Search results
1 – 10 of 34
Economics, business management
Abstract
Subject area
Economics, business management
Study level/applicability
The case study is relevant for MBA, Master's and under graduate (economics, international and business economics) students.
Case overview
Biocon is one of the top 20 companies from India in the Forbes list of “Best under a Billion” companies. It has emerged from being an enzyme-producing firm to a biotech powerhouse under the guidance of Ms Kiran M. Shaw. It is an innovative company with a varied scientific skill base and progressive manufacturing facilities for developing and commercializing biopharmaceuticals. This study attempts to explore the international foray of Biocon using the eclectic OLI framework. Entrepreneurship, need for integrated business model, innovation, quality control, etc. constituted the ownership (O) factors, important for Biocon to earn the more than compensating advantage in the overseas market. The locational factors were less important in case of Biocon as the global expansion was driven by a motive of either market seeking or cashing in on the cost advantage of its operations. The dominant mode of entry has been the joint ventures. The overseas patterns exhibited by Biocon can be captured fully by the O-L-I framework.
Expected learning outcomes
To understand the economic theory of OLI and the ownership, locational and internalisation advantages, link the OLI framework with the international foray of Biocon, Biocon's internationalization journey, major overseas deals signed and the economic rationale behind the deals.
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.
Details
Keywords
Amy Fisher Moore and Marianne Matthee
The theoretical basis of the teaching note is grounded in theory associated with macroeconomics and foreign direct investment (FDI); in particular why FDI is important to a…
Abstract
Theoretical basis
The theoretical basis of the teaching note is grounded in theory associated with macroeconomics and foreign direct investment (FDI); in particular why FDI is important to a developing country.
Research methodology
A secondary research methodology was used for the research and writing of this case study. Data (news articles and relevant readings) was obtained via the internet.
Case overview/synopsis
The case highlights the interrelated factors (civil society infrastructure, local and political unrest and community instability) that led to global mining company Rio Tinto announcing the halt of its operations and force majeure at its only South African business, Richards Bay Minerals (RBM). RBM was the largest business and employer in the province. Following the destruction of some of its equipment, civil unrest such as blocking of roads and intimidation of staff and the murder of one of their executives, Nico Swart, RBM management consequently announced all supplier contracts and operations would be halted until it was safe for work to be resumed.The case allows students to consider the interrelated factors that multinationals operating in developing countries are subject to in terms of different sub-national institutions and the potential impact of a large multinational ceasing operations in a local economy, both directly and indirectly. It concludes with considerations of what needs to be in place for RBM to continue operations.
Complexity academic level
This case can be used in undergraduate- and graduate-level courses, in management development programs or in short executive education courses focusing on the environment of business, macroeconomics and FDI.
Details
Keywords
Amna Abdullah Mohammed and Syed Zamberi Ahmad
The learning outcomes are as follows: to enable the learners to understand advantages and disadvantages of franchises in the company; to understand the strength and weakness…
Abstract
Learning outcomes
The learning outcomes are as follows: to enable the learners to understand advantages and disadvantages of franchises in the company; to understand the strength and weakness points of Café2Go, its underlying strategy and what makes the company a unique outlet; to acquire a better understanding on the key challenges or dilemmas that Café2Go faces and to provide recommendations to address such dilemmas; to evaluate innovative marketing plans that would aid in expanding Café2Go internationally; and to understand cause-effect analysis of project management and the reason for the increase in the operationalization cost on Café2Go.
Case overview/synopsis
This case study presents the story of Jassim Al-Bastaki who was once rejected as a franchisee and later managed to be a pioneering franchiser in the UAE. The case aims to highlight the new coffee products and distribution methods Al-Bastaki used to compete in the over-saturated coffee market in Dubai. Al-Bastaki distinguished the first Café2Go by offering camel products in a mobile truck. It was the first “café-on-wheels” in the UAE, and it marketed the slogan of “wherever you are”. This case study discusses the challenges the project faced while marketing the unpopular, salty drink camel milk and issuing the necessary licenses for the coffee truck. The case study also elaborates on the innovative strategies Al-Bastaki used to convince customers of the health benefits of camel milk, to serve camel milk in appealing forms such as milkshakes and to replace the banned mobile truck with kiosks, cubicles, mobile trolleys and free phone call services. The case study also aims to highlight the obstacles associated with the franchise model and to reveal how Al-Bastaki overcame such challenges, using the franchise model, to expand Café2Go beyond the UAE. What started as a mobile coffee truck in 2009, in Dubai, has changed into an expanding business in Qatar, Libya, Bahrain, Saudi Arabia, South Africa and Spain (Masudi, 2013).
