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1 – 10 of 80Christina Swart-Opperman, Claire Barnardo and Sarah Boyd
The learning outcomes are as follows: to understand why talent management is a vital component of a company’s broader strategy for long-term operational excellence; to understand…
Abstract
Learning outcomes
The learning outcomes are as follows: to understand why talent management is a vital component of a company’s broader strategy for long-term operational excellence; to understand the impact of generation, life stage and career stage on an employee’s professional needs, goals and expectations of their firm; to understand how organisational culture contributes, in this case, to ineffective people management practices; and to develop a talent management strategy: new policies, processes or practices that will address the identified issues and create a sustainable pipeline of talent.
Case overview/synopsis
This case finds the successful agro-processing firm Namib Mills in a state of internal tension in April 2019. As Namibia’s premier supplier of staple food products, Namib Mills is performing well in a struggling economy. Then yet, CEO Ian Collard is concerned that his senior management team is not exhibiting the kind of leadership and strategic management needed to take the company into the future. As Ian examines the issue further – with the aid of a report from an external consultant – he begins to see that the weaknesses of his senior managers, who are prone to micromanaging and poor communication, are part of a bigger issue of talent management in the firm. The junior employees, who are energetic and ready to innovate, are growing restless as they wait for career growth and promotion opportunities. The rising leaders in middle management are also struggling to break through. Ian must confront how organisational culture and generational diversity within this family-owned business have created talent management barriers and develop a strategy for sustainably developing employees into the leaders of the future.
Complexity academic level
This case is designed for a master’s level management program and is well-suited for courses that deal with organisational behaviour, people management or human resources management. Specifically, the case is aimed at students interested in talent management, generational diversity and organisational culture.
Subject code
CSS 6: Human Resource Management.
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Sebastian Prim and Mikael Samuelsson
The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase…
Abstract
Subject area of the teaching case:
The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase as well as the complexities, unexpected costs, and benefits that growing a business can bring.
Student level:
The case is aimed at MBA or Master-level students or executive education programmes as part of a strategy or entrepreneurship module.
Brief overview of the teaching case:
Lattice Towers is a South African company in the telecommunications infrastructure sector. They are struggling to generate sufficient cash flow to sustain operations as a result of poor strategic decision-making regarding tower-build site acquisition. To compound matters, the owner has been struggling with health issues related to the stress caused by the crises that Lattice Towers is going through. Recently, however, a multinational publicly listed behemoth in the telecommunications industry, Helios Towers, offered to acquire the company. The acquisition offer seems like a saving grace to the owner; however, Lattice Towers is deeply personal to the him and he would not like to lose the brand. Furthermore, there is a tremendous opportunity for business growth due to the imminent increase in demand for tower infrastructure. But based on the challenging financial position the business currently finds itself in, he might not have the option to keep the business.
Expected learning outcomes:
To develop a decision-making framework and strategy to navigate the business life-cycle stages, from survival to growth
Understand the concepts of uncertainty, risk, and liquidity premiums that apply to entrepreneurship
Understand the stress-related implications for entrepreneurs
Understand the psychological costs and benefits of entrepreneurship
Understand the personal financial implications for entrepreneurship
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This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.
Abstract
Subject area
This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.
Study level/applicability
This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources.
Case overview
This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007.
Expected learning outcomes
The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives.
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 5: International Business.
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Melodena Stephens Balakrishnan, Payyazhi Jayashree and Ian Michael
Strategy, Emiratisation (national policy); human resources (recruitment, training and development, organizational culture and values) and marketing (branding, communication)…
Abstract
Subject area
Strategy, Emiratisation (national policy); human resources (recruitment, training and development, organizational culture and values) and marketing (branding, communication), tourism (destination image).
Study level/applicability
Undergraduate and Postgraduate Business and Management.
Case overview
This case highlights the strategy and initiatives taken by Etihad to attract Emirati employees (local nationals) to join the organization. Etihad Airways is the national airline of the United Arab Emirates (UAE), based in Abu Dhabi, the national capital. Since its inception in 2003, the airline has grown faster than any other in commercial aviation history; it currently flies to more than 60 destinations in Africa, Asia, Australia, Europe, the Middle East and North America. In the UAE, nationals or Emiratis comprise only 20 per cent of the overall population. According to the UAE 2021 Vision, the government's focus is on building the human capabilities on knowledge and innovation for Emiratis. This vision is reinforced in the Abu Dhabi Economic Vision 2030, which aims to boost national participation, encourage women (national women are on average more highly educated than the men) and decrease the education – market demand gap through training.
