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Case study
Publication date: 1 January 2011

Kasina V. Rao

Agriculture knowledge, market intelligence, emerging business model.

Abstract

Subject area

Agriculture knowledge, market intelligence, emerging business model.

Study level/applicability

It is best suited to teach undergraduates and graduates in the areas of rural marketing, agri-business management, service management and information and communication technology for development.

Case overview

India is changing with great pace by inclusive growth on espousal of technology into the mainstream. Indian farmers are wholly depending even now on traditional methods for decision making on entire agriculture supply chain. The constant decision making provides middle men with a chance to exploit and empower themselves on the returns produced by farmers. Technology is creating waves providing an opportunity for farmers to benefit by adopting information and technology to solve their basic livelihood problems. The Thomson Reuter group launched a SMS-based mobile information service to support India's 250-million-strong agricultural community. The service, named Reuters Market Light (RML), is trying to provide a missing link by providing required information in the quickest possible time to farmers; user need-based services are critical to this. How far RML services are delivering in this context is quizzed by some analysts. Thomson Reuter's service started with the global climb down in commodity prices, coupled with increased risk of natural disasters as per experts. The competitors providing similar services at price which differ with RML wondered about the success, scalability and sustainability of its venture.

Expected learning outcomes

This is a practical view of how these interventions can be better looked at and can get into policy for a framework for rural areas' socio-economic development.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 June 2018

Mohamad Abu Ghazaleh and Syed Zamberi Ahmad

Information technology, management science and strategic management.

Abstract

Subject area

Information technology, management science and strategic management.

Study level/applicability

The case has been developed for use in “e-government Management and Leadership” and “Strategic IT management” courses and is appropriate for MBA and Executive Development Programs, as well as corporate training programs incorporating information system and e-government dilemmas. The case is appropriate for courses that deal with e-government development.

Case overview

Ajman Digital Government (ADG) was established in 2017. It is a new government entity intended to deliver the Ajman e-Government Project to increase government efficiency and productivity, as well as transforming public services to meet citizen expectations of digital experiences and satisfying the UAE Federal e-government standard. The current UAE federal e-government ranking includes only two emirates, Abu Dhabi and Dubai. ADG intends to be part of the UAE federal e-government ranking and participating in the world digital competitiveness ranking. Many challenges lie ahead for ADG, which intends to add Ajman’s e-government to UAE’s federal e-government, supporting the digital competitiveness of UAE worldwide and participating in increasing the ranking for UAE federal government in IMD’s World Digital Competitiveness Ranking; in addition to this challenging goal, there are significant new obstacles to the implementation of the new digital government in Ajman. ADG requires specific ingredients for the maintenance and support of the UAE e-government standard to position the project toward the success. Study of the strategic positioning of ADG would help support success of the development of e-government and weigh which technology should be used and how the project should proceed strategically. The case also provides a very useful ground for discussing all challenges faced and how the innovative business model of e-government will address these issues and create a sustainable e-government environment.

Expected learning outcomes

The case is structured to achieve the following learning objectives: Students can recognise the dilemma faced by the Ajman Government in managing citizen expectations, stakeholder expectations and the wider implications of its actions on developing a coherent communication strategy. Students can recognise and critically evaluate the role of leadership and communication in using e-government strategies in hyper technology market. To bring out the challenges in the digital government and repositioning strategies in a highly competitive and dynamic technology environment. Differentiation and repositioning strategies in a highly competitive technology market. Learn how to effectively communicate the value of a digital government to the targeted citizens. Understand how to strike a balance between short-term objectives and long-term goals in e-government development. Analyse the environment, competition, industry and IT product positioning. List alternative IT strategies and e-government positioning. Understand the primary drivers of interaction in e-government.

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 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 10 June 2016

David Zamora and Juan Carlos Barahona

Management of Innovation and Technology/Management Information Systems.

Abstract

Subject area

Management of Innovation and Technology/Management Information Systems.

Study level/applicability

Information Systems.

