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1 – 10 of 140C. Gopinath and Muntakim M. Choudhury
The case describes the evolution of Bangladesh's garment industry, the second largest garment exporter in the world, and its operational problems. The focus is on the fire that…
Abstract
Synopsis
The case describes the evolution of Bangladesh's garment industry, the second largest garment exporter in the world, and its operational problems. The focus is on the fire that occurred on November 24, 2012 at Tazreen Fashions, a unit that is a part of a global supply chain for US and European retailers. The case explores the role of the government, western retailers, industry association and NGOs subsequent to the fire, and shows how increasing CSR expectations of corporations are making them take on responsibility for what should be that of the government or the garment unit.
Research methodology
Secondary sources; published materials.
Relevant courses and levels
International Business, Business and Society, Supply Chain Management, Doing Business in Emerging Markets.
Theoretical basis
Corporate social responsibility stakeholder theory market entry.
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The learning outcomes of this case are in understanding core concepts of brand management and brand dilution. Assessment of macro-economic risks and proper positioning strategies…
Abstract
Learning outcomes
The learning outcomes of this case are in understanding core concepts of brand management and brand dilution. Assessment of macro-economic risks and proper positioning strategies are the key take-away from this case. The case gives an understanding of how brands are built and positioned, and the pitfalls of poor brand planning and assessment that could lead to brand dilution. The case is useful for highlighting the importance of brand management and the challenges of re-positioning. The discussions would shed light on why it is important to plan and manage spending on marketing for brand building activities, and why brands would suffer when spending is reduced. This case is a teaching case and not a research case. It will help participants assimilate available information in combination with existing academic theories and publications to help develop an accurate assessment and prognosis of the events leading until the point of slicing the case.
Case overview/synopsis
Reid & Taylor in 2015 had been reduced to a discounter brand offering extended end-of-season sales when most other competitors have ended their promotions. In the 17 years since its big-budget launch in the Indian market in one of the most memorable brand introductions, Reid & Taylor changed its ambassador twice and repositioned itself thrice. The case would allow participants to delve deeper into aspects of marketing spending, brand management, positioning and advertising effectiveness. The case brings to the fore discussions on marketing, specifically on branding, positioning and its related advertising in the textile sector for a brand that has not been studied in academic literature until the present time. The discussion allows for novelty, involving both forward- and backward-looking assessments and evaluations to help participants better imbibe learnings in brand management and positioning.
Complexity academic level
The case is suitable for a graduate-level (Master’s level) course in marketing and brand management. This case is suitable for elective courses that discuss positioning and brands.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing
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Keywords
Manufacturing, Western management theories and Japanese management practices.
Abstract
Subject area
Manufacturing, Western management theories and Japanese management practices.
Student level/applicability
This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.
Case overview
This case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.
Expected learning outcomes
It is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.
Supplementary materials
Teaching notes.
Details
Keywords
The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation…
Abstract
Theoretical basis
The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation.
Research methodology
This case is based upon a combination of interviews with the protagonist, her staff and secondary research.
Case overview/synopsis
This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling.
Complexity academic level
This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.
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Keywords
Management: human resources management.
Abstract
Subject area
Management: human resources management.
Study level/applicability
Undergraduate and postgraduate.
Case overview
This case gives critical insights in the complex issues surrounding the management of employment relationship in Africa, specifically focusing on Botswana. It is set in the context of explosive industrial relations involving Debswana Diamond Mining Company and the Botswana Mine Workers Union over the contentious issues of pay bonus and collective bargaining. Failure to reach an amicable compromise by both parties' results in a debilitating strike which costs the company millions of funds and affected it's the corporate image contrary to its well crafted social responsibility. More painfully, the end game is a loss of employment and dreams shattered for 461 dismissed workers who depended solely on this work as their only source of income.
Expected learning outcomes
At the end of reading the case students are expected to: understand the limits of managerial prerogative and the right to manage; appreciate the inherent conflict of interests between labour and capital; consider more equitable compensation schemes in dealing with collective bargaining; and discuss the concept of social responsibility in the context internal customers-employees.
Supplementary materials
Teaching note.