Expected learning outcomes
This case can be used to teach strategy from the point of view of government, human resources and marketing. From the government point of view parallels can be drawn to other nations whose government have focused on policies to create opportunities for and to encourage local employability. An example of a similar programme that was very successful is the “Bumiputra” programme created for indigenous Malaysians in 1971. In the area of human resource strategy, recruitment, training, inculcation of corporate values are some areas that can be reinforced. Form the point of view of marketing; the case can be used to discuss branding from the point of view of people, loyalty building (internal) and communication (internal and external). Destination branding and the role airlines play can also be a discussion point from the strategic point of view with some opportunity for macro-environmental analysis using the PESTLE model.
Supplementary materials
A teaching note available upon request.
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Meghan Murray and Matthew Loftus
This case, “vineyard vines and The Brotherhood of the Traveling Pants,” introduces students to a unique partnership in the social media advertising world. Preppy clothing…
Abstract
This case, “vineyard vines and The Brotherhood of the Traveling Pants,” introduces students to a unique partnership in the social media advertising world. Preppy clothing powerhouse vineyard vines had a history of interacting with its customers by featuring user-generated content in its catalogs and on its website and decided to continue this tradition on social media by partnering with a group of fans called The Brotherhood of the Traveling Pants. This successful and authentic social media marketing campaign resulted in increased sales for vineyard vines and influencer status for the members of The Brotherhood. At the end of the campaign, the vineyard vines marketing team is left debating how to grow its social media presence through partnerships. The case has been used as part of a social media marketing course and would be effective in any undergraduate- or graduate-level marketing course.
John E. Timmerman, Serhiy Y. Ponomarov and R. Franklin Morris, Jr
Rick Jamison, as Project Manager for the highly profitable Mega-Yacht division of Thorsby-Wando Marine Refit, Inc., has been assigned the task of revamping the supplier evaluation…
Abstract
Synopsis
Rick Jamison, as Project Manager for the highly profitable Mega-Yacht division of Thorsby-Wando Marine Refit, Inc., has been assigned the task of revamping the supplier evaluation and selection tool used by the company in view of the evolution of the business from a small boat storage and repair facility into a full-service large boat and mega-yacht repair and refit facility. Rick gleans ideas from a colleague at another facility in preparation for re-crafting the current supplier evaluation tool. Rick becomes acquainted with how the Delphi method could be used to achieve consensus among members of the buying center to arrive at key factors and their proportionate weights for use in the supplier evaluation tool.
Research methodology
The case is based upon interviews with the company that is represented by Thorsby-Wando Marine Refit, Inc.
Relevant courses and levels
This case is targeted primarily at undergraduate students in purchasing, materials management and supply chain management courses. The case works best when it is employed in connection with a discussion of the major methods for evaluating vendors.
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Ian Henson was about to take the biggest financial risk of his life. He had just agreed to purchase three Booster Juice franchise stores in Kamloops, British Columbia, Canada…
Abstract
Synopsis
Ian Henson was about to take the biggest financial risk of his life. He had just agreed to purchase three Booster Juice franchise stores in Kamloops, British Columbia, Canada. Henson knew that transitioning leadership at companies was a difficult task, and he was aware that he was replacing a popular leader: Natalie Peace. Compounding the challenge ahead of Henson were two major hurdles, the first was demographic in nature: Booster Juice’s employee group was young (on average below 20 years old) and many adored Peace, he was certain that whoever replaced her would have a difficult transition. The second challenge was managing change: Henson needed to cut costs. Peace had several generous policies that Henson needed to consider altering or removing, a potentially unpopular task. Initially, this case puts students in Henson’s shoes: How should he handle the specific aspects of this leadership transition? It allows professors to examine the broader issue of managing a change process.
Research methodology
Data for the case were collected from various sources. Public records, historical documents, and media reports were the main source for general background information and context. Primary data were collected through a series of interviews with the present and past owners of the Booster Juice franchises discussed.
Relevant courses and levels
This case was developed for use in an undergraduate management course or where change management and leadership are specific modules, an organization behavior class is a good example of where the case should fit. The objective of the case is to illustrate the challenges that resulted from a change in leadership and examine how to manage the change process. The thought-provoking element in this case is the leaders involved have very different leadership styles. The authors anticipate this case would be one used early in the course, as it is concise and straightforward to read, and clearly illustrates the issues to be examined. It provides an effective tool through which to introduce students to change management and styles of leadership. The added value is that the case is based on a company built by an undergraduate student and thus students tend to be very interested in the business itself.
