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The learning outcomes are as follows: business model pivot, minimum viable product, strategic alliances, return on equity and burn-rate.

HMSolution’s (HM’s) mission is removing arsenic from drinking water. The case tells how HMS pivoted its business model between 2014 and 2015 and its challenge when faced with several growth opportunities. The first possible partner company proposed adopting HMS’s technology through either an alliance or outsourcing. The second company wanted to acquire HMS. However, Margaret – the founder and CEO – managed to find a third option in the form of an important sanitation sewage treatment company in Chile with international presence, with which she could reach a wider territory in her country of origin, as well as in other countries where that company had a presence. This case study presents Margaret’s dilemma of deciding the best course to follow and finding the best fit for her product and the needs of the market.

The instructor can adapt the requirements and depth of the topics addressed, ranging from an undergraduate audience to an executive training audience. Undergraduate courses, namely, entrepreneurship, business creation, administration and strategy. For students of business careers, administration, commercial engineering, industrial civil engineering and industrial engineering. Continuous training, namely, entrepreneurship, business creation, administration and strategy.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

One of the major reasons of layout-related difficulties faced by manufacturing industries is non-value-adding and redundant work. Plant layout study aims at economic production with larger volumes and variety as well. Method studies focus on the effectiveness with efficiency by a systematic critical scrutiny of work being done. The intention is to identify logical sequence of activities highlighting and eliminating the unnecessary mudas. Time and motion study is a combination of time study and motion study analysing and eliminating any unnecessary movement for productivity optimization of that job or process. Thus, through the elimination of unnecessary motions, times for performing the processes may be reduced and productivity increased. The intention is to subdivide the different operations of a job or process into measurable elements. Hence this case has been developed based on the primary data. The primary data was collected using Industrial Engineering Studies like layout study, method study and time and motion study. This case has been classroom tested with MBA students in their Lean Management Course.

Arin Synthetics Ltd. (ASL) though had installed modern machinery in its facility, process efficiency and optimization were a concern. Top Brass at ASL believed that ASL was overstaffed and its processes had creep as far as efficiency is concerned. This case focuses on ways to improve the process efficiency to rationalize the manpower at ASL. Presence in large growing global markets put cost pressure on ASL, thus mandating improvement in the efficiency of its processes through manpower rationalization. This case, therefore, discusses one of the highly staffed process of waste collection. Could ASL achieve reduction in the manpower in waste reduction without affecting the overall process? Was there a strategic mistake in the thought process of disposing of the waste generated by the manufacturing complex?

Operations management, Productivity and performance, Quality management, Lean management.

Upon completion of the case study, the students will be able to find the challenges and underlying structures that cause the problem; the students will be able to identify the dynamic variables and develop the interconnection and interlinkages among the time-delayed variables to build the story of the business case; the students could develop the block diagram and could build the system dynamics model using the simulation software STELLA, and if they do not have the simulation software, even then they could have a mental model to understand the problem well; the system dynamics students can design the policies to make the system better behaved and recommend solutions; and the students could make mind maps and develop the mental model and could recommend solutions and way forward to overcome the challenges and solve the issues.

Tradeasia is a small-scale manufacturing firm that had started its business activities near Sundar Industrial Estate, Raiwind, in September 2007. The company’s prime focus was to buy the potato starch from chips manufacturing companies and, then, extract the potato starch from the waste potato using its own machinery and sell it as a sizing agent to textile mills. Quality characteristics in terms of better millage and enhanced gullibility made it compatible with Rafhan corn-based starch. The major challenge linked to potato starch was its degree of wetness; the potato starch either extracted from rotten potato or procured from the potato chips manufacturing companies had a high degree of wetness and moisture content. Wet potato starch sometimes had more than 60% moisture content, which was really a challenge. Owing to the high degree of wetness, the wet starch was prone to fungus growth, and within hours, the fungus created toxins if it was not dried immediately, and then after 24 h, toxins acquired a black colour, and they became hardened like pebbles. The starch then was unusable even for sizing purposes for textile products. Reduction in the degree of wetness was really a big challenge and demanded prompt action and high productivity of the operational staff to make that product dry for sale purposes. This was the biggest challenge that ended up in huge inventories of wet starch. Capacity constraints and operational inefficiency killed the company’s productivity and affected the company’s profit.

