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Entrepreneurship, Corporate sustainability, CSR, Supply chain.
Abstract
Subject area
Entrepreneurship, Corporate sustainability, CSR, Supply chain.
Study level/applicability
Master's courses: Entrepreneurship, Strategic management.
Case overview
In 2002, potential risks deriving from emerging normative demands in the CSR debate prompted Axel Springer (AS) to rethink their supply chain strategy for Russian wood. Being one of the first movers in CSR in the publishing business, AS realized that current practices could spark future public discussion that might put pressure on AS, a key player in these supply chains. In early 2002, AS and one of their main suppliers, Stora Enso, started a joint initiative to redesign the supply chain processes in two of the major Russian logging regions to improve their social and ecological performance. Sometime later, other major players in the publishing sector as well as critical reviewers from several non-governmental organizations (NGOs) were invited to participate in the design of the new voluntary sustainability initiative called “Tikhvin Chalna project”, the second phase of which was accomplished by the end of 2006.
Expected learning outcomes
Learn that organizations (specifically high-brand owners) are responsible for practices within their entire supply chains (social as well as environmental performance).
Explore proactive corporate sustainability, CSR strategies are market but also institutional driven; Strategizing involves forming and transforming the rules, norms and standard models of customers as well as institutions such as NGOs or governmental bodies. Whether the initiator of such strategy is successful in increasing or manipulating demands is dependent on its resources and capabilities as well as on its network position. The case supports students in understanding resources being used to successfully transform or create institutional arrangements.
Discover that the value of a business' relationships and its network position.
Supplementary materials
Teaching note, Video files
Details
Keywords
Case A uses the context of unfair, non-transparent process of spectrum allocation by the Indian government to private operators that led to Supreme Court (SC) cancel 122 licenses…
Abstract
Case A uses the context of unfair, non-transparent process of spectrum allocation by the Indian government to private operators that led to Supreme Court (SC) cancel 122 licenses. It gives scope to discuss the relationship between policy and regulatory agencies and their effectiveness, role of other institutes outside telecom sector such as the Prime Minister Office, Empowered Group of Ministers and the Comptroller & Auditor General of India.
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Mohammed Laeequddin and K. Abdul Waheed
Business-to-business (B2B) marketing, microeconomics and strategic management.
Abstract
Subject area
Business-to-business (B2B) marketing, microeconomics and strategic management.
Study level/applicability
Target audience can be MBA students who are taking B2B marketing, microeconomics and strategic management courses.
Case overview
On 1 January 2015, Hamza joined Hisham Packaging, Dubai, United Arab Emirates (UAE) as the CEO. Hisham Packaging specialises in production of corrugated boxes of various sizes, both in plain and printed forms. Most of Hamza’s experiences have been in the automobile industry, where his focus was on Lean operations rather than marketing. After joining Hisham Packaging, he learnt that in service industry like printing and packaging, the business focus is more customer-oriented than process-orientated. In the packaging industry, each customer’s requirement is unique and customised with variety and small volumes. What was shocking to him was that there is an informal cartel arrangement among major corrugated box suppliers in the country and without the consent of the cartel members, he cannot take any major decision like expanding the business or accepting or dropping a customer. Hamza discussed the scenario with his sales manager Ahmad to see what strategy to adopt for the growth of the company. He was trying to figure out what next? Like any other newly joined CEO, Hamza also had plans to increase the market share and make the operations Lean. He quickly found that it would be difficult for him to make any major impact on the existing business due to the constraints and he needed a different strategic move to grow the company.
Expected learning outcomes
The outcomes include understanding of market dynamics, cartelization of companies based on market structure and strategy building. Students learn that an organization’s performance is just not dependent on how the managers plan, organize and control but it also depends on the competitors and customer’s strategies. Students learn how to apply strengths, weaknesses, opportunities, and threats (SWOT) analysis, Porter’s Five Forces analysis and PESTEL analysis in developing business strategy.
Supplementary materials
Teaching note is attached.
Subject code
CSS 8: Marketing
Details
Keywords
Joanna Kimbell, Anne Macy, Emily Ehrlich Hammer and Denise Philpot
The Women’s US Soccer team in 2016 entered into the summer Olympics with a dark cloud over their heads, the lack of pay equity in the sport of soccer. Despite being heralded as…
Abstract
Synopsis
The Women’s US Soccer team in 2016 entered into the summer Olympics with a dark cloud over their heads, the lack of pay equity in the sport of soccer. Despite being heralded as the best female team in the world, the team’s compensation does not reflect their winning record or average work performance. Complex contractual negotiations and compensation intricacies surround this situation and the legal proceedings with the Equal Employment Opportunity Commission that include discrepancies between gender preferences for compensation, benefits packages and terms of the overall collective bargaining agreement in a monopsony. The financial impact of lost wages and the role of the fan base are also examined.
Research methodology
This case has been created through the eyes of past and current members of the US Women’s Soccer team using scholarly and periodical sources.