Theoretical bases
The main theoretical base for the case is based on change management and exemplary leadership. To facilitate this the authors use Kurt Lewin’s models of change, Kotter’s eight step process, specifically referring to Kotter (1995). The authors then use Kouzes & Psoner five practices of exemplary leadership, referring to Kouzes, and Posner (2003). The authors specifically reference Northouse (2010).
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Keywords
Business management, entrepreneurship, strategic management and business environment.
Abstract
Subject area
Business management, entrepreneurship, strategic management and business environment.
Study level/applicability
Undergraduate and Masters level business and management programmes.
Case overview
This case features a small labour intensive Chinese company, Bags of Luck (BoL), located in the south-eastern Fujian province. BoL makes ladies fashion handbags, unisex fashion backpacks and trendy lightweight cases for laptop and netbook computers for export to the US market. BoL have done very well over the years as a small private enterprise focusing on low-tech manufacturing and have managed to stay afloat through the most difficult period of the recent world recession. Currently troubled by fast changing market trends, rising material and employment costs, continuing appreciation of the Chinese currency, severe labour shortage, declining production volume and profitability, dated machinery, passive and reactive nature of business model, ineffective management structure and a complete lack of strategic vision, BoL is in deep crisis with its fate now hanging on the balance.
Expected learning outcomes
The case provides encourages students to: research into a range of current business management issues; analyse the impact of environmental changes on the survival and growth of a business organisation; develop their strategic thinking informed by real life and real-time research and assess the impact of exchange rate changes on the Chinese economy and the sustainability of Chinese model of economic growth.
Supplementary materials
Teaching note.
Details
Keywords
Ian Michael, Meerah Ketait, Sarah Al Qassimi and Azza Al Nuaimi
Marketing, brand management, promotion management and corporate social responsibility.
Abstract
Subject area
Marketing, brand management, promotion management and corporate social responsibility.
Study level/applicability
Undergraduate and postgraduate.
Case overview
How does the “country-of-origin” issue affect brands, and what do brands need to do? The case of unique and small corporate social responsibility (CSR) programs and their impact on creating brand awareness.
Aamer Khan, Managing Director Hafet Electrical LLC, the sole distributor for of Haier in United Arab Emirates (UAE) was reviewing their half yearly results. Among the more unconventional strategies they had adopted was one where they used community engagement to get an insight into the local market and develop brand awareness as a caring top quality brand. The CEO of Haier, Zhang Ruimin stressed that “quality is and will remain the essence of business sustainable, whether in the past, present or future”. Aamer was evaluating the effectiveness of the strategy and considering its impact. Should he use a similar strategy next year?
This case deals with the “country-of-origin” issue, an important aspect in branding a key strategy of marketing. The Haier brand and its country-of-origin were investigated among the Emirati (UAE nationals) consumers. This was done as part of a capstone research project by Meerah, Sara and Azza at Zayed University, Dubai. Further, the group created a unique CSR program for the Haier, whereby they invited people to join them in a Walkathon to raise money for a charitable cause. Haier donated various products like refrigerators, air coolers and air conditioners towards this charity. By creating this event, the group raised awareness of the Haier brand among the local population.
Expected learning outcomes
What is:
“Country of origin” (coo) in marketing and its effect on brands?
The role of CSR in corporate marketing communication?
The role of small events in building brands?
“Country of origin” (coo) in marketing and its effect on brands?
The role of CSR in corporate marketing communication?
The role of small events in building brands?
Supplementary materials
Teaching notes.
Details
Keywords
International strategy; finance; corporate innovation and technology management.
Abstract
Subject area
International strategy; finance; corporate innovation and technology management.
Study level/applicability
MBA/MA.
Case overview
This case's subject is global/international strategy and how investment decisions are made to enter new markets by global companies such as Vodafone Group Plc. The case follows the executive team that is assigned the task of recommending a course of action to invest in various mobile telephony businesses globally and how to set the criteria and strategy for investing.
Expected learning outcomes
The case targets graduate students in MBA and technology management programs and can be used in courses in Global Business, Strategy and Policy, Finance, Corporate Innovation and Technology Management. The learning outcomes are expected to be a clearer understanding of the broad political, technical, economic and socio-legal issues to be addressed as well as the firm level strategies employed by transnationals to expand into developing countries.
Supplementary materials
The case includes teaching materials as well as financial statements, explanations of technologies and demographic data for use in analysis.
Details