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1 – 10 of 711Robert C. Wolcott and Mohanbir Sawhney
In December 1999 Thomson Financial (TF) began a radical transformation from forty-one divisions toward a more integrated firm organized around customer segments. This required…
Abstract
In December 1999 Thomson Financial (TF) began a radical transformation from forty-one divisions toward a more integrated firm organized around customer segments. This required active, coordinated involvement from business, organization, and technology functions, as well as sustained investment and execution through the crises of the technology market crash and September 11, 2001. By 2005 TF had emerged as one of the top three financial information firms globally (with Bloomberg and Reuters).
Understand: 1. Building the customer-centric firm; “synchronizing” marketing (branding and sales), organizational, and technological infrastructure to focus on customer segments rather than products. 2. Making transformative, long-term investments under difficult circumstances. 3. Coordinating business, organization, and technology strategies throughout a long-term transformation process.
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Roger Moser and Gopalakrishnan Narayanamurthy
The subject area is international business and global operations.
Abstract
Subject area
The subject area is international business and global operations.
Study level/applicability
The study includes BSc, MSc and MBA students and management trainees who are interested in learning how an industry can be assessed to make a decision on market entry/expansion. Even senior management teams could be targeted in executive education programs, as this case provides a detailed procedure and methodology that is also used by companies (multinational corporations and small- and medium-sized enterprises) to develop strategies on corporate and functional levels.
Case overview
A group of five senior executive teams of different Swiss luxury and lifestyle companies wanted to enter the Middle East market. To figure out the optimal market entry and operating strategies, the senior executive team approached the Head of the Swiss Business Hub Middle East of Switzerland Global Enterprise, Thomas Meier, in December 2012. Although being marked with great potential and an over-proportional growth, the Middle Eastern luxury market contained impediments that international firms had to take into consideration. Therefore, Thomas had to analyze the future outlook for this segment of the Middle East retail sector to develop potential strategies for the five different Swiss luxury and lifestyle companies to potentially operate successfully in the Middle East luxury and lifestyle market.
Expected learning outcomes
The study identifies barriers and operations challenges especially for Swiss and other foreign luxury and lifestyle retailers in the Middle East, understands the future (2017) institutional environment of the luxury and lifestyle retail sector in the Middle East and applies the institutions-resources matrix in the context of a Swiss company to evaluate the uncertainties prevailing in the Middle East luxury and lifestyle retail sector. It helps in turning insights about future developments in an industry (segment) into consequences for the corporate and functional strategies of a company.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.
Subject code
CSS 5: International Business.
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In the spring of 2004, Google was one of the most-talked-about IPO ideas since Netscape had gone public in 1995. Bullish investors believed Google could set off a string of…
Abstract
In the spring of 2004, Google was one of the most-talked-about IPO ideas since Netscape had gone public in 1995. Bullish investors believed Google could set off a string of successful IPOs following a lull in tech-offering activity since 2000. Executives at Google faced several questions in the following months: Should Google go public? What options did Google have for taking its shares to market? Was the traditional form of book-building necessarily the best course of action? Could a sealed-bid auction (e.g., W.R. Hambrecht's OpenIPO) yield superior results?
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Siti Seri Delima Abdul Malak and Wan Nordin B Wan Hussin
The case is appropriate for courses in financial accounting and reporting, audit and assurance, forensic accounting, accounting practice and regulations and corporate governance…
Abstract
Learning outcomes
The case is appropriate for courses in financial accounting and reporting, audit and assurance, forensic accounting, accounting practice and regulations and corporate governance. After studying the case, students should be able to explain the concept of control and power under IFRS; explain the concept of economic; discuss audit committee and external auditor independence issues and ways to strengthen auditor’s independence; assess the usefulness of the new extended audit report; and evaluate the role of gatekeepers such as financial analysts, audit committee, external auditor, institutional investors and regulators in enhancing the quality of financial reporting.
Case overview/synopsis
This case focuses on the accounting policy choices of the foreign associates of AirAsia Berhad. AirAsia Berhad is a phenomenal success, from a debt laden company to having been voted as World’s Best Low-Cost Airline in the annual World Airline Survey by Skytrax for eight consecutive years from 2009 to 2016 and the World’s Leading Low-Cost Airline in the annual World Travel Awards for four consecutive years from 2013 to 2016. In June 2015, an analyst report was leaked, and it led to heated discussion and exchanges in the market. The report questioned the non-consolidation of AirAsia Berhad associates. The share market also reacted. Various players in the market came into foray with their statements and opinions on the merit of the accounting policy choice by AirAsia Berhad. Whose views actually reflect the nature of accounting policy choice that is true and fair? Are these gatekeepers attesting to the accounting crux of substance over form?
