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1 – 10 of 70Freddie Racosas Acosta and Samuel Ndonga
Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate…
Abstract
Subject area
Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate Governance.
Study level/applicability
MBA.
Case overview
Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Netherlands. The Musoni business model is ICT-enabled, 100 percent mobile based, virtually paperless, and runs on an ICT platform housed in Musoni BV in Amsterdam, The Netherlands. It is built on tested mobile technology that allows huge savings on transaction and operating costs. Using mobile payments, clients receive and perform bank operations anytime anywhere. This saves transport costs, transaction time and increases safety as no cash has to be carried around sometimes in dangerous areas. The mobile payments enable clients to make large improvements in loan officer efficiency and makes tracing payments seamless, saving on administration costs. The Musoni branches are also inexpensive as they are only used as the point of contact with customers hence reducing the cost of setting up operations even in remote areas. These efficiencies are passed on to clients in the form of lower interest rates and to stakeholders in the form of good returns on investments. The company aims to use this knowledge, experience and global ICT platform to expand to other countries with a suitable mobile payments environment.
Expected learning outcomes
The objective of this case is to illustrate general innovation concepts in a leading microfinance company in Kenya. The case documents the innovation dilemma facing the management of the fledgling microfinance company in determining the pace of innovation and the feasibility of launching of a similar service in Uganda following the successful establishment and growth of the company in Kenya.
Supplementary materials
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Mamour Ndour and Birahim Gueye
Social entrepreneurship/social innovation.
Abstract
Subject area
Social entrepreneurship/social innovation.
Study level/applicability
This real case targets license and master’s students as part of an ongoing course on social entrepreneurship, social innovation, in one word, on entrepreneurship.
Case overview
Mlouma is a platform based on Web, SMS, USSD, mobile application and call center. This social enterprise keeps farmers in contact with food buyers by displaying real-time market prices and localizations. The service will improve the efficiency of the agriculture supply chain, helping farmers to get a better price for their product. By introducing information and communication technology, Mlouma provides innovative solutions to the market failure by creating more value for producers and consumers.
Expected learning outcomes
This case shows the importance of the entrepreneurial orientation of social enterprises to adapt to its context and discuss theory of social entrepreneurship.
Supplementary materials
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Subject code
CSS 3: Entrepreneurship.
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Keywords
Rua-Huan Tsaih, James Quo-Ping Lin and Yu-Chien Chang
Service innovation, ICT-enabled services, museum, cultural and creative industries.
Abstract
Subject area
Service innovation, ICT-enabled services, museum, cultural and creative industries.
Study level/applicability
Graduate-level courses of “Innovation Management,” “Service Innovation,” or “Cultural and Creative Industries”.
Case overview
In 2006, the National Palace Museum (NPM) in Taipei, Taiwan, announced its new vision “Reviving the Charm of an Ancient Collection and Creating New values for Generations to Come”. In recent years, the NPM has been shifting its operational focus from being object-oriented to being public-centered, and the museum has held not only the physical forms of artifacts and documents but also their digital images and metadata. These changes would inject new life into historical artifacts. In addition, archives as its collections would be given a refreshingly new image to the public and become connected with people's daily lives. Among these endeavors for displaying historical artifacts online and prevailing Chinese culture in the modern age, the key issues are related to digital technology applications and service innovations. The service innovations would be further divided into information and communication technologies (ICT)-enabled ones and non-ICT-enabled ones. These shifts clearly claim that adopting digital technologies and innovative services can bring positive impacts to the museum. The NPM administrative team wants to keep infusing life into ancient artifacts and texts, sustaining curiosities of the public for Chinese culture and history, and invoking their interests to visit the NPM in person. However, to develop for the future while reviewing the past, the NPM administrative team has to meditate on the next steps in terms of implementation of service innovations.
Expected learning outcomes
Students will learn motivations of digital establishment and service innovations from the organization perspective and the necessities of technological implementation. Students will understand the difference in innovations between ICT-enabled services and non-ICT-enabled services. Students would be able to understand the process of developing a new service. Students will be aware of challenges the organization would face in developing a new service.
Supplementary materials
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Marketing strategy, Decision making, After sales servicing.
Abstract
Subject area
Marketing strategy, Decision making, After sales servicing.
Study level/applicability
As part of a core marketing course; at post graduate level; marketing strategy courses where competition and co-operation business models are explored.
Case overview
The case focuses on HCL Care, which had the service competence and reach, but no marketing set up for attracting customers to its ICT products service facilities. The case explores the decision choices faced by the company in deciding its market strategy. The main challenge was the out of warranty offer planned by HCL Care. It was aimed at providing a one stop solution for consumers who owned various ICT devices of different brands that could not be serviced at one point. There was no specific validation of whether this proposed, more convenient and comprehensive offer was compelling enough for the consumer to switch from the service offered by the original equipment manufacturer or from the plethora of low priced offers from independent service providers in the Indian marketplace.