Complexity academic level
The case study is relevant for undergraduate and post-graduate management degrees, and specifically business administration, entrepreneurship, small business management courses.
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 3: Entrepreneurship
Details
Keywords
Rozita Ghaffari Fard, Vijayta Fulzele and Jitender Kumar
The purpose of this case is to expose readers to the dilemma of expanding domestically or internationally and simultaneously taking key decisions while expanding the business to…
Abstract
Learning outcomes
The purpose of this case is to expose readers to the dilemma of expanding domestically or internationally and simultaneously taking key decisions while expanding the business to the international markets. It could be a foundational case for understanding international expansion and growth strategies.
After the case analysis, students would be able to:
• understand the potential of the domestic market and the factors affecting the international expansion;
• evaluate the various methods to enter an international market;
• identify the challenges of expanding a business into emerging markets such as India;
• analyze the various growth and expansion strategies in an emerging market such as India; and
• assess the online promotion strategies in an emerging market.
Case overview/synopsis
NIVA, The Satin Collection, is a manufacturer and distributor of a luxury collection of silk and satin products. Founded in 2020, NIVA is based in Dubai with more than 1,000 customers. The products include silk bedding, silk sleepwear, fashion accessories and reusable satin masks, and they are made-to-order, custom-made and tailored locally in Dubai. Currently, all the operations are run and managed by the company’s founder, Purva. The only operation which is outsourced is the stitching process. The company is completely operating online and is currently promoting products only through social media platforms such as Instagram and Facebook.
Purva is planning to expand her business. The two options are extending her existing operations in the UAE and expanding to other emerging markets, starting with India. Purva needs to decide on a suitable internationalization strategy to decide whether it is the right decision to enter the Indian market, including an entry and promotion strategy in her target market. In addition, she needs to decide whether to continue with NIVA’s current business model in India. There might also be additional possible challenges for NIVA in entering the Indian market.
Complexity academic level
Postgraduate MBA students, other graduate-level management programs and undergraduate-level students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 5: International Business.
Details
Keywords
Alexander St Leger Moss, John Luiz and Boyd Sarah
The subject area is international business and strategy. The case allows scope for the following areas: internationalisation, market strategy, emerging market multinational…
Abstract
Subject area of the teaching case
The subject area is international business and strategy. The case allows scope for the following areas: internationalisation, market strategy, emerging market multinational companies, and doing business in Africa.
Student level
The primary target audience for this teaching case is postgraduate business students such as Master of Business Administration (MBA), or postgraduate management programmes. The case is primarily designed for use in courses that cover strategy or international business.
Brief overview of the teaching case
This case centres on the international growth strategy of FMBcapital Holdings Group (FMB), the Malawian commercial banking firm. The case finds the founder and current group chairman, Hitesh Anadkat, in 2016, as he and the FMB board are about to decide on the next move in their Southern African strategy. Since opening the first FMB branch in Malawi and becoming the country's first commercial banker in 1995, Anadkat and his team have ridden a wave of financial deregulation across the region to successfully expand into neighbouring Botswana, Zambia, and Mozambique. Now, an opportunity to gain a foothold in Zimbabwe means the leaders must decide (1) whether they want to continue to grow the FMB footprint across the region, or focus on their integration and expansion efforts within existing markets; and (2) how they will realise this strategy.
Expected learning outcomes
International expansion – identifying the need to expand into new markets; identifying the combination of internal strengths and external conditions that make international expansion viable; and identifying and analysing each possible new market(s) and the decision-making process involved.
Political, social and economic factors in Africa – understanding how these external institutional factors present constraints, risks and opportunities for internationalisation and hence shape strategy; understanding that these factors may vary significantly across countries on the continent (in spite of their geographic proximity) and in some cases, within a single country; and understanding that by selecting markets with extreme socially and politically volatile contexts, the risk of a worst-case scenario transpiring (in which institutional forces trump business strategy) is appreciable.
Combination of resource- and institutional-based approaches – recognising that successful internationalisation requires capitalising upon both internal resources and institutional mastery.
Choosing expansion strategies – assessing the type of new market entry (e.g. greenfield or acquisition of existing operations) and its adequacy for penetrating a new market.
Using networks and local partners – to substitute and enhance the benefits that originally flow from a small (and sometime family-established) business, with an emphasis on acquisition of skills and networks in foreign countries.
Regional integration – optimising business operations through a sharing or pooling of resources and improved capital flow between subsidiaries, in some instances by taking advantage of economies of scale (this extends to enhancing the reputation and awareness of a brand across a wider region).