This case study is written and developed for MBA and MS-level supply chain students of the system dynamics course or those studying management of supply chain complexities. This case study discusses the operational challenges while running the business; huge inventories, capacity constraints and inefficiency in production operations were the challenges associated with almost all manufacturing industries. This case study discussed not only why such challenges are appearing in the business but also the solution that resided in the wisdom shared by the employees in the board meeting. An integrated system dynamics model could be used to design the policies to overcome such challenges. Even the block diagram of the model and causal loop diagram could help to conceptualize the problem and explore the way forward.

Teaching notes are available for educators only.

CSS 7: Management science.

Entrepreneurship.

The portable solar cooker case is appropriate for upper division undergraduate and graduate students in entrepreneurship, international, strategy or sustainability courses.

xCRUZA, a small industrial design studio in Buenos Aires, Argentina, has experienced limited success and expansion since the company was founded in 2005. Focusing on eco design principles, xCRUZA has maintained an eclectic design mix pertaining to product development in children's toys, medicine, and cleaning products. Challenged by a struggling Argentine economy, a population not focused on environmental concerns, and a general lack of capital availability, the founders of xCRUZA chose to design, develop, market and sell a portable solar cooker. The cooker was originally designed by two of the founders while studying engineering at university. While innovative and award winning in design, xCRUZA's solar cooker has proven to be a challenge to the founders' success both in getting their product to market and fulfilling the mission of the studio.

The learning objectives for the case include: to explore the challenges of an entrepreneurial start-up dedicated to eco design and sustainability principles, to examine market opportunities and consider approaches to selling in dissimilar markets, generate a discussion on strategies that xCRUZA has and can employ, to analyze the mission and direction of xCRUZA. Are they on the right track?

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Reflect on the influence of different lifecycle stages on the strategy of a family business; evaluate the impact of family, industry and company dynamics on the evolution of a family firm; assess the impact of ownership, governance and succession considerations on the sustainability of a family firm; and develop decision-making skills to overcome specific dilemmas and secure the family business longevity.

Five industries, three generations and one family business. What started off as an entrepreneur’s ambition, Almajid Limited has proven itself to a sustainable source of revenue and a diverse portfolio of businesses for multiple generations of a Saudi Arabian family. This case study offers an exclusive opportunity to follow the tumultuous journey of a Saudi family business and analyze the different phases of its evolution over seven decades and three generations. In particular, the case aims to highlight the complexities surrounding the management of a family firm and illustrate how various lifecycle stages stemming from a number of areas (e.g. family, company, industry, ownership and governance) simultaneously influence the family business strategy. Being deeply embedded in the context of Saudi Arabia, the case unveils the unique challenges of managing a family business in a conservative cultural setting. The case study is divided into four parts, with each of them putting the emphasis on a different lifecycle area of significance for the evolution of the family business. Each part culminates with the identification of an area-relevant dilemma that needs to be addressed for the family firm to be able to move into the next stage of its development. Part A focuses on the family area or axis, the Part B on the industry axis, Part C on the company axis, while Part D is based on the sustainability axis, which embraces as many as three dilemmas in relation to the ownership, governance and succession in the family firm. Moreover, each part incorporates a timeline of critical events that contributed to the emergence of a specific dilemma and a culturally-rooted anime that helps the readers visualize the story, picture somebody else’s reality, and empathize with the key protagonists of the case to achieve optimal decision-making.

Graduate audience: Master of Business Administration or Master of Global Entrepreneurial Management.

Teaching Notes are available for educators only.

CSS 11: Strategy.

At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their new planes. At about the same time, the two industry heavyweights began developing new aircraft families to address the future market needs they each projected.

Aircraft take many years to develop, so by the time the new planes made their inaugural flights, significant changes had occurred in the global environment. First, emerging economies in the Asia-Pacific region and elsewhere were growing rapidly, spawning immediate and long-term demand for more aircraft. At the same time, changes to the market for air travel had created opportunities for new products. These opportunities had not gone unnoticed by potential new entrants, which were positioning themselves to compete against the market leaders.

In October 2007, the Airbus superjumbo A380 made its first flight. The A380 carried more passengers than any other plane in history and had been touted as a solution to increased congestion at global mega-hub airports. Four years later the Boeing 787, a smaller long-range aircraft, was launched to service secondary cities in a point-to-point network.

The case provides students with an opportunity to analyze the profit potential of the global aircraft manufacturing industry in 2002 and in 2011. Students can also identify the actions of participants that weakened or intensified the pressure on profits within the industry.

Audio format (.mp3 file) available with purchase of PDF. Contact cases@kellogg.northwestern.edu for access.

