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1 – 10 of 22Vishal Gupta and Priyanka Premapuri
The ‘CSIR-Tech: Facilitating lab to market journeys’ case is designed to teach students the strategic intricacies of an organizational network. The case also throws light on the…
Abstract
The ‘CSIR-Tech: Facilitating lab to market journeys’ case is designed to teach students the strategic intricacies of an organizational network. The case also throws light on the formation and design of a collaborative inter-organizational network. CSIR, a premier R&D organization in India, was plagued with challenges in the commercialization of technologies developed in its constituent laboratories. CSIR-Tech was established as a private-limited company to catalyse the technology development and commercialization process. The case analyses formation of CSIR-CSIR-Tech alliance and discusses how the alliance can help in overcoming challenges associated with commercialization of technologies being developed at CSIR.
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Sadhna Dash, Leena B. Dam, Deepa Pillai and Jitender Kumar
At the end of the case discussion, students would be able to: design key account selection criteria for the organization’s vast clients; analyse the application of key account…
Abstract
Learning outcomes
At the end of the case discussion, students would be able to: design key account selection criteria for the organization’s vast clients; analyse the application of key account management (KAM) strategies in a business-to-business (B2B) segment for revenue growth for a medium-scale enterprise; recognize the significance of KAM in a B2B space for a scale enterprise; and assess the proficiency of Univ Manufacturers (UM) for KAM in addressing the existing challenges and managing business growth.
Case overview/synopsis
Tarun, the proprietor of UM, has recently received two big orders, one from Ram Enterprise, a long-standing client since 2011 of INR 2m (10% profit margin) and another order from a new client based in Chennai, a growing pharmaceutical products company, of order size of INR 2.3m (15% profit margin). Both the orders were required to be completed within 15 days. The new client with higher value and better returns could help UM enter the south India market, whereas business from the existing client was also profitable. Despite both orders being necessary for business survival and expansion, fulfilling them on schedule posed a huge challenge. Tarun wanted to fulfil both orders. He knew similar situations might arise in future. He advocated prioritizing customers, which made him contemplate KAM. On what basis he should categorize his customers was a big question. Tarun felt that it was time for UM to strategize relationship management with his customers. He wanted to optimize the partnerships. Tarun knew he wanted to introduce KAM, but was firm-level internal capabilities were enough for key account execution. What would be the feasible outcomes if KAM is applied at UM? What must he do to prevent such situations in the future?
Complexity academic level
This case can be used in B2B marketing and sales management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programs.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
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Tuhin Sengupta and Arunava Ghosh
In May 2016, Sarita Digumarti, Chief Operating Officer of Jigsaw Academy in Bengaluru, India, faced a challenging situation. Jigsaw Academy provided online courses in data…
Abstract
Synopsis
In May 2016, Sarita Digumarti, Chief Operating Officer of Jigsaw Academy in Bengaluru, India, faced a challenging situation. Jigsaw Academy provided online courses in data analytics and Big Data at the beginner, intermediate and advanced levels for students as well as working professionals. It was perceived that plenty of students from premier institutions in India had a high level of theoretical knowledge about the process involved in number crunching and data analysis; however, the hands-on experience on actual business problems or actual data sets was a major limitation with these students. Given the rapid growth of the analytics sector and the limited number of academic institutions offering analytics courses, there was a lack of availability of the right skills in the analytics market. Jigsaw Academy seized this opportunity and started offering relevant courses. All efforts were made to enhance the number of students enrolling for the courses, which in turn resulted in improving its customer base. Realizing the demand of industries for employees skilled in the analytics sector, Jigsaw Academy wanted to grow its brand equity and to achieve this through business to business (B2B) collaborations and/or alliances. However, expansion through B2B has its own challenges. Given the competitive landscape of analytics market, Jigsaw Academy was wondering whether they should opt for B2B channel, and if yes, the question was related to the process of choosing potential B2B partners.
Research methodology
The authors have collected the data from primary sources as well as secondary sources. Primary sources include field visits and audio-recorded interviews conducted with key departmental heads in the organization. Secondary sources include data retrieved from the company website and the relevant information available about the industry with the assistance of the internet. Except the founder’s name, all other names are disguised to protect the individual’s privacy as per instructions from the founders of Jigsaw Academy.
Relevant courses and levels
This case can be used at the graduate or MBA level in courses such as entrepreneurship, sales and distribution management, strategic alliances and mergers.
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Morris Mthombeni, Caren Brenda Scheepers and Viwe Mgedezi
After working through the case and assignment questions, students will be able to do the following: • Analyse the aspects of strategic leadership and evaluate effectiveness of the…
Abstract
Learning Outcomes
After working through the case and assignment questions, students will be able to do the following: • Analyse the aspects of strategic leadership and evaluate effectiveness of the leadership in the case study. • Identify stakeholders in a large-scale project and differentiate between their needs and sources of power. • Establish what behavioural mechanisms can be used by leaders to gain support from stakeholders with seemingly divergent pro-poor and pro-growth development orientations for expansion in an emerging market context. • Generate recommendations to communicate the benefits of expansion plans.
