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1 – 10 of 60Melodena Stephens Balakrishnan and Immanuel Azaad Moonesar
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Abstract
Subject area
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Study level/applicability
This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.
Case overview
ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.
Expected learning outcomes
Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.
Supplementary materials
Teaching notes.
Details
Keywords
Linzi J. Kemp, Immanuel A. Moonesar and Shurooq Al Banna
Business, management.
Abstract
Subject area
Business, management.
Study level/applicability
This case is suitable for undergraduate and postgraduate students studying topics related to human resources, decision making, managing in multinational companies and crisis management. In addition, the case is useful study for practitioners in non-governmental organizations (NGO).
Case overview
Dr Manal Taryam, the Chief Executive Officer, was discussing with Ms Shurooq Al Banna, Marketing Specialist, the achievements and challenges faced at Noor Dubai over the past three years. Noor Dubai is an international charity for the prevention and treatment of blindness. The problem facing these decision makers is the prioritization of their resources to support logistics management, operations, human resources, funding and educational issues. In addition, to meet the needs of the visually impaired, a long-term mission is to establish permanent eye centers in areas of most need.
Expected learning outcomes
Students will be able to:
Describe the problems facing Noor Dubai in relation to logistics management, operations, human resources, funding and educational issues.
Explain how the management strategies of Noor Dubai prioritize logistics management, operations, human resources, funding and education.
Describe the problems facing Noor Dubai in relation to logistics management, operations, human resources, funding and educational issues.
Explain how the management strategies of Noor Dubai prioritize logistics management, operations, human resources, funding and education.
Supplementary materials
Teaching notes.
Details
Keywords
The expected learning outcomes are: to clarify the meaning of resilience and its attributes. To explore the influence of the leader on the development of organizational…
Abstract
Learning outcomes
The expected learning outcomes are: to clarify the meaning of resilience and its attributes. To explore the influence of the leader on the development of organizational resilience. To identify critical decisions for the recovery of a business after an external event such as the earthquake that took place on September 19th in Mexico City. To point out the stages for the development of organizational resilience, in the short, and long term: anticipation, coping and adaptation. To clarify the actions that could be taken to prepare an organization for an extreme event or respond to a large-scale crisis.
Case overview/synopsis
The case is framed within the context of the September 19, 2017 earthquake in Mexico City. ProActive Strategies’ offices collapsed, causing some people to lose their lives and others to be injured. The protagonist needed to decide if the organization could survive and recover or needed to be closed after the earthquake. After ProActive Strategies survived and recovered, it was possible to identify the main stages to develop organizational resilience in this organization: anticipation, coping and adaptation. Also, the paper provides empirical evidence about how organizational resilience is anchored in the attributes at individual and community levels that include human, economic, social and political capitals, enhanced by technological capital. Furthermore, the enablers of resilience add external entities and the ecosystem at a macro-level, considering political, social and economic aspects of the context.
Complexity academic level
The study level and expertise required to address this case is medium. The richness of the discussion from the perspective of the students is related to the possibility to empathize with the protagonist and the different actors involved and to build on previous experience with crisis management to observe the potential risks and courses of action. Moreover, the professor also requires taking a neutral position to balance the requirements from a humanitarian perspective, with the business needs.
Subject code
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human resource management.
Details
Keywords
Anne T. Coughlan and Benjamin Neuwirth
This case looks at a new start-up company, d.light Design, as it was seeking to go to market in India with its solar-powered LED lamps in 2009. Sam Goldman, founder and chief…
Abstract
This case looks at a new start-up company, d.light Design, as it was seeking to go to market in India with its solar-powered LED lamps in 2009. Sam Goldman, founder and chief customer officer of d.light, was in New Delhi, India; his business-school friend and co-founder Ned Tozun was in China, the site of the company's manufacturing plant.
One of the key decisions Goldman and Tozun needed to make was whether d.light should focus on just one distribution channel in India, or multiple channels. The startup had limited capital, so it needed to get the distribution question right to generate revenue quickly.