Details
Keywords
The teaching case study is based on a (real-life) complex organizational and strategic context, and several bodies of literature may be used to interpret, analyze, explore and…
Abstract
Theoretical basis
The teaching case study is based on a (real-life) complex organizational and strategic context, and several bodies of literature may be used to interpret, analyze, explore and discuss alternative solutions. Among several relevant theoretical basis are (educational) leadership, strategy, institutional change, organization, practice orientation of education and organizational learning. The Instructors’ Manual gives suggestions as to how the case may be used in teaching and gives references to relevant literature.
Research methodology
The teaching case study is based on participatory action research. The narrative of the case is based on empirical observations in form of a research diary recording events, dialogues and discussion with colleagues and organizational leaders during a five-year period. The case study is based on real proceedings. But, the narrative is generic, and names are anonymized, and organizational contexts and events are disguised. Any similarities to real institutions are coincidental.
Case overview/synopsis
The case tells the story of Birk Grimson (PhD), a professional who returns to academia after many years of business practice in the private sector. He is struck by how different the work ambience is in academia and how bureaucracy and a rigid organizational structure seem to quell innovation, resulting in resistance to systematic learning, organizational development and strategic change.
Complexity academic level
The teaching case study is appropriate for business, organizational or administrative students at master’s, PhD level or executive education. For students with other disciplinary educational backgrounds (such as engineering, education or health care), some basic knowledge of organization and management or alternatively relevant experience is recommended.
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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Olugbenga Adeyinka and Mary Kuchta Foster
AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a…
Abstract
Synopsis
AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a few years of its founding, AfrobitLink established itself as a dependable organization known for delivering high-quality IT services. However, starting in 2004, AfrobitLink experienced rapid growth as it expanded to serve the telecommunications firms taking advantage of the deregulated market. This rapid expansion resulted in many challenges for AfrobitLink. The firm rapidly expanded into all 36 states in Nigeria, hiring a manager to oversee the company’s operations in each of the states. Poor hiring practices, inadequate training, excessive spans of control, low accountability, a subjective reward system, and other cultural issues, such as a relaxed attitude to time, resulted in low motivation, high employee turnover, poor customer service, and financial losses. By 2013, the firm was operating at a loss and its reputation was in shambles. Generally, the culture was toxic: employees did not identify with the firm or care about its goals, there were no performance standards, employees were not held accountable, self-interest and discrimination prevailed. The organization was in a downward spiral. Consultants were hired to help sort out the firm’s problems but these efforts yielded few results. Ken Wilson, the founder’s son, was hired in 2014 as VP of Administration to help get the firm back on track. As a change agent, Ken had to decide how to address the issues facing the firm and how to achieve profitable growth.
Research methodology
Primary sources included interviews with the company CEO, his wife, his son, and a volunteer staff member. Secondary sources included the company website. The names of the people and the firm in the case have been changed to provide anonymity.
Relevant courses and levels
This case is intended for use in graduate courses (although it can also be used in upper level undergraduate courses) in change management/organization development, organizational behavior, leadership, or international management. For graduate courses, students may focus on application or integration of several theories or concepts. For upper level undergraduate courses, students may focus on application of a single theory or concept. Below are suggested texts or readings for each type of student by subject.
Theoretical bases
Change management theories (e.g. Lewin’s force field analysis (Schein, 1996), Kotter’s eight-step change management process (Kotter, 2007), The change kaleidoscope approach (Balogun and Hailey, 2008)), social identity theory (Tajfel, 1981), attribution theory (Kelley, 1972), leadership theories (e.g. Hersey and Blanchard, 1969), intercultural/international management theories (e.g. Hofstede, 1980, 1991).
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Keywords
After completion of the case study, the participants would be able to understand the challenges in building a sustainable homestay tourism business; develop a positioning…
Abstract
Learning outcomes
After completion of the case study, the participants would be able to understand the challenges in building a sustainable homestay tourism business; develop a positioning statement for La Pinekonez which builds a unique competitive advantage; and outline elements of the business strategy to profitably sustain and grow a sustainable tourism homestay in terms of service offering, pricing, marketing and operations.