Relevant courses and levels
This case is designed for upper level, undergraduate human resource management, labor economics and employment law courses, specifically, principles of human resource management, gender equity courses, business law, labor economics, law & economics.
Details
Keywords
Mario Andres Manzi, Laura Blanco Murcia and Monica Ramos Mejia
Identify how value is created through a product-service system (PSS). Recognize the different types of PSS and their characteristics at an economic and environmental level. Design…
Abstract
Learning outcomes
Identify how value is created through a product-service system (PSS). Recognize the different types of PSS and their characteristics at an economic and environmental level. Design a business model for a PSS that allows to generate economic and environmental value in a sustainable way.
Case overview/synopsis
On October 15th of 2014, Javier Ramirez, Chief Executive Officer of Famoc Depanel, was in his office in Bogotá, Colombia, thinking about a decision he had to take. Either Famoc Depanel continued in the traditional office furniture market generating new lower-cost products, and continued facing the informal competition or the company risked accepting a new business that the National Tax and Customs Direction of Colombia (DIAN, the acronym according to its name in Spanish) had proposed and give its business a complete turnaround. Either way, he would keep his commitment to innovation and environmental care.
Complexity academic level
This case is appropriate for use in sustainability and entrepreneurship courses with contents about business models based on PSS. This case can be used at undergraduate and graduate levels. It is recommended that students have prior knowledge about business models and the Canvas Business Model methodology.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
The case deals with sovereignty and issues related to doing business in a foreign land. It highlights aspects of taking political risk for granted and factoring in or not…
Abstract
The case deals with sovereignty and issues related to doing business in a foreign land. It highlights aspects of taking political risk for granted and factoring in or not factoring in the legal environment, which includes the rule of law and independence of judiciary, in a particular jurisdiction. The case brings forth the idea of agreeing to the jurisdiction of a neutral country, and how efficacious it may be. The top management is expected to anticipate political and legal changes, and must be prepared to face the worst.
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Nicolas Kervyn, Judith Cavazos Arroyo, Fernando Rey Castillo Villar and Rosa Andrea Gomez Zuñiga
Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the…
Abstract
Learning outcomes
Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy.
Case overview/synopsis
This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive.
Complexity academic level
This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands.
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
This case is based on Weatherford International’s settlement with the Securities and Exchange Commission (SEC) and the Department of Justice (DOJ). Both the SEC and the DOJ were…
Abstract
Theoretical basis
This case is based on Weatherford International’s settlement with the Securities and Exchange Commission (SEC) and the Department of Justice (DOJ). Both the SEC and the DOJ were critical of Weatherford for its violations of the Foreign Corrupt Practices Act and for its “inadequate internal controls.” This case explores the Foreign Corrupt Practices Act (FCPA) violations and issues related to internal controls.
Research methodology
Case study.
Case overview/synopsis
This case is based on Weatherford International’s settlement with the SEC and the Department of Justice. Weatherford provided equipment and services in the oil and gas industry. Because international markets were growing faster than domestic markets, Weatherford made a strategic decision to pursue growth in international markets. The oil and gas industry has high levels of operating risk as did the countries that Weatherford decided to pursue operations in. However, despite the decision to take on additional risk, Weatherford failed to implement adequate systems of internal controls. The title of the case “A Perfect Storm” refers to Weatherford’s trifecta of operating in an industry with high levels of corruption risk, countries with high levels of corruption risk and failing to implement adequate internal controls despite those high operating risks (Department of Justice, 2013). Weatherford was ultimately assessed a $152m penalty for its violations of the FCPA that included bribery, volume discounts, improper payments and kickbacks.
Complexity academic level
Undergraduate and graduate auditing classes.
Details
Keywords
Greenko, a renewable power generating company investing in biomass, small and medium hydro power and wind power projects, had projected to achieve 1GW (Giga Watt = 1000 Mega Watt…
Abstract
Greenko, a renewable power generating company investing in biomass, small and medium hydro power and wind power projects, had projected to achieve 1GW (Giga Watt = 1000 Mega Watt) of installed capacity by March 2015. The company had been financing its projects with debt from Indian banks and financial institutions on a project finance basis and it had to now decide whether to refinance the project finance debt with an international bond issue of USD 550 million. The case provides an opportunity to discuss the public policy and financing aspects of renewable energy in India.
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Diptiranjan Mahapatra and Ravindra Dholakia
With the establishment of Competition Commission of India (CCI), Competition law-class actions, especially with regards to abuse of dominance by monopolists, are slowly becoming…
Abstract
With the establishment of Competition Commission of India (CCI), Competition law-class actions, especially with regards to abuse of dominance by monopolists, are slowly becoming unhappy realities with both government-owned as well as private companies. This case used Coal India Limited (CIL), a public monolith which was penalized recently by CCI, as a subject of analysis to delve deeper into various conceptual understandings related to public sector functioning, such as public versus private provisioning, natural versus designed monopoly, dominance versus abuse of dominance, corporate governance versus government mandated governance, and finally natural resource allocation.
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