Expected learning outcomes
These include: how to organize the different types of market and company information available to segment the market and selecting the target market; developing a positioning platform and developing the market strategy; and choosing between competition versus cooperative business models.
Supplementary materials
Teaching notes are available. Consult the librarian for access.
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Miroslava Ivko Jordović Pavlović, Siniša Ranðić and Lidija Paunović
Management, Information technologies.
Abstract
Subject area
Management, Information technologies.
Study level/applicability
Courses at the senior university level in social and organizational sciences.
Case overview
This case aims to observe modes, levels and specific problems in application of information technologies in informing, information sharing and collaboration as important aspects in ensuring quality in control of the processes that occur at school. Some deficiencies in application of information technology within these processes have been identified and alternatives to solving them have been offered. The discussion concerning the solutions was performed according to the parameters that were singled out as important in the analysis of the problems. A school that is recognized in Zlatibor region and elsewhere in Serbia for its advanced development tendencies was selected for the case study. The proposed solutions are practically applicable in any work collective.
Expected learning outcomes
Modern management strategy in education; the importance of process management in insuring quality of whole management system; the importance of implementation of modern information technologies in school management system.
Supplementary materials
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Saida Farhanah Sarkam, Siti Khadijah Mohd Ghanie, Nur Sa’adah Muhamad and Khairul Akmaliah Adham
“Starting up a new company” and “development of technology-based venture”.
Abstract
Subject area
“Starting up a new company” and “development of technology-based venture”.
Study level/applicability
The target audiences for this study are advanced business or non-business undergraduate students and MBA students taking courses of entrepreneurship, management of innovation and organization theory and design.
Case overview
Yeayyy.com was a private limited company based in Bandar Baru Bangi, Selangor, a township located about 30 km south of Kuala Lumpur. It was founded by Mr Hazmin in early 2010 with a seed funding of RM150,000 (about US$50,000). By the end of 2014, its core businesses include developing mobile application (app), software and website, as well as conducting information technology (IT) training. The company had developed its own animation cartoon, Oolat Oolit, and had commercialized several mobile app inventions. These mobile apps include a Jawi (traditional Malay writing system) app, mobile games and Facebook apps which were compatible with most mobile operating systems. Since its inception, Yeayyy.com had aspired to follow the footsteps of the internationally acclaimed Malaysian home-grown animation production house, Les’ Copaque, which had produced the popular Upin Ipin series. Similar to Les’ Copaque, Yeayyy.com also planned to commercialize its in-house characters into TV series and to market related merchandises, along with its collaborative partner, CikuTree Studio. However, by the end of 2014, the company’s seed funding had depleted, thus forcing Mr Hazmin to strategize for the company’s future.
Expected learning outcomes
Understanding the process of entrepreneurship and technology-based venture development enables case analysts to apply the concepts in many situations involving business opportunities and company development.
Subject code
CSS:3 Entrepreneurship.
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Keywords
Dhananjay Bapat, S. Sidharthan and C. Yogalakshmi
Financial Services Marketing, Financial Inclusion, Emerging Market Studies.
Abstract
Subject area
Financial Services Marketing, Financial Inclusion, Emerging Market Studies.
Study level/applicability
The case is suitable for graduate management students in courses such as general management and marketing courses. It is also suitable for a specialised rural marketing course and marketing of financial services. In business schools outside India, the case can be used in a course on marketing strategies for emerging economies. The case is suitable for executive development programmes for the areas pertaining to rural banking, marketing of banking services and financial inclusion programmes.
Case overview
The case analyses the financial inclusion initiative by Odisha Gramya Bank, a regional rural bank set up after amalgamation of three banks in the state of Orissa, India. The topic of financial inclusion has been the attraction from bankers, policymakers and academia in light of linkage between formal financial system and inclusive growth. To harness the fortunes at the bottom of pyramid, the case looks into the development of financial inclusion, business strategies and strategies for various customer segments.
Expected learning outcomes
To introduce students to analyse and compare various financial inclusion options. The case is useful to comprehend the various methods of financial inclusion. To analyse the evolution of regional rural banks and Odisha Gramya Bank after its amalgamation. To appreciate the issues faced by Odisha Gramya Bank. To understand various market segment and to evaluate its potential. To suggest appropriate strategies for each market segment. To appreciate how technology can be harnessed for business correspondents. To recommend the roadmap for financial inclusion to Mr Sidharthan, Chairman, Odisha Gramya Bank.
Supplementary materials
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Subject code
CSS 8: Marketing.