Complexity academic level
Senior undergraduates; MBA; EMBA
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: 1: Accounting and Finance
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Neharika Vohra, Smriti Agarwalla and Snehil Basoya
The case narrates the experiences of a fresh MBA graduate, Ryan, from a top business school in India. After graduating, he joined his traditional family business with the aim to…
Abstract
The case narrates the experiences of a fresh MBA graduate, Ryan, from a top business school in India. After graduating, he joined his traditional family business with the aim to transform it, accelerate growth and start a new business line. Ryan starts several initiatives over one year but his efforts are met with failure. The case focuses on the decisions he takes and the difficulties he has in making career choices. The case lends itself to discussion on taking charge of a business, change management, training next generation family business leaders and career choices by young management graduates.
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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
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Arti Sharma, Sushanta K. Mishra, Arunava Ghosh and Tuhin Sengupta
The learning outcomes are as follows: to understand the cultural and ethical dimensions revolving around the issue of female feticide; to apply the lens of institutional theory…
Abstract
Learning outcomes
The learning outcomes are as follows: to understand the cultural and ethical dimensions revolving around the issue of female feticide; to apply the lens of institutional theory with respective change management measures; and to analyze and evaluate the impact of such intervention programs such as Beti Bachao Beti Padhao in the context of emerging economies such as India.
Case overview/synopsis
This case attempts to highlight the innovative and effective governance approach by the Government of Rajasthan (India) and, in particular, the State Health Assurance Agency to curb the menace of female feticide and the rising cases of abortion and sex determination in an attempt to favor a male child. The case concentrates on mainly three dimensions of Indian societal ecosystem, namely, the grave concern of preference of male child over female child leading to widespread cases of female feticide in different states in India with specific focus on the state of Rajasthan; the role of cultural dimension which primarily drives such preferential treatment in rural and urban areas in India; and the importance of using effective policy measures in monitoring various activities, introduction of incentive schemes to patients for preventing sex determination and promoting the birth of female child.
Complexity academic level
This case can be used as a teaching material in the Public Policy course – Social Welfare and Health Policy, Policy interventions, organization theory and change management at the Graduate/MBA level.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 10: Public Sector Management.
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Fardeen Dodo, Lukman Raimi and Edward Bala Rajah
The use of entrepreneurship to deliver profound social impact is a much-needed but poorly understood concept. While social enterprises are generally well understood, there is a…
Abstract
Case synopsis
The use of entrepreneurship to deliver profound social impact is a much-needed but poorly understood concept. While social enterprises are generally well understood, there is a considerable need to have a more common approach to measuring the different ways they create social value for us as well as to reduce the difficulties of starting and growing them in the difficult conditions of developing countries. In the northeast of Nigeria, for example, the mammoth challenge of rebuilding communities in an unfavorable entrepreneurship environment makes the need for a solution even more urgent. This case study illustrates a model of promoting entrepreneurship that advances the conditions of sustainable development goals (SDGs) in local communities using a configuration of the key theories of social impact entrepreneurship (variants of entrepreneurship with blended value or mission orientation, including social entrepreneurship, sustainable entrepreneurship and institutional entrepreneurship). The extent to which ventures can adjust and improve the extent of their contributions to the SDGs are shown using examples of three entrepreneurs at different stages of growth. From this case study, students will be able to understand how entrepreneurs can identify and exploit social impact opportunities in the venture’s business model, within the network of primary stakeholders as well as in the wider institutional environment with the support of Impact+, a simple impact measurement praxis.
Learning objectives
The case study envisions training students how to hardwire social impact focus in the venture’s business model (social entrepreneurship), how to run ventures with minimal harm to the environment and greatest benefit to stakeholders (sustainable entrepreneurship) and how to contribute to improving the institutional environment for social purpose entrepreneurship (institutional entrepreneurship).
At the end of learning this case study, students should be able to: 1. discover an effective model for a startup social venture; 2. explore options for managing a venture sustainably and helping stakeholders out of poverty; and 3. identify ways to contribute to improving the institutional environment for social impact entrepreneurs.
Social implications
For students, this case will help in educating them on a pragmatic approach to designing social impact ventures – one that calibrates where they are on well-differentiated scales.
For business schools, entrepreneurial development institutions and policymakers, this case study can help them learn how to target entrepreneurial development for specific development outcomes.
Complexity academic level
The case study is preferably for early-stage postgraduate students (MSc or MBA).
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
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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.
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Khaksari Shahriar and Platikanov Stefan
The case presents a financing dilemma at a fast growing, Brazilian construction company. The growing demand for residential and commercial real estate in Brazil, coupled with the…
Abstract
Case description
The case presents a financing dilemma at a fast growing, Brazilian construction company. The growing demand for residential and commercial real estate in Brazil, coupled with the capital intensive nature of the industry generates the need for a considerable external financing. The students are invited to take the perspective of the financial manager and evaluate three financing alternatives – an issue of debentures, a seasoned equity offering, and a capital-raising ADR offering. In their evaluation and final recommendation students need to consider the implications of each of the financing alternatives on firm value, equity risk, cost of capital, financial leverage, issuance costs, and ownership structure. The case also presents a valuable opportunity to discuss the interdependence between the institutional development of an economy and the development of its capital markets.
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