Case overview

SER (Sugar, Energy & Rum) was a company belonging to the Grupo Pellas Corporation. The company operated in four countries, had six subsidiaries, employed more than 25,000 people, had more than 43,500 manzanas of sugarcane crops in Nicaragua alone and had global annual sales of more than US$400m. In 2008, due to the negative effects of the crisis on the company’s business model (increasing costs due to higher prices for fuel and decreasing income because of low international sugar prices), the company decided to implement a business intelligence (BI) system to optimize its processes to reduce costs and increase productivity. At that time, the company had more than 100 years of data, information systems that fed into their main business processes and a culture that appreciated data as the basis for decision-making. However, there were inconsistencies among data systems, users received highly complex reports in Excel or green screens and process monitoring happened long after the tasks had been completed. As a response, SER used extract–transform–load to collect and clean data that would be used in the BI system (the case leaves the questions regarding the systems selection unsolved for discussion). Based on their business model, they selected the most critical processes and defined key performance indicators to measure the impact of changes in those processes. They considered graphic design as a tool to make the system more accepted by users and worked together with users so that reports only offered the most important information. The result was improved costs and productivity. They decreased manual time spent by 14 per cent, automated time spent by 10 per cent, and eliminated 1,556 hours of dead time for equipment in the field, which allowed them to increase productivity by US$1m just in sugar. They saved 20,000 trips from the fields to the factories, which represented more than US$1m in savings by monitoring the weight of wagons loaded with sugarcane in real time. They improved client perceptions about the company both locally and internationally by implementing a sugar traceability system.

Expected learning outcomes

The case “Business Intelligence at the Grupo Pellas SER Company” has as its objective to respond to the question: How does a company make its BI system implementation successful? As such, the case: Discusses what a BI system is and what it provides to a business analyses challenges, benefits and context when implementing a BI system; analyses success factors and recommendations in the BI system implementation process; analyses the process of implementing a BI and highlights the importance of the system priority questions and technological alternatives.

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 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 December 2022

Lydiah Kiburu and Edward Mungai

The learning objectives of this case include:▪ Outline the brand repositioning approaches that Equity Bank used in its various stages of growth.▪ Identify the impact of Equity’s…

Abstract

Learning outcomes

The learning objectives of this case include:

▪ Outline the brand repositioning approaches that Equity Bank used in its various stages of growth.

▪ Identify the impact of Equity’s brand repositioning in supporting its growth.

▪ Develop a brand repositioning framework for Equity bank as a fintech.

▪ Identify the theoretical frameworks that informed Equity’s brand repositioning during the various growth stages.

▪ Suggest a theoretical framework that would help Equity to reposition the new brand in the market.

Case overview/synopsis

In March 2020, the Government of Kenya declared a lockdown to slow down the spread of the Covid-19 pandemic. The lockdown of entire economic sectors put pressure on the adoption of technology to deliver services such as education, training and financial services. Banks had to innovate ways of supporting customers transactions with minimal physical and cash contact. Equity Bank had been implementing a digital banking strategy which had demonstrated successful adoption. Covid-19 accelerated the adoption and usage of Equity Bank’s digital banking by consumers. The bank found itself in a new territory competing fiercely with new and more agile fintechs. Consequently, Dr James Mwangi, the Group Managing Director and CEO of Equity Group, was contemplating the possibility of bringing forward the bank's strategic intention of repositioning as a fintech. He was convinced that such a move would bring massive success to the bank’s digital banking strategy, achieve enhanced efficiency, improve customer experience and attract a new segment of digital-savvy customers. But he needed to carry the Board, his management team and customers along in this repositioning strategy without sacrificing the gains made in the consumers' minds about Equity's brand as a bank.

Complexity academic level

This case can be taught to graduate-level students of marketing courses. It can also be taught to participants of executive education undertaking short courses in in business management and entrepreneurship.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 14 November 2013

Roma Chauhan and Amit Kumar

Innovation, information technology, e-marketing and sales, strategy and entrepreneurship.

Abstract

Subject area

Innovation, information technology, e-marketing and sales, strategy and entrepreneurship.