The case thus combines an entrepreneurial problem with an emerging-market, or bottom-of-the-pyramid, channel design challenge. This case does not focus on product design or manufacturing challenges but rather on questions of:
The constraints d.light faced in creating an aligned distribution channel. These constraints can have legal, environmental, and/or managerial foundations
Demand-side misalignments in the channel structure that will occur if d.light chooses one or another of the considered channels in the case, namely, (a) the RE (rural entrepreneur) channel, (b) the village retailer channel, or (c) the centralized shops channel
• What mix of channels—or what single channel—d.light should focus on in the Indian market
• The financial return possible based on d.light's current cost structure and overhead expenditures in India
The constraints d.light faced in creating an aligned distribution channel. These constraints can have legal, environmental, and/or managerial foundations
Demand-side misalignments in the channel structure that will occur if d.light chooses one or another of the considered channels in the case, namely, (a) the RE (rural entrepreneur) channel, (b) the village retailer channel, or (c) the centralized shops channel
• What mix of channels—or what single channel—d.light should focus on in the Indian market
• The financial return possible based on d.light's current cost structure and overhead expenditures in India
Assess channel benefit demand intensities for chosen target market segments
Assess channel alignment constraints that can limit the channel designer's ability to optimize the channel to meet identified end-user demands for channel benefits
Use these ideas to defend a choice of one or more possible channel structures as appropriate parts of a company's overall channel system
Analyze financial opportunity in this situation, given cost parameters and possible market penetration estimates
Assess channel benefit demand intensities for chosen target market segments
Assess channel alignment constraints that can limit the channel designer's ability to optimize the channel to meet identified end-user demands for channel benefits
Use these ideas to defend a choice of one or more possible channel structures as appropriate parts of a company's overall channel system
Analyze financial opportunity in this situation, given cost parameters and possible market penetration estimates
Details
Keywords
Anagha Shukre and Naresh Verma
Marketing management, consumer behaviour, rural marketing and integrated marketing communications.
Abstract
Subject area
Marketing management, consumer behaviour, rural marketing and integrated marketing communications.
Study level/applicability
The case is for the use of undergraduate and also postgraduate students of management in courses of marketing management, consumer behaviour, rural marketing and integrated marketing communications. This case may also be used in human resources’ management course lectures which focus on social capital.
Case overview
This case on the Centre of Science for Villages (CSV), Wardha, attempts to identify how value can be co-created through innovative technology and how social capital can be developed for rural markets through the use of integrated marketing communications tools, particularly word-of-mouth and the influence of opinion leaders. Effective campaigns can be designed for the target audience based on the 3A framework (Awareness, Adoption and Addition of Value) and McGuire’s Model of Persuasion. The CSV has been typically chosen for the study because its products are unique, innovative and eco-friendly and blend well with the rural lives. It has been able to enrich the lives of rural population by generating employment and in creating entrepreneurial opportunities. The biggest challenge, however, lies in educating rural consumers to accept and adopt its innovative technology in their daily lives.
Expected learning outcomes
The case study has been written to enable students to understand the concepts of value co-creation and social capital in the context of Indian rural markets. The students will learn the dynamics of rural markets by pondering over these points: understand the concept of value co-creation for rural markets; comprehend the creation of social ecology for managing knowledge in an organisation; identify the development and role of social capital and use it as a promotional tool, particularly word-of-mouth and opinion leaders(reference groups); recommend the use of different marketing mix variables for an organisation, operating in rural markets; and connote designing of effective campaigns for the target audience, based on the 3A framework and the Persuasion Model (6 steps) suggested by McGuire.
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
Keywords
Rob Whelan and Daniel Kratochvil
Higher education leadership and planning.
Abstract
Subject area
Higher education leadership and planning.
Study level/applicability
Postgraduate/higher education.
Case overview
Professor Rob Whelan was appointed President of the University of Wollongong in Dubai (UOWD) from the University of Wollongong in Australia (UOW). Professor Whelan brought to the job in Dubai the perspective that public-good benefits flow from a comprehensive institution engaged with the larger community and these are led by academic staff members who produce research that serves the national interest. To apply this model to UOWD meant a thorough analysis of the organization in terms of both its culture and its broader environment. This case explores the various processes through which a new leader takes stock of an existing institution, identifies the potential for development in a particular direction, draws upon a range of stakeholders to refine the vision and develop it into a strategic plan, gains support for the plan, and then implements change through close collaboration with the institution's constituents.
Expected learning outcomes
This case can be used to explore a number of issues in leadership and management including: identifying the various internal and external stakeholders in a complex organization; analysing strategies for mobilization for change, including the assessment of inclusive versus exclusive approaches; reviewing the opportunity costs of change; and assessing types of leadership.
Supplementary materials
Teaching notes.