Family businesses – identifying the value that can be gained through establishing a family business with the support of many “close” stakeholders while also noting the limitation that exist as expansion and growth is required.
Details
Keywords
Shilpee Aggarwal, Maharaja Agrasen and Vishal Gupta
The case describes the situation of Vasudha Kumar, Manager – Background Vetting at Praxum Services Limited. She is surprised by the unexpected resignation of her team member a few…
Abstract
The case describes the situation of Vasudha Kumar, Manager – Background Vetting at Praxum Services Limited. She is surprised by the unexpected resignation of her team member a few days before she has to leave for her maternity break. In a small team, how does she deal with this unanticipated resignation? She wonders if this is ethical. Kumar, the protagonist of the case had to handle multiple crisis situations along her journey. How will she overcome challenges of managing the new gen workforce?
Details
Keywords
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
Keywords
Arvind Shroff and Bhavin J. Shah
Need for preventive health care: To comprehend the contribution of preventive health care in improving the health quotient. Sri Sathya Sai Sanjeevani Hospital (SSSSH) and its…
Abstract
Learning outcomes
Need for preventive health care: To comprehend the contribution of preventive health care in improving the health quotient. Sri Sathya Sai Sanjeevani Hospital (SSSSH) and its initiative is an apt example of the wonder which preventive care can bring in the context of rural health. Community participation: The case can be instrumental in showing the pathway to encourage community involvement in mainstream health by promoting the holistic model of SSSSH that understands mothers and children's health profile and needs, especially in the unreached rural segments of an emerging economy like India. Importance of healthy childhood: World Health Organization (WHO) promotes the school health programme to prevent health risks among children by inculcating healthy behaviours during childhood. The successful SSSSH model proves that it is implementable by integrating comprehensive health education modules in the existing institutions for medical care.
Case overview/synopsis
The challenge of a healthy childhood is inadequate availability and accessibility of quality care. Non-awareness of the parents is also a significant reason for the children who miss the benefit of a happy childhood. While much is planned by the Government and some part of it being executed, this case highlights the effectiveness of the maternal and child health programme executed by the Sri Sathya Sai Sanjeevani Hospital (SSSSH). This initiative fulfills the dire need of ensuring the preventive healthcare component leading to safe motherhood and safe birth of healthy children. Further, the case is also the culmination of pin-pointed innovative awareness activities such as school health screening and the Divine Mother and Child Health Program (DMCHP). It opens up the discussion on the current model of health care followed by SSSSH, Raipur, and its impact in the local areas to decide on its expansion across the country for nationwide implementation.
Complexity academic level
Bachelors in Business Administration, MBA, Executive MBA, Post Graduate Diploma in Healthcare Management
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 2: Built Environment.
Details
Keywords
Zhuo Jun, Huang Yingrui, Li Lele and Mark J. Greeven
Strategic management.
Abstract
Subject area
Strategic management.
Study level/applicability
This case is suitable for graduate students, postgraduate students and MBAs.
Case overview
YC Company is a foreign trade SME operating in the lighting fixtures export business in Ningbo City, a major outdoor lighting products manufacturing base in mainland China. Established by Li Lele in 2008, the sales revenue and gross profit of YC Company have been increasing every year, reaching $ 4.06 million and ¥ 1.00 million, respectively, by the end of 2011. However, the growth rate of profit lagged far behind the growth of sales revenue. If this situation were not controlled, YC Company would hardly survive in this increasingly competitive market. Li Lele, the CEO of the company, was trying to find a way to enlarge the profit margin.
Expected learning outcomes
This case lets students learn more about strategic management. Students are expected to learn: how to precisely identify and map a problem; and how to select a better solution by analyzing the context and using some strategic analysis tools, such as Porter's Five Power, Smile Curve, SWOT. In the learning process, students are expected to acquire a better knowledge of some strategic management theory/method, international business, the condition of small and medium trading companies in China.
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
Keywords
Juliana Binhote, Valéria Moreira de Pinho, Júlia Gouveia de Melo do Rego Monteiro and Victor M. C. Almeida
Appendixes for the case study, teaching notes with figures and suggested chart plan schema.
Abstract
Supplementary materials
Appendixes for the case study, teaching notes with figures and suggested chart plan schema.
Learning outcomes
Students are expected to learn the use of networks for market growth; types of network connections; and ways to achieve international expansion through networks’ relations.
Case overview/synopsis
This teaching case describes the internationalization of an emerging country artist, the Brazilian singer Anitta, who seeks to expand her audience in foreign markets, while dealing with maintaining the public in her home country.
Complexity academic level
Recommended to International Business disciplines in specialization courses.
Subject code
CSS 5: International Business.
Details