Study level/applicability

The case is intended for use in advanced graduate and executive education level management and technical programs of study. The case is high inter-disciplinary appropriate for all courses dealing in use of innovation, information technology, entrepreneurship, marketing and sales and strategy.

Case overview

Practo Technologies Pvt Ltd is a company established in 2008 by entrepreneurs Shashank, N.D. along with Abhinav Lal. At Practo Technologies engineers practice to create technology that supports healthcare industry. In India, there is not enough assistance given to the patients in terms of searching for appropriate doctors and fixing an appointment with them easily. The patient's data lie scattered in reports and the patient's medical history goes unrecorded. Practo provides a robust platform for doctors and patients to collaborate together under one umbrella. It provides patients with open basket of doctor profiles and special search based on doctor's specialty. The case showcases the journey of transformation healthcare sector in India has gone through. The change was resisted, it never came that easy! The case explores issues in implementing information technology for clinics and hospitals in India. This case illustrates interesting facts Indian healthcare and the preparation they need to equip with to manage global technology tide.

Expected learning outcomes

The case can be used for teaching service innovation. Managing innovative practices and low-cost online business models is illustrated. In particular, it deals with how the early start up employs innovation to set up new working ideas. The case is designed to stimulate discussions of broad array of issues regarding deployment of IT services specifically in the hospitals and clinics across India. Evaluate the advantages and liabilities of expanding globally at a very early start up stage. The case focuses on Practo early development with only concept in hand and transforming it into a profit generating business. Evaluate the advantages and challenges of innovation, technology development, deployment and training of manpower to use it. The case offers students opportunity to understand and take view of strategically building early start up and management of concerns with no prior experience. To identify business opportunities and explore various possibilities of expansion into IT healthcare business. The students are given base to explore sales and marketing strategies for online model. The students get overview of cutting edge business offerings and surviving the dynamic competition in the era of globalization.

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.

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 18 January 2019

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

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 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 November 2023

Krishnaveni Ramiah and Amy Fisher Moore

After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around…

Abstract

Learning outcomes

After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around technology and innovation, analyse the digitalisation implementation process followed in the case study by using an organisational change management model and make recommendations and propose a solution for the protagonist to consider for the successful roll-out of the digitalisation project.

Case overview/synopsis

DRA Projects is part of the DRA Global business based in South Africa. The company is known locally in the mining and engineering industry for its project development, delivery, execution and operations capabilities. Digital transformation is a key strategic focus in the industry, as clients seek digitised integrated systems. For this client offering, J.C. Heslinga, managing director of DRA Projects, was tasked with leading the digitalisation of the project delivery system. From July 2020 until July 2022, Heslinga led the implementation team through different organisational change stages. As the next phase included rolling out digitalisation to pilot projects and engaging employees and clients in the new process, Heslinga wondered if enough was done to ready the business for this change. The end users would be executing the changes, so their adoption will be imperative for successfully rolling out digitalisation. The case study concludes with Heslinga pondering the approach needed for the next phase. The case study focuses on the digitalisation implementation process through the lens of organisational change. The case study presents an opportunity to analyse and identify the theories and models used in organisational change within a real-life business context. The organisational change learnings can be adapted to help students with any transformation changes in similar business scenarios.

Complexity academic level

Postgraduate- and master’s-level students and business executives attending short courses will benefit from the learnings. The learnings can be applied to improve decision-making, organisational behaviour and strategic implementation using the fundamental principles of organisational change.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 22 June 2015

Surajit Ghosh Dastidar and Rahul Thakurta

The case can be introduced in the information technology (IT) strategy course. The case can also fit well in courses like emergent technologies where the case forms the vehicle to…

Abstract

Subject area

The case can be introduced in the information technology (IT) strategy course. The case can also fit well in courses like emergent technologies where the case forms the vehicle to show how cloud-based solutions can provide leverage to an organization.