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Keywords
Rendering digital services have taken centerstage in the current ICT for development discourse. E-Government services are mostly under this discourse with the aim to provide…
Abstract
Structured abstract
Rendering digital services have taken centerstage in the current ICT for development discourse. E-Government services are mostly under this discourse with the aim to provide citizen centric services in the public domain. Business and development organizations alike are also investing in developing their own digital infrastructure for rendering services to its stakeholders. This case describes scenario in which a cooperative organization wishes to use digital infrastructure and provide digital services to its farmer members. The cooperative continued investing in ICT since the last couple of decades and constantly upgraded it to ease the transaction and bring efficiency and reduce information asymmetry. This had greatly benefitted the members. However, the cooperative is aware that its communication network built on the wireless medium has its own limitations in introducing new services and integrating its databases and applications. The cooperative took note of “Digital India (DI)” initiatives to provide digital services to rural areas and build an ecosystem to empower the citizens in its governance set up. This DI policy has implicit provisions of better networking protocols with improved bandwidth. The organization has a dilemma to continue with investing its own resources or explore possibility of piggybacking on the DI initiative. The cooperative wished to examine the total cost of ownership in either case and assess the feasibility of converging with the infrastructure created by the government.
Case synopsis
The Government Information Technology Policies are increasingly favouring citizens and in favour of shared infrastructure and services. It is worth the examination to evaluate strategies to deploy IT infrastructure and services with optimized cost and better returns in an enterprise. This is far more important for a social enterprise like AMALSAD cooperative (user-owned firm) that has deployed its own IT infrastructure and ITeS. AMALSAD cooperative deployed its IT assets long back and in the meanwhile, the Government policy is in favour of providing services over the internet.
Leaning objectives
The case serves to help students to understand the theoretical concept of Enterprise information systems infrastructure and services. It brings to the students understanding: the drivers of IT infrastructure to provide digital services; challenges that would make the social enterprise (in this case user-owned firm) to understand the opportunities and challenges of deploying the right digital infrastructure and get services on demand. The case presents the scenarios for the students to deliberate and find answers to the right approach for estimating the total cost of ownership (TCO).
Social implications
The case situation presents a scenario for digital government services. Most of the customer-facing enterprises including social enterprises are also providing digital services. It is important that such services converge at an optimized TCO.
Complexity academic level
Masters in Business Administration with a concentration in Information Systems.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 7: Management Science.
Details
Keywords
Aditya Sinha, Suresh Jha and Amritesh Amritesh
The purpose of this paper is to introduce learners to a successful Agri-start-up where they can explore the existing challenges and critical strategic decisions for the firm’s…
Abstract
Learning outcomes
The purpose of this paper is to introduce learners to a successful Agri-start-up where they can explore the existing challenges and critical strategic decisions for the firm’s growth.
Case overview/synopsis
Shashank, the CEO and co-founder of an agriculture-based Indian start-up Green Agrevolution Pvt Ltd (GAPL), is planning to reach out to more than one million farmers by 2021-2022, which is more than 20 times of the present volume. His team is presently serving around 42,000 farmers with a home-grown technological platform DeHaat which provides end–to-end services right from seed to the market. Micro-entrepreneurs are selected and groomed to act as local touchpoints for farmers in the respective catchment areas ranging from 3 to 5 km. Shashank has been a recipient of multiple accolades and recognition and is now firmly seated to drive his start-up to the next level of growth and pan-India market penetration. The venture also requires an understanding of segment-specific needs, cropping pattern, using local resources and channelizing the advisory services to occupy a central role in the value chain. There are other impending issues such as low smartphone adoption, low internet access and lack of entrepreneurial mindset among the rural youth. Similar issues were relatively backward states of India with little or no provision of app-based services. Will he be successful to expand on such a high pace in other States with the existing resources and capabilities?
Complexity academic level
Senior undergraduate and Master's level business students
Supplementary materials
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Subject code
CSS 11: Strategy
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Keywords
Randa El Bedawy and Mayar Farrag Elsayed
The case can be used to discuss leadership issues in young ventures. It also allows for a discussion of effective sales and marketing functions for a new product. The case also…
Abstract
Learning outcomes
The case can be used to discuss leadership issues in young ventures. It also allows for a discussion of effective sales and marketing functions for a new product. The case also addresses the different challenges facing certain business models in the market, and finally the importance of having a supporting team.
Case overview/synopsis
The case traces the development of an Egyptian startup software venture and the challenges faced regarding the entrepreneurship ecosystem. The startup’s main dilemma is whether to continue in its existing market or to extend elsewhere. Launching the main services of the startup is another challenge, as the market needs to be educated to see its value. Despite the success story, as a young Egyptian entrepreneur, the founder is expected to face various challenges to excel in the Egyptian market, such as financing, marketing, teamwork and self-development of the entrepreneur himself.
Complexity academic level
The case can be used at all levels, from undergraduate and MBA classes to executive seminars, because the issues it addresses are of broad interest.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
Details