Case overview/synopsis
On November 8, 2019, Jack van der Merwe, the chief executive officer of the public rapid rail organisation, Gautrain Management Agency (GMA), was considering how to influence stakeholders to support the pace of the expansion planning phase, without alienating the surrounding communities and balancing the various and sometimes opposing stakeholder interests. The case highlights the background to this dilemma in offering the financial background of the Gauteng province and the evolution of the Gautrain project in the context of an emerging market country characterised by institutions at different development levels and how the unique characteristics of the protagonist could influence stakeholder orientations. The case illustrates how the Gautrain is at the centre of a complex transport conflagration in the South African transport ecosystem. Specific stakeholders and their needs are exposed in the case to enable students to analyse their several levels of influence on the project and proposed expansion. The differences between pro-poor and pro-growth development orientations are also highlighted in this case as input to describe the dilemma Van der Merwe faced in his influencing role in this particular South African context. Students will gain insight into how to manage the tensions between pro-poor and pro-growth orientations.
Complexity academic level
The case is suitable for a graduate-level course on strategy; organisational behaviour; or leadership. The case is also suitable for a post-graduate-level course on an MBA or MPhil program on strategy and leadership.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 7: Management Science.
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K. Srinivasa Reddy, Rajat Agrawal and Vinay Kumar Nangia
International business – sell-off and joint venture.
Abstract
Subject area
International business – sell-off and joint venture.
Study level/applicability
This case is suitable for graduation and post graduation (BBA, MBA) and other management programs. The courses include multinational business environment and strategic management
Case overview
A significant increase in the Asian electronics business has created a global platform for international vendors and customers. Indeed, Chinese and Korean firms have become the foremost manufacturing and fabrication nucleus for electronic supplies in the world economy. In fact, it is an example of success from Asian emerging markets. This case presents the strategies of Asian rivals in the electronics business that shows both Bolipps and Canssonic redesigning and restructuring global tactics for long-term sustainable success in the given market. It also discusses the reasons behind their current mode of business and post-deal issues.
Expected learning outcomes
The case describes a way to impart managerial and leadership strategies from regular business operations happening in and around the world. Solely it focuses on designing inorganic choices such as sell-offs, joint ventures, shuffle and merging strategies through theory to application.
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.
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The key teaching objectives of the case are the following:▪ to develop an awareness of a megaproject’s external environment (through PESTLE) in terms of challenges from each…
Abstract
Learning outcomes
The key teaching objectives of the case are the following:▪ to develop an awareness of a megaproject’s external environment (through PESTLE) in terms of challenges from each source;▪ to introduce theory that allows students to identify, characterise and describe factors that can lead to inter-organisational conflict during construction projects;▪ to develop the ability to apply the typology of causal factors (identified in Objective 2) to a given context, answering why each factor may have contributed to the given contractual dispute;▪ to develop an understanding of the procurement and contract management process wherein contracts are not only the logical outcome of the procurement process but also the primary vehicles for clarifying responsibilities (for task completion) and risk transfer; and▪ to understand specific dynamics of construction projects that make disputes inevitable and ways to overcome these.
Case overview/synopsis
Priced at US$1.63bn (in 2015), the Orange Line Metro Train (OLMT) project in Lahore was one of Pakistan’s earliest (and costliest!) transport infrastructure megaprojects ever undertaken. Devised to ease congestion in Lahore, promote ecofriendly, efficient, modern and affordable transport systems and lead to improved mobility across Lahore, the OLMT was a socially, politically and economically important project.The case is seen through the eyes of the protagonist, Uzair Shah, a seasoned public servant and an experienced Transport Engineer. At the time of the decision, Shah was General Manager – Operations at the newly established Punjab Metrobus Authority (PMA – the project sponsor) and was also the project lead of OLMT’s Project Management Unit (PMU). Through Shah’s eyes, students approach the project at a juncture when the most serious contractual dispute in the project’s history has erupted. The parties at the interface were Lahore Development Authority (LDA), PMU’s technical interface with contractors and consultants and Maqbool-Colson Joint Venture (MCJV), one of the two civil work contractors hired for OLMT’s civil works.While quality issues had been emerging with MCJV for a few months, LDA had maintained unilateral communications and remained considerably adversarial in their dealings with MCJV. Eventually, in October 2016, this relationship had soured to such an extent that it appeared irreconcilable. It was only then that LDA had recommended Shah to take the contractor to court for non-performance.The decision that Uzair faced was whether to take LDA’s advice and take the contractor to court (terminate the contract, claim performance guarantee and appoint a new contractor) or negotiate and continue with the current contract. The decision had huge financial, legal, reputational, political and schedule-related implications. The decision needed to be taken by the protagonist in the context of all these factors.
Complexity academic level
The case was initially developed for use within a Procurement and Contracts Management course for a (business) executive audience. The case is intended for the business school audience or students enrolled in courses related to the construction management discipline.Courses where the case can be used include Construction Project Management, Public Sector Projects, Contracts and Procurement and Strategic Projects and Practice (or similar). The case can also be used within an MBA setting.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS: 9: Operations and Logistics.