This case has four major learning outcomes using hands-on spreadsheet tool. First is to introduce and apply the Clarke and Wright’s Savings algorithm. Second is to conduct a cost-benefit analysis in transportation set up. Third is to find out the optimal route to be taken to fulfill given demand while satisfying time and capacity constraints. Finally, one has to optimize the number of vehicles required for daily operations.

Dhruvam, the protagonist of the case, working at ZeNXL, a third-party logistics service provider, was assigned the task of reducing the operational cost of the company as part of the new service offering called “Route optimization.” This new offering would help optimize vehicle delivery routes to meet daily customer demand. The launch of the new service offering was due in the next 10 days with client LG Electronics to be the first beneficiary.

MBA-1 (Logistics Management), MBA-2 (Route Optimization). This case provides an opportunity for instructors to introduce vehicle routing and scheduling as part of logistics management. Students are expected to use the data given in the case and exhibits to develop the optimal routes (using Clarke and Wright’s Savings algorithm) and conduct cost-benefit analysis. This case also provides insights on the challenges associated with start-up operations.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 9: Operations and Logistics

Microsoft Office was facing an uphill task in engaging the undergraduate student community. Attracting this audience—the most tech-savvy generation ever—was critical to the future of the Microsoft Office franchise. Microsoft's past advertising efforts to reach this audience had proven lackluster, while its key competitors were gradually entrenching themselves among this demographic. Microsoft's challenge was to determine the best tactics that could successfully connect with this audience. The (A) case describes Microsoft's dilemma and briefly addresses what college students mostly care about: managing homework, creating great-looking schoolwork, preparing for the workplace, and collaborating with friends and classmates. It also provides competitive information, chiefly Google's increasing presence in universities and its focus on the higher education market and the growing influence of Facebook among students and its evolution into a productivity tool. The (B) case describes the qualitative research tools that Microsoft used to get a better understanding of college students: day diaries using Twitter, technology diaries using the Internet and smartphones, focus groups, and one-on-one interviews with students. The case helps students understand the value of ethnographic and qualitative research techniques, draw inferences from the data, and subsequently make recommendations. It illustrates how ethnographic and observational studies enrich research by generating deeper consumer insight than traditional methods.

Students will learn: - How online tools in ethnographic and observational research offer new insights not revealed by traditional survey research - How different qualitative market tools are used to collect data, as well as the pros and cons of different ethnographic research techniques - To interpret and synthesize data from qualitative and ethnographic research - How research can influence a firm's marketing and advertising tactics

The learning outcomes are as follows: to assess the competitive position of a small business-to-business (B2B) company to remain competitive in a developing country; to identify and shape the business opportunity that represents serving small and medium enterprises that would lead to competitive positioning in the B2B environment; and to compare innovation and commercialization projects through strategic dimensions related to managing a technology company in a way that fosters business profitability and growth.

Margarita Kaplun, founder and CEO of Kapter, a small company providing country-wide technical and consultant services on thermography to industrial hubs in Mexico, had positioned the company as a reputed provider. However, the company had experienced razor-thin margins. Margarita needs to decide whether they pursue the following grant to fund a project on technology development that will source the competitive position or pursue a commercial project that help them achieve a larger customer base to reap higher income.

The case is oriented for an undergraduate audience, attending entrepreneurship, innovation and industrial organization courses. It depicts issues of technology-based entrepreneurship and is suitable for students in business, management and engineering.

Teaching notes are available for educators only.

CSS 11: Strategy.

Operations management.

This case study is intended for MBA, final year industrial engineering and 1st year PhD students, for use in graduate engineering, post graduate and executive level management programs. The case study illustrates operational and participative management control system in a matrix and flexible organization structure.

Satish Arora (CEO) and Praveen Arora (Director Finance), a husband and wife team, own and operate Go-Goal Hydro Power Ltd (Go-GoalHPL) as a small medium enterprise (SME). Go-GoalHPL renovates hydro power generating machines up to 250 MW rating. Their current renovation/overhauling projects are located at different sites in India. Go-GoalHPL has grown its business by pursuing new avenues that include execution of major renovation projects and construction of new projects on a turnkey basis. Go-GoalHPL's management, despite their on-going successes, are concerned about severe capacity shortages if immediate actions were not taken. They have identified three capacity expansion options: continue current operating practices and obtain additional production space; undertake a make-versus-buy study and consider outsourcing parts; and implement world-class manufacturing techniques through adoption of focused factories. The first two options represented simple incremental changes while the third presents a radical alternative that required a major reorganization of the company operations and support functions.

These include knowledge about competitiveness, corporate survival, sustainable business, operations management, productivity, performance.

Teaching notes are available for faculty. Please consult your librarian.