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1 – 10 of 18They are as follows: to identify strategic growth opportunities for SMEs in the South African craft beer industry; to understand the complexities associated with operating a craft…
Abstract
Learning outcomes
They are as follows: to identify strategic growth opportunities for SMEs in the South African craft beer industry; to understand the complexities associated with operating a craft beer SME in the South African alcohol sector and analyse the SME’s strategic decision-making process that happens as a result; to understand the challenges and identify opportunities for entrepreneurship and growth in an emerging economy and niche segment; to develop a differentiation strategy for a small player in a competitive market; and to impart industry-specific knowledge and insight on the craft brewing industry.
Case overview/synopsis
The case is centred on the challenges that Hein Swart, managing director of Mitchell’s Brewery, is facing in sustaining business operations amid heavy regulations and increasing competition from existing craft breweries. In addition, there is the entry of a different type of competitor into the South African market that did not exist previously. The case narrative broadly presents several industry themes that interact with each other and create the existing complexities.
Complexity academic level
This case is targeted at postgraduate business school students with some work experience who want to build their critical thinking, business management and strategic decision-making skills such as Masters of Business Administration (MBA) and Executive MBA academic programmes, and also delegates on Executive Education programmes. The case is expected to be used as a case study for courses in entrepreneurship and strategic management; however, it can also be applied in strategic marketing courses.
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 3: Entrepreneurship
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Gareth Harrington and Mikael Samuelsson
The case can be used in the subject area of strategy particularly with a focus on emerging markets.
Abstract
Subject area of the teaching case:
The case can be used in the subject area of strategy particularly with a focus on emerging markets.
Student level:
This case is aimed at use in MBA- or Masters-level courses, or executive education programmes in strategy, entrepreneurship or business modelling. It will also provide insights into small to medium enterprises operating in emerging markets.
Brief overview of the teaching case:
Devil's Peak is the largest craft beer brewer in South Africa. This case provides context to the craft beer market in South Africa, a highly fragmented and diverse yet dynamic market. The case further explores the business strategy behind Devil's Peak's success, the importance of strategic decisions, growth decisions, and product portfolio selections' impact on business strategy. Devil's Peak experienced rapid growth phases that have come with various trials and tribulations and the case explores the issues and decisions around rapid growth businesses.
Expected learning outcomes:
– To analyse a market before entering it using Porter's Five Forces or other tools.
– To assess, as well as understand, the complexities and issues arising from rapid growth in entrepreneurial operations.
– To evaluate different growth strategies — organic growth versus inorganic growth, like acquired growth.
– To make product portfolio selection decisions and the strategic importance of which products to invest in and grow, using tools like the Boston Consulting Group (BCG) growth-share matrix or other tools.
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Robert F. Bruner and Jessica Chan
In May 1999, the CEO of this company (the largest brewer in Brazil) is contemplating a bid for Antarctica, the second-largest brewer in Brazil. The primary motives are to exploit…
Abstract
In May 1999, the CEO of this company (the largest brewer in Brazil) is contemplating a bid for Antarctica, the second-largest brewer in Brazil. The primary motives are to exploit economies of scale and other synergies and to prevent other competitors (mainly foreign multinationals) from acquiring the firm. The tasks for the student are to value the target and buyer, propose an exchange ratio of shares, and generally design the terms of the transaction.
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Amonrat Thoumrungroje and Olimpia C. Racela
Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry.
Abstract
Subject area
Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry.
Study level/applicability
The case is suitable for senior undergraduate and graduate MBA strategic management, international business strategy, and marketing strategy courses.
Case overview
Thai Beverage Public Company Limited (ThaiBev) was Thailand's largest beverage company and was among Asia's major alcoholic beverage companies. The case situation takes place during the latter part of August 2010, two years after the public announcement of ThaiBev's ambitious intentions to become a comprehensive and integrated beverage company and after having recently re-launched its acquired Wrangyer energy brand, a move signaling ThaiBev's strong commitment to its non-alcoholic beverages. The case describes the beverage industries at the global, regional, and country level and discusses ThaiBev's range of businesses. Marut Buranasetkul, Senior Vice President of Corporate Service and Deputy Managing Director of Thai Beverage Marketing, the sales and marketing arm of ThaiBev, must decide on the direction for ThaiBev to pursue to bring ThaiBev's non-alcoholic beverages to account for at least 10 percent of the company's total revenue. This case presents a number of important strategic topics, particularly in discussing industry structure and competition, as well as diversification issues encountered by a firm that was attempting to create a greater balance between the revenue contributions from its market leading dominant businesses and that of its younger and newer business lines.
Expected learning outcomes
Students will: understand the challenges faced by large conglomerates wanting to change their market position; learn to apply different frameworks such as Porter's Five Force Model, portfolio analysis, SWOT and to assess the competitive environment; learn to evaluate a company's current product portfolio and to recommend strategies to improve its allocation of resources; and learn to identify key success factors necessary to compete in a highly competitive industry.
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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Avil Saldanha and Rekha Aranha
A secondary research method was used to collect data for this case. The authors have made use of newspaper articles and published articles written by journalists and experts which…
Abstract
Research methodology
A secondary research method was used to collect data for this case. The authors have made use of newspaper articles and published articles written by journalists and experts which are available in the public domain.
Case overview/synopsis
Instances of celebrity activism such as athlete activism are rising. Social media has amplified the voice of celebrities and given them a personal channel to directly communicate with their fans without any media censorship. The same is true especially concerning endorsement by sports superstars, who now seem to have a mind of their own, independent of the official line of clubs, tournament organizers or sponsoring companies. This case discusses the embarrassment and financial loss faced by soft drinks giant Coca-Cola due to the public snub by football superstar Cristiano Ronaldo during an official press conference of the EURO 2020 championship.