Study level/applicability

The case is aligned more for management participants, for example, students who are enrolled in master's or executive program in management. Considering the master's program in management, the case can be introduced in the IT strategy course. The case can also fit well in courses like emergent technologies where the case forms the vehicle to show how cloud-based solutions can provide leverage to an organization. Assignment questions addressed below are designed from the perspective of teaching this case to a business student audience. The case could certainly be adjusted to fit the needs of students in more technical disciplines.

Case overview

Set in March 2009, Charan Padmaraju, the CTO of redBus was grappling with his companies IT infrastructure and scalability issues. He was considering cloud computing as a solution to all his worries. redBus was founded in August 2006 as a bus ticketing company in India. From INR 50 lakhs of gross bookings in their first financial year 2006-07 to an estimated INR 300 million in gross bookings in the financial year ending 2008-09, redBus had registered phenomenal growth. From selling 10 tickets a day, it now sold more than 4,000 tickets a day for more than 5,000 routes across 15 states in India. However, the IT infrastructure of redBus could not match up with their business needs and required frequent upgrades. Charan thought “The procurement of new servers, upgrading existing servers and most of the developer's time went into circumventing scaling issues which were not adding values to our core business.” He wondered “Can cloud computing be an answer to all my worries? “But what exactly is cloud computing? Will it solve my existing scalability issues? How reliable it is? Is it expensive? What is the time for deployment?”

Expected learning outcomes

To understand what is a business model; to appreciate the technical issues related to business expansion decisions; to explain the concepts behind cloud based solutions; and to demonstrate how adoption of the cloud solution can enable an organization to achieve competitive advantage.

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.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 13 November 2023

Divya S. and Mahima Sahi

The learning outcomes of this case study are to understand the business-to-business (B2B) consumer outlook on mental health care in emerging markets; analyse the challenges faced…

Abstract

Learning outcomes

The learning outcomes of this case study are to understand the business-to-business (B2B) consumer outlook on mental health care in emerging markets; analyse the challenges faced in creating a need for mental health care in Indian workplaces; explore the business attractiveness of the B2B model and understand the business potential of the B2B segment at heyy,; and contemplate different innovative strategies that could change consumer mindset on mental health care in emerging markets.

Case overview/synopsis

Ankit, the founder and CEO of heyy, was facing a conundrum. “heyy,” was built on normalizing mental well-being at workplaces. His mental health-care app heyy, had crossed 50,000 subscribers within a few months of launch. The mobile app was designed to spread mental health awareness and provide various levels of mental well-being interventions. Business-to-consumer and B2B customer segmentation had been targeted by this start-up. The B2B space consisted of employees working with partner organizations. The adoption rates of employees using the features of heyy, declined after the initial app download. The employees had yet to fully become acclimatized to the features of heyy,. Exploring the business potential and investigating the business attractiveness of the B2B segment were the focus of the present study. Ankit contemplated various strategies he could adopt to increase user adoption of “heyy,” services by employees in his partner organizations. The case study strives to address the question – “What are the risks faced by organizations when entering the mental health-care industry in emerging markets like India, where mental health care is still not openly discussed?”

Complexity academic level

This case study is designed to be taught as part of the “entrepreneurship development” and “strategic management” courses for undergraduates, postgraduates and students of executive programmes in management. Students need to be aware of basic strategic management concepts such as BCG matrix, SWOT analysis and business canvas before working on this case study, so they could dissect the case from multiple perspectives to get a comprehensive outlook on the case.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 27 March 2014

D Karthik and Rajesh S. Upadhyayula

The case traces the genesis of NASSCOM and presents a decision situation faced by the new president who has to formulate a road map in the light of changed circumstances. NASSCOM…

Abstract

The case traces the genesis of NASSCOM and presents a decision situation faced by the new president who has to formulate a road map in the light of changed circumstances. NASSCOM has been an exemplary trade association. However, it faces challenges that can jeopardize the future if the industry. While the challenges do not have short term effect on the growing Indian IT-BPO industry, as the active industry ally NASSCOM's new leader has to ensure long term success of IT-BPO industry. The case can be best used to understand the IT industry dynamics through the eyes of an exemplary trade body and also understand how a trade association in emerging economies can play an important role to fill institutional voids.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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