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AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the…
Abstract
AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the marketplace, collaborated to develop an online platform which would bring in significant efficiency in the system and benefit all the players. The case shows that first attempt to develop such a platform failed in the late 90s. However, similar attempt, later on, was inching towards success. That shows the impact of timing of technology and Shared Beliefs. While Case A narrates the problems faced by a few managers and needs for autoDx, Case B details how the project became successful and was under the process of adoption by various organizations.
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Caren Brenda Scheepers, Motshedisi Sina Mathibe and Abdullah Verachia
• After working through the case and assignment questions, students will be able to do the following:• Identify the difference between core competencies and dynamic capabilities…
Abstract
Learning outcomes
• After working through the case and assignment questions, students will be able to do the following:• Identify the difference between core competencies and dynamic capabilities and how they make a difference in a crisis towards building an agile organisation.• Evaluate the support through a collaborative, temporary, trans-organisational system to local manufacturers to achieve agility and sustainability.• Realise the importance of clear expectations exchange and communication between partners to enhance collaboration, even in temporary structures in increasing agility and sustainability.
Case overview/synopsis
The COVID-19 pandemic and subsequent lockdowns created a crisis for South Africa and the President, Cyril Ramaphosa called for urgent collaboration between business, labour and government to meet the demand for locally produced Personal Protective Equipment (PPE) and medical devices. The case illustrates this response and collaboration between government, labour and business through a temporary newly formed structure, called Business for South Africa (B4SA). Ross Boyd, Head of the innovation work stream of B4SA which housed the local manufacturing partnership (LMP) was considering his dilemma of how to be agile in sustaining their support to the South African manufacturers even though the LMP was a temporary structure. The local manufacturers had to repurpose their production lines to produce local PPE and medical devices. How could the LMP support the South African manufacturers to sustain their agility in building capabilities during COVID-19? At the same time, Ahmed Dhai, the Group Executive of Operations of Kingsgate Clothing, which was benefiting from the support of the LMP, was reflecting on his leadership in taking decisions to repurpose production and increase capacity during COVID-19. Dhai was considering his dilemma of being agile during and beyond the COVID-19 pandemic. The case features several decisions taken by Kingsgate and offers students the opportunity to evaluate these decisions given the fluctuations in supply and demand of PPE and the leadership that Dhai demonstrated in how he communicated and dealt with his staff during the pandemic. Students could also give recommendations to Ross Boyd and Ahmed Dhai on how they could lead their organisations to be more agile during and beyond COVID-19.
Complexity academic level
The case study is suitable for MBA or MPhil level on Strategy courses. The case would also find good application in Organisational Behaviour and Leadership courses on Masters level and Executive Education programmes.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 7: Management Science.
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The case has been tested and proved significant as a part of executive educative courses. Students and participants are pushed to consider practical options. The audience for this…
Abstract
Research methodology
The case has been tested and proved significant as a part of executive educative courses. Students and participants are pushed to consider practical options. The audience for this case study could be BBA students, MBA students, postgraduate management students or students who chose marketing as their area of specialization.
• Strategic management courses/modules at the intermediate level.
• Marketing management courses/modules at the entry/intermediate level.
When the instructor wants to discuss marketing models like segmentation, targeting, positioning (STP) or marketing strategy model during the course, he or she may use this example.
Case overview/synopsis
This instructor’s manual accompanies the case entitled “Krishivan Agri Tourism: Challenges for Sustainability.” This case study highlights the entrepreneur’s struggles with his resort’s limited audience, lower weekday occupancy and weekday reach. The government’s declaration of a lockdown and the COVID-19 epidemic ultimately led to financial losses and stressed cash flow. The businessman understood the enormous potential of the Indian agritourism market. It was a turbulent time for him to evaluate his strategies to sustain in the market. The case illustrates the owner’s struggle to survive and prosper in a commercial setting. The scenario can be used by the instructors to talk about risk mitigation strategies such as promotion, marketing and strategy analysis. Readers must consider difficulties related to corporate success strategically. The proposed responses to the discussion questions in the instructors’ manual are provided here. It can be taught in management courses to handle topics like marketing management, strategic marketing, STP and entrepreneurship, among others.
Complexity academic level
Marketing management and strategic marketing in Management courses at the intermediate level.
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Hari Narain Singh and D.K. Singh
This paper aims to understand the subject of entrepreneurship and project management through techno-economic intervention.
Abstract
Subject area
This paper aims to understand the subject of entrepreneurship and project management through techno-economic intervention.
Study level/applicability
Postgraduate students of management and graduate students of engineering and management.
Case overview
Multiple challenges existed at the ground level in the Moradabad Brass Cluster in terms of gaps in technology, skill, infrastructure and market that all needed to be improved upon.
Expected learning outcomes
The objectives and learning outcomes were proposed to understand the cluster economic crisis, entrepreneurship, project management, technical improvements and better understanding of certain theories.
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.
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