Case overview/synopsis
La Pinekonez Homestay, located in the beautiful region of Himachal Pradesh, India, is the subject of this case study, which explores both its successes and its difficulties. In August 2022, Arvind, the dedicated sole proprietor of La Pinekonez, grappled with multifaceted challenges, the first being the foray of established hotel chains into the homestay business. As the protagonist, was is in dilemma of preserving La Pinekonez’s unique identity amidst corporate competitors, particularly with regards to differentiating from the expanding hotel chains. The clash between customer expectations for hotel-like amenities and the homestay’s commitment to sustainable tourism presented a crucial challenge. Negative reviews questioning the authenticity of La Pinekonez’s green initiatives heightened the complexity. Adding to Arvind’s predicament were the seasonal fluctuations in tourist inflow and his aspiration to embrace immersive tourism trends. This case study facilitates exploration of strategic positioning, sustainability management and marketing strategies in the dynamic and competitive hospitality industry. It also offers insights into the complexities of balancing differentiation, customer satisfaction and sustainability while navigating the evolving landscape of tourism trends.
Complexity academic level
This case study is suitable for students of tourism and hospitality management at postgraduate level. The case study can be discussed once the basic concepts of hospitality management and service dimensions are covered.
Supplementary material
Teaching notes are available for educators only.
Subject code
CCS 12: Tourism and hospitality.
Details
Keywords
Peeyush Pandey and Tuhin Sengupta
The subject areas are Operations Management, Operations Research, Transportation and Logistics.
Abstract
Subject area
The subject areas are Operations Management, Operations Research, Transportation and Logistics.
Study level/applicability
The following courses (MBA/Post Graduate level) can use the case as part of their teaching material: Applied Forecasting Techniques; Optimization Methods; Operations Research.
Case overview
The case details a problem faced by the Gokuldhaam Society. The society was located a great distance from the city, as the majority of the residents who live in the society work in the nearby industrial area. To cater to the daily needs of residents, the society has shuttle buses plying to and from the city at different times during the day. However, due to operational inefficiencies, the administration faced excessive transportation costs. Looking for advice in this regard, the chairman of the society contacted the Head of Department at Operations Management, Indira Institute of Management, Indore hoping to find a way to reduce some of the operational costs.
Expected learning outcomes
The expected learning outcomes are as follows: to make the students apply two different stationary time series forecasting techniques to a real-life problem and data set; to make the students carefully choose a specific trend-based time series forecasting technique due to the inherent constraints in the availability of data set; and to make students appreciate the importance of application of linear programming in a time series problem.
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 9 Operations and logistics
Details
Keywords
Auditing, accounting, finance, control.
Abstract
Subject area
Auditing, accounting, finance, control.
Study level/applicability
Upper level undergraduate, MBA, MS accounting.
Case overview
This case takes an internal approach by exploring how PricewaterhouseCoopers - Egypt develops and applies industry specialization in an emerging market such as Egypt. The case focuses on three aspects of specialization. First, the strategic drivers behind specialization. Second, the internal processes of building industry-specific knowledge. Finally, the costs and benefits of specialization.
Expected learning outcomes
Industry specialization is a strategy:
Specialization is a strategy primarily used by Big 4 auditing firms, such as PwC-Egypt as a means of differentiating it self from the market.
Specialization is a strategy primarily used by Big 4 auditing firms, such as PwC-Egypt as a means of differentiating it self from the market.
Industry specialization is a culture:
For specialization to be fully effective a learning culture should be in place in which firm personnel are committed to continually seek new in-depth knowledge about clients and their industries.
For specialization to be fully effective a learning culture should be in place in which firm personnel are committed to continually seek new in-depth knowledge about clients and their industries.
Human resources are the most valuable asset of auditing firms:
Auditing is a service that involves extensive professional judgment. Thus, knowledge and expertise of its personnel is what differentiates one auditing firm's staff from another.
Auditing is a service that involves extensive professional judgment. Thus, knowledge and expertise of its personnel is what differentiates one auditing firm's staff from another.
Supplementary materials
Teaching notes.
Details