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1 – 8 of 8Ajay Chauhan and Rabia Rasheed
The case discusses Islamic Banking Principles and Products (Banking), Business Strategy for Niche Markets (Strategic Management) and Segmentation and Marketing Strategy (Marketing…
Abstract
Subject area
The case discusses Islamic Banking Principles and Products (Banking), Business Strategy for Niche Markets (Strategic Management) and Segmentation and Marketing Strategy (Marketing Management).
Study level/applicability
Undergraduate Graduate Training – Executives at junior level.
Case overview
This case is about the dilemma faced by Azhar Mehmud, a newly recruited Marketing Manager, Islamic Products (MMIP) in Bank Islam on six-month probation. Prior to Bank Islam, Azhar had an MBA degree from the UK and about 15 years of experience of business development in a multi-national bank in Indonesia. Looking at his experience, he was awarded to promote Islamic banking (IB) products in Malaysia where the competition was very intense. After his interactions with customers for about six to seven months, he prepared a report for his boss, General Manager, Consumer Banking (GMCB). In this report, he had summarized the challenges of marketing IB products in a market meant for conventional banking. When he presented the report to GMCB, he met with unfavorable reactions. GMCB was not convinced that IB products had any competition from conventional banking. He gave Azhar one additional month to either revise his thinking or quit the organization.
Expected learning outcomes
The expected learning outcomes are as follows: to enhance the awareness of IB products, principles and differences from the conventional banking products; to introduce the concept of business strategies for niche markets; to make students realize the importance of segmentation in view of niche market like IB.
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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Ali H. Choucri, Anne Dietterich, Victoria Gillern and Julia Ivy
Expected learning outcomes: To respond to the case question, students would analyze macro- and microeconomic differences to determine HC Securities’ preferred global strategy and…
Abstract
Learning outcomes
Expected learning outcomes: To respond to the case question, students would analyze macro- and microeconomic differences to determine HC Securities’ preferred global strategy and appropriate market entry mode. The case demonstrates how instability in a local market, in this case Egypt, can force a company to go global. It also demonstrates how two superficially similar markets, Singapore and Hong Kong, provide different opportunities for HC Securities and require different global strategies: Singapore provides a jumping-off point to its predominantly Muslim neighbors Malaysia and Indonesia, whereas Hong Kong gives access to China and could provide a new customer base of Asian investors willing to invest in Africa and the Middle East.
Case overview/synopsis
Brief overview of the case: The case introduces the Egyptian investment company HC Securities, which is facing challenges related to Egypt’s political instability and economic slowdown. HC Securities’ CEO, Mr. Choucri, feels expansion to one of the Asia-Pacific countries could help with the company’s growth and stability. He identifies Hong Kong and Singapore as the most compelling locations because of their sophisticated economies and growth potential in the investments industry. This case provides information about each market, allowing students to respond to the question “What should Choucri do to assure a market-based solution for his company?”
Complexity academic level
Student level and proposed courses: The case is appropriate for use in undergraduate courses in international business or strategic management.
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
International Business.
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Zizah Che Senik, Rosmah Mat Isa, Noreha Halid, Adlin Masood, Soo-Wah Low and Khairul Akmaliah Adham
The area of focus is on organization strategies, specifically in developing appropriate strategies for business expansion in a situation of high economic uncertainties.
Abstract
Subject area
The area of focus is on organization strategies, specifically in developing appropriate strategies for business expansion in a situation of high economic uncertainties.
Study level/applicability
This case is designed for advanced undergraduate in the business and management programs and students in the MBA programs. It is suitable for courses of organizational management, organization theory and design, strategic management, and managerial economics.
Case overview
At the end of 2009, Kumpulan Perubatan Johor Healthcare Group was the largest public-listed healthcare service provider in Malaysia, with revenues of RM1.5 billion (approximately USD0.5 billion) and a net profit after tax of RM115 million (approximately USD38 million). The country was experiencing economic downturn, which affected demands of the affluent as well as medical tourism segments, which were the targeted market of the company. Datin Paduka Siti Sa'diah Sheikh Bakir, the group's CEO and her management team realized that the company needed to seek a new growth strategy. The case stimulates a discussion on the future strategy of a high-growth healthcare company that aspired to be the leading healthcare player in the region.
Expected learning outcomes
Understanding the process of analyzing an industry, as well as formulating strategies, enables case analysts to extend the practice of making strategic decisions to many business situations.
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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Amber Gul Rashid, Obaid Usmani, Lalarukh Ejaz and Hasan Faraz
Islamic Banking has been in the limelight since the recession of 2008. Although around for a long time, it is enjoying a renaissance of sorts. This case provides an introduction.
Abstract
Subject area
Islamic Banking has been in the limelight since the recession of 2008. Although around for a long time, it is enjoying a renaissance of sorts. This case provides an introduction.
