott. However, it is unusual for racial and political elements to form the basis of a consumer boycott. This paper describes how a current leader in the packaged bread market, Gardenia Bakeries Sdn Bhd (GBKL), responded to one such online campaign. This case study highlights the importance of effective communications and marketing strategies for responding to sensitive issues involving racism and politics.

Expected learning outcomes

Students are introduced to the concept of consumer boycotts and how this may affect a business. Students are exposed to the development of appropriate public relation strategies and explore creative methods to combat bad publicity and/or a smear campaign. Students can learn to appreciate the sensitivity of allegations of racism in a multi-ethnic country and understand how multi-ethnic consumers respond to these types of issues. Students are exposed to the effects of political and socio-demographic influences on purchase behavior in a particular market or country. Students may explore the effects of consumer activism on a company's brand image.

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.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 6
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 17 November 2015

Hamrila A. Latip, Irma Yazreen Md Yusoff and Sapiee Hanapi

Management, business studies, entrepreneurship, public relations or communications.

Abstract

Subject area

Management, business studies, entrepreneurship, public relations or communications.

Study level/applicability

This case study is suitable for certificate, diploma and degree programmes in management, business studies, entrepreneurship, public relations or communications.

Case overview

In this case study, there are three issues related to the halal controversy with the Sarawak layered cake that aimed at business competitiveness, namely, business perseverance during turbulent times; creativity and innovation for business growth; and expansion strategy. The halal controversy of an imported butter affected Di Wannie's business to a great extent. The “Imported X” butter was then declared to be halal after further investigation by the Islamic Advisory Committee, but the business impacts from the controversy took longer to vanish.

Expected learning outcomes

By the end of the discussion, students should have a clear concept of the various elements that constituted Di Wannie's business strategies, as well as the elements that constituted a Sarawak layered-cake industry strategy. Students should realize that the business model for a cake and pastry company is more complex because it not only involves building competency in cake production and marketing but also involves continuous innovation in recipe and baking process development, experimentation, sensitivity and ethical consumerism.

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.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2011

Sethela June and Asmat-Nizam Abdul-Talib

Internationalization, entrepreneurship, franchising, international marketing.

Abstract

Subject area

Internationalization, entrepreneurship, franchising, international marketing.

Study level/applicability

First year undergraduate students of Management courses.

Case overview

This case is about a newly established fast food company that expands very rapidly in Malaysia. Growing from merely a single pushcart, the company has evolved into one of the most successful purely-local food franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets.

Expected learning outcomes

After carrying out this exercise, students are expected to be able: to understand how a new business start up grows; to provide a simple illustration on how internationalization of small firms can took place; to analyze the various factors of considerations prior to internationalization; to identify the basic issues of international franchising and how the system works.

Supplementary materials

Teaching note.

Details

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

Keywords

Case study
Publication date: 4 November 2021

Norhayati Mohd Alwi, Nor Hafizah Zainal Abidin and Norsyahida Mokhtar

At the end of this case study, students should be able to identify issues relating to the external and internal environment of a business; explain how traditional marketing differ…

Abstract

Learning outcome

At the end of this case study, students should be able to identify issues relating to the external and internal environment of a business; explain how traditional marketing differ to social media marketing strategy and how digital marketing could be applied for frozen food company, identify alternatives to address the production capacity issue and challenges of contract manufacturing; identify and discuss measures that a company could adopt to effectively manage the working capital; apply various business management tools, concepts and theories in different decision-making settings – tools or concepts such as Porter’s five forces, SWOT analysis, PESTEL; and use analytical and logical skills through problem solving.

Case overview/synopsis

This case presents Khir, CEO of Mamart Food, facing several challenges in the post Covid-19 pandemic. Mamart Food is a SME manufacturing company located in Peninsular Malaysia. It competes in a frozen food industry. The case highlights the turbulence which Khir had to face due to the production capacity issue. He had the dilemma of balancing between the opportunity to boost sales and the capacity to meet demand. The dilemma emerged during the Movement Control Order in place and was expected to continue in the post MCO period. Quite a number of frustrated stockists over the unmet demand have started to aggressively voice out their dissatisfaction. Seeing the growing number of complaints, Khir had to act fast. Being the CEO, Khir must resolve the tension between Suliana, the production manager and Hisham, the sales and marketing manager. Failing which, it could be detrimental to the survival of Mamart Food. The most effective strategy for Mamart Food therefore needs to be formulated immediately.