Details
Keywords
Mohak Malhotra, Amarpreet Singh Ghura and Barun Thakur
Discussion of the case will enable the students to: ● use “Strengths, Weaknesses, Opportunities, and Threats” analysis. ● Use “pros and cons” analysis. ● Explain what constitutes…
Abstract
Learning outcomes
Discussion of the case will enable the students to: ● use “Strengths, Weaknesses, Opportunities, and Threats” analysis. ● Use “pros and cons” analysis. ● Explain what constitutes an effective strategy. ● Analyze the quality of the strategy for IndiGo Airlines (IA). ● Explain sustained competitive advantage through value, rareness, imitability and organization framework.
Case overview/synopsis
This case describes a situation in which InterGlobe Aviation Ltd. (IGAL) has been experiencing multiple engine snags because of the faulty Pratt and Whitney engines. In a span of two years between June 2018 and January 2020, IGAL faced around 22 snags. IGAL is known to be one of the safest airlines in the world, the engine issue has tainted its reputation. In October 2019, in just one week IA faced four-engine snags, forcing the Directorate General of Civil Aviation (DGCA) to come out with a guideline in November 2019. The faulty engines were to be replaced by January 31, 2020. If IA failed to complete the task by the given deadline then IA would have to ground around 70–80 aircraft. IA was way behind the deadline when on January 13, 2020, they received an email from DGCA mentioning an extension of the deadline to May 31, 2020. The purpose of this case is to provide an opportunity for the participants to take into consideration the data given for IA and make assumptions and resolve the dilemma through which Ronojoy Dutta (Dutta), the Chief executive officer if IA is going through.
Complexity academic level
The case engages the participants in deciding a suitable course of action for IA to develop a strategy and is ideal to teach elements of strategy. The case can be used in the following courses/programs: ● A strategy formulation module in strategic management program or post-graduate program in management.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Supplementary materials
Teaching Notes are available for educators only.
Details
Keywords
Zhe Zhang and Chenyan Gu
Suning Group launched Suning.com when its chain stores were developing at the highest speed, realizing the transformation to an Internet retailer. Suning continued to follow the…
Abstract
Suning Group launched Suning.com when its chain stores were developing at the highest speed, realizing the transformation to an Internet retailer. Suning continued to follow the growth strategy of “Technological transformation and Smart Services”, and was renamed Suning Commerce Co. Ltd. It launched a business model of “e-commerce + stores + retail service providers”. Riding on the brand new O2O business model, Suning is thinking and practicing from simple donation to actual implementation, from constructing public welfare network to extending CSR ecosystem in a bid to advance towards deeper and more extensive Internet economy, and to create greater social value.
Abstract
Theoretical basis
Research methodology.
Teaching note
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Learning outcomes
At the end of the case discussion, the students should be able to: demonstrate an understanding of the similarities and differences between profit and non-profit organisations; discuss social entrepreneurship as a process-driven set of activities; assess the organisation-environment-opportunity fit of the dilemma facing them; analyse and resolve practical issues in developing structure and systems; diagnose organisational issues facing enterprises wishing to formalise and grow; evaluate how an organisation may achieve both social and profit objectives; and appreciate the trade-offs of adopting a profit-driven approach for social enterprises.
Case overview/synopsis:
From her office on her farm in the Eden District of South Africa’s Western Cape province, Wendy Crane, who had for many years been involved in the conservation efforts of the Gouritz Cluster Biosphere Reserve (GCBR), drank in the view of the Langeberg Mountains. Her pleasure was a bit diminished by the knowledge that, like so many parts of the GCBR, this area’s environment was under threat. She was preparing for a meeting in March 2017 of the board of the non-profit company (NPC) that sought to initiate and coordinate activities that would achieve the goals of the GCBR. The NPC board members wanted the organisation to be self-sustaining when it came to core costs. To this end, the board had established Gouritz Enterprises as a social enterprise that would be responsible for profit-driven activities which would fund the NPC’s core costs. The enterprise had not yet started work in any formal way, and Crane was not sure if establishing a separate profit-driven entity was the best way of achieving the self-financing goal.
Complexity academic level
Post-graduate management diploma MBAC.
Subject code:
CSS 3: Entrepreneurship.
Details
Keywords
Biju Varkkey and Farheen Fathima Shaik
The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder…
Abstract
The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder leveraged the presence of his family in Renigunta, a rural village in South India, and chose to start the industry there to create employment opportunities. Preference is given to local population in all ARG enterprises. Despite its strong people orientation, the HR department/function at ARG got strengthened only after Jaikrishna strived to make it central to business. The department's evolution has been demarcated in three phases. The first and second phase saw few initiatives, and during the third phase the HR department was structured according to the Dave Ulrich Strategic HR Model. While this structure had been successful until now, certain sections in ARG still doubted its sustainability.
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