Complexity academic level
Undergraduate and postgraduate students studying marketing management and brand management courses in business management and commerce streams can use this case. This case can also be used for marketing specialization students at the undergraduate and postgraduate levels.
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It is well suited for short courses focussed on brand equity or marketing.
Abstract
Subject area of the teaching case:
It is well suited for short courses focussed on brand equity or marketing.
Student level:
This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.
Brief overview of the teaching case:
Inverroche, one of South Africa’s first artisianl gins, faces an interesting brand dilemma. By the end of 2016 through a distribution agreement with a large wholesaler, it secures a national footprint and becomes available at all leading retailers, resturants, and bars. The product’s immense growth trajectory attracts the attention of the global drinks conglomerates who see an opportunity to secure market share in the lucrative craft gin segment of the market. Founder Lorna Scott grapples with whether she has made the right choice to sell a majority share of her beloved brand to the global house of brands, Pernod Ricard. In this case, she meets with her sales team to debrief the situation as well as have a heart-to-heart with Alex Farnell, general manager of sales and marketing. The case looks at the Inverroche brand in detail, what it represents, and why it resonates so intrinsically with consumers. However, Scott and Farnell differ in opinion on the strategic objectives of the brand. Farnell seems to think that the sale to Pernod will not harm the brand, but Scott is torn. How does a niche artisinal brand scale? Can a brand remain authentic when it does scale? Is there any commercial sense in remaining artisinal? Is an artisinal brand’s brand equity compromised when it is sold to a corporate house of brands? All of these questions relate to whether a brand can remain authenthically artisinal amidst a corporate acquisition.
Expected learning outcomes:
To identify the challenges of growing an artisinal brand
To identify the challenges of achieving scale as well as the marketing and commercial costs and profits scale represents
To identify how to build a brand that resonates with consumers
To critically assess the link between brand building, distribution, and availability
To analyse the impact of brand architecture on brand equity
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Kim Poldner and Rolien Blanken
Teaching formats for both BA/MA students and MBA/PhD students in sustainable entrepreneurship and strategic management are offered in the teaching notes.
Abstract
Study level/applicability
Teaching formats for both BA/MA students and MBA/PhD students in sustainable entrepreneurship and strategic management are offered in the teaching notes.
Subject area
This case juxtaposes the company’s core values of gender equality, sustainability and inclusivity, with the financial pressures of expanding global operations in COVID-19 times.
Case overview
This case illustrates the founding and growth of i-did in the broader context of the global circular textile industry. Being the first company that reclaims value of discarded textiles by making design products out of felt, the dilemma is on how i-did can create a blueprint for sustainable leadership in a scalable (financial) business case.
Expected learning outcomes
The learning outcomes of this case are as follows: to understand the concepts of circular economy and social impact and how they can be translated to business; to apply their knowledge of strategy and entrepreneurship for sustainable business innovation; to be able to analyze a company according to the Sustainable Development Goals, specifically around gender issues, inclusivity and diversity; to evaluate opportunities for multiple value creation in business; and to have the knowledge and capacity to create a circular business with the help of the Business Model Template.
Social implications
This case engages students in critically reflecting on sustainability concepts in relation to i-did (theoretical value) and applying novel business model innovation tools to a real-world enterprise (practical value). The students get the chance to explore the ethical challenges the two entrepreneurial leaders face between short-term economic gains (or maybe even survival) and their core values of (gender) inclusivity, circularity and diversity.
Supplementary materials
Teaching notes and a summarizing two-pager are available for educators.
Subject code
CSS 3: Entrepreneurship.
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David Güemes-Castorena and Alejandro Téllez-Girón Barrera
Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid…
Abstract
Case overview
Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid isolation and analysis of circulating tumor cells from blood samples to make this possible. Strategic alliances with Stanford University, Tecnologico de Monterrey, and UANL strengthened this innovative company’s purpose. Nevertheless, some questions arose when selecting a suitable business strategy to accomplish Delee’s vision. Liza Velarde, Delee’s CEO, was preparing the agenda for the company’s 2025 planning in November 2020. The journey has been challenging, and Liza Velarde faced critical decision-making milestones. What could be the most promising customer segment for her technology? What business model may work better for such a market? How can Delee reduce the time-to-market for their technology? Furthermore, how can Delee fund their development for the following years until FDA approves?
Learning objectives
With the application of this case, the teacher aspires that students understand the following crucial insights: to understand the impact of a business model strategy, identify different possible business models, and explore options; in this sense, intellectual property can offer options to the strategy; to identify and analyze the gender gap in entrepreneurship and its strategic implications; and to identify the relevance of reducing the time to market for a technological product.
Social implications
Gender inclusiveness in entrepreneurship.
Complexity academic level
Undergraduate and graduate-level.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 3: Entrepreneurship.
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Stella Artois, an AB InBev brand, is the world's best-selling Belgian beer. In early 2017, Ricardo Tadeu, AB InBev Zone President for Africa, is planning the brand's entry into…
Abstract
Stella Artois, an AB InBev brand, is the world's best-selling Belgian beer. In early 2017, Ricardo Tadeu, AB InBev Zone President for Africa, is planning the brand's entry into its next export market: South Africa. The case explores Stella's introduction strategies into three of its export markets—the UK (1976), the US (2000), and Mexico (2016)—examining the drivers of the brand's success as well as its failures. Students will analyze the brand's previous launches to determine what made it successful in some markets and not in others. They will apply these learnings to develop a strategy for the brand's introduction to the South African market. Beyond the central discussion of growth through international expansion, the case addresses issues of brand positioning for premium products, changing consumer perceptions, the use of cause marketing, category development and maturity, and competitive strategy.
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Armand Armand Gilinsky and Raymond H. Lopez
In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage…
Abstract
In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.