Study level/applicability
EMBA and/or MBA introduction to banking, senior semester undergraduate, specialization in Islamic Banking.
Case overview
This case is written in the form of an interview with Meezan Bank, one of the leading financial institutions in the Islamic banking sector. It is based on primary as well as secondary data obtained via interviews and documentary analysis.
Expected learning outcomes
This is an analytical case and not a decision-making one. The main theme of the case revolves around analysing what Islamic banking is, the challenges that Meezan has faced, the pros and cons of doing business this way and the future issues it can face.
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.
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This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.
Abstract
Subject area
This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.
Study level/applicability
This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources.
Case overview
This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007.
Expected learning outcomes
The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives.
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 5: International Business.
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Amy Fisher Moore and Tracey Toefy
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Abstract
Study level/applicability
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Subject area
Social entrepreneurship, social inclusion, business model innovation, sustainability, strategy design and strategy execution.
Case overview
The case explores the development of MITTI Café, an organisation that trains and employs individuals with intellectual, physical and/or psychiatric disabilities to work in inclusive kitchens and cafes in India. The protagonist is the founder of the café, Alina Alam, who has won several international awards for her work. The case highlights Alam’s approach and how she is trying to challenge societal and business perspectives relating to disability. From 2017 to 2021, Alam has scaled and operationalised the business, building her core team, leveraging several partnerships with stakeholders and putting into place offerings, processes and procedures that created a sustainable business model and blueprint.MITTI Café aligns itself with several of the Sustainable Development Goals (SDGs), with sustainability and social impact at the core of its strategy. As Alam considers the future in July 2021, what else needs to be taken into consideration to scale either within India or abroad?
Expected learning outcomes
Following reading and exploring the case, students should be able to identify how social exclusion and inclusion manifests in a business context, and how social entrepreneurship ventures such as MITTI Café can address this challenge; identify capabilities in the context of people with disabilities; recognise how stakeholder relationships can be leveraged as a force for good and for growth, and address SDGs through social enterprise; identify and categorise resources and capabilities within organisations; evaluate opportunities for growth and scale.
Social implications
The case explores how the protagonist is challenging the concept of “ability” and through her work with the differently abled providing scalable opportunities for social inclusion and dignity.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
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Yasmin Abdou, Mariam Ferwiz, Carol Osama and Mohamed Aljifri
To write this case, several research methods were used. Most importantly, field interviews were conducted with employees at Banati foundation. The interviews were held with three…
Abstract
Research methodology
To write this case, several research methods were used. Most importantly, field interviews were conducted with employees at Banati foundation. The interviews were held with three different employees at different points in time, including the marketing manager, the executive manager and the head teacher working with the girls at the foundation. These interviews helped provide details regarding the foundation’s culture which is hard to get from secondary sources. In addition to this, one of the researchers was a volunteer at the foundation for 6 months before starting this research and so had strong background knowledge on the workings of the entity. Finally, secondary sources were used to provide accurate historical information and numerical statistics. These sources included the foundation’s website and annual reports as well as newspaper interviews with the Banati’s Chairperson.
Case overview/synopsis
This case poses the marketing dilemma faced by Banati Foundation, a non-profit organization (NPO) based in Egypt. Banati has offered child protection services to girls at risk since its establishment in 2009. In particular, the case focuses on the foundation’s strategy and operations in 2020. Since its inception, the foundation has been led by the main founder, Dr Hanna Abulghar. Under her leadership, the foundation flourished and won several international awards. The foundation became a home, a school and a support system to the girls who were once homeless. Yet even though Banati succeeded in improving the lives of many girls at risk, the foundation still sought ways to sustain its funds and to empower the girls to thrive after they left the foundation. As the key person responsible for setting the foundation’s direction and strategy, Dr Hanna faced marketing challenges that include overcoming social stigma, diversifying the donor base and increasing fundraising.
Complexity academic level
This case is suitable for undergraduate and Master’s students who already have an understanding of the basic marketing principles such as the marketing mix (4Ps)/market segmentation and have taken an introductory marketing course previously. Furthermore, the case presents an opportunity to apply marketing concepts such as segmentation, targeting, positioning and promotion within the context of social and NPO marketing. It is ideal for students studying social marketing, NPO marketing strategy, cause marketing, fundraising techniques and social inclusion.
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Kuo-Ting Hung, Neil Hunt, Gina Vega, Laurie Levesque, Hasan Arslan and Christian DeLaunay
Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his…
Abstract
Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his career after a three-year hiatus as CEO of a VOIP start-up. Teradyne's operation was struggling through the effects of a bad economy coupled with significant downturns in the electronics industry, and Hotchkiss encountered numerous problems specifically in the China operation, including customer dissatisfaction with service, price, and time required to implement changes. He assembled a strategic team to address these issues and to recommend and implement an accelerated turnaround in China. Students are challenged to design the turnaround plan.