Complexity academic level

This case is designed mainly for final year students in Accounting or Business undergraduate programmes.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 1 July 2011

Nik Maheran Nik Muhammad, Filzah Md Isa and Siti Norezam Othman

Subject area – Leadership and organizational change. Study level/applicability – Undergraduate and Master's degrees in Business and Management. Managers and executives undergoing…

Abstract

Mydin transformation focus: leadership and organizational change.

Subject area – Leadership and organizational change. Study level/applicability – Undergraduate and Master's degrees in Business and Management. Managers and executives undergoing training in leadership-related issues will also benefit from the case study through development of analytical and decision-making skills. Case overview – The case study highlights a successful retail business leader who has been directly involved in the transformation of his family business from a mere merchandiser to hypermarket owner. For more than five decades of developing and cultivating his leadership skills, business competencies and continuous learning, he successfully competes with foreign giant retailers. To comprehend the transformation process undergone by his business, the case study captures the development phases of the organizational changes and the leader's leadership and decision-making styles from the early establishment of the company until becoming a local giant retailer, that is chosen as a ”value for money” merchandiser by the customers. Expected learning outcomes – The target users of the case study are expected to:

Identify the critical success factors of successful leader.

Examine the leadership and decision-making styles employed by the leader.

Develop the competencies or capabilities of a retail business leader.

Determine programmes or initiatives and strategies used by the leader in transforming the business organization.

Apply the lesson learnt of a successful leader to their organization.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 17 October 2012

Khairul Akmaliah Adham, Mohd Fuaad Said, Nur Sa'adah Muhamad, Saida Farhanah Sarkam, Zizah Che Senik and Rosmah Mat Isa

The area of focus is on internationalization strategies, specifically on developing suitable strategies to support an internationalization initiative of a new medical device…

Abstract

Subject area

The area of focus is on internationalization strategies, specifically on developing suitable strategies to support an internationalization initiative of a new medical device company.

Study level/applicability

This case is designed for final year undergraduate and MBA students. It is suitable for courses of organizational management, organization theory and design, strategic management, and international business as well as international marketing.

Case overview

GranuLab, a medical device company that produced the synthetic bone graft substitute GranuMaS, aspired to be a high-growth company. To achieve this aspiration the company had made plans for internationalization, which include penetrating the ASEAN, Middle East, Latin American, and African markets within the next five years. By December 2010, GranuLab had completed the construction of its new manufacturing facility in Shah Alam, about 30km from Malaysia's capital city of Kuala Lumpur. This manufacturing facility had the capability to produce high volumes to support the company's high growth plan. However, the company's internationalization processes had taken longer than expected and this has led to a low business volume. By mid-2012, the company was forced to make a quick decision as it had suffered a year and a half of operations losses. GranuLab had to formulate a strategy as to how to position GranuMaS and penetrate the targeted markets. Failure to internationalize would incur even greater losses and might hinder the achievement of its high growth aspiration by 2015.

Expected learning outcomes

This case is designed to stimulate case analysts' thinking into providing recommendations for the appropriate internationalization strategies to be adopted by the management team to ensure that the company could succeed in achieving its goals. The case will expose students to the concepts and theories of strategic management, international business, international entrepreneurship; and facilitate the development of students' abilities to apply those concepts in managerial situations.

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.

Case study
Publication date: 1 January 2011

Asmat-Nizam Abdul-Talib, Samshul-Amry Abdul-Latif and Norhayati Zakaria

Franchise, strategic management, food and beverages, Malaysia.

Abstract

Subject area

Franchise, strategic management, food and beverages, Malaysia.

Student level/applicability

First year undergraduate students of management courses.

Case overview

This case study explores the strategies employed by franchisor Gloria Jean's Coffees (GJC) in reestablishing its market presence in the Malaysian coffee market. GJC recently underwent an exchange of ownership. Under the new leadership, the company decided to appoint a new strategic master franchisee in Malaysia to see a section of its expansion plan in the ASEAN region reestablished. The selection of a suitable and well-connected master franchisee is very important for reestablishing presence and brand name development. The deteriorating position of GJC's brand name in Malaysia prior to the appointment of a new master franchisee created a unique situation requiring an in-depth evaluation and examination of unseen but highly related critical factors. In-depth and “behind-the-scene” examination on efforts made through the implementation of business and marketing strategies to reestablish its brand and presence in Malaysia; given demanding market challenges and intense competitions.

Expected learning outcomes

After carrying out this exercise, students are expected to be able to: understand how business start up grows in foreign markets; identify the basic issues of international franchising and how the system works; analyze the various factors of considerations prior to internationalization; and evaluate strategies undertaken by company in establishing its market in foreign countries.

Supplementary materials

Teaching note.

Details

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

Keywords

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