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Ethical decision making, business ethics.

This case is applicable to MBA, EDP and EMBA courses.

TOREAD, a professional provider of outdoor equipment in China, started in business by producing and selling tents. To meet market demand, TOREAD expanded its product line which ranges from outdoor durable tent products to “pan-outdoor” products including footwear and clothing. During the critical expansion phase, TOREAD was challenged by a quality problem in a batch of outsourced sandals that had been manufactured by a contracted supplier. By researching different options and going through an ethical decision making process, TOREAD made the choice of destroying all “problem sandals”. Since then, TOREAD has focused development on product quality improvement and product innovation to establish a sustainable brand image and generate social benefits. TOREAD's decision making in the critical development phase helped it to become the leader in the outdoor product industry in China.

This case may be used for courses such as business ethics and strategy. By learning this case, students can understand the process of making ethical decisions when facing moral dilemmas among corporate decision makers, employees and relevant interested parties, and learn how to make strategic decisions to balance company profit growth and social benefits in critical development phases.

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Competing in Emerging Markets; Internationalization of Service Firms; Global Marketing.

Senior undergraduate or graduate students in business schools.

Uber first entered the South Korean taxi hailing service in Seoul in September 2013. In March 2015, the company shut down its operations after being charged for operating an illegal service. However, in January 2016, Uber decided to re-launch Uber’s premium service, UberBLACK after working with the city government. Given the country’s unique characteristics, was the decision to re-enter the market justifiable? Would Uber’s new strategies including partnering with a local company be sufficient? How could Uber gain more market share against its local powerful competitors?

Outcomes This case allows students to understand the challenges of internationalizing services of a global company in an emerging market that has strong national cultures and domestic preferences. The students will learn how to analyze the country and industry external environment as well as internal resources and capabilities to formulate the appropriate market entry strategies and to effectively implement them. The students will also learn the critical role of host country government and how to manage its relationship, the first- and second-mover advantages/disadvantages and the sustainability of innovative business models.

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CSS 11: Strategy

International Business Management, Global Business Strategy and Human Resource Management

This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses.

The learning outcomes are as follows: to figure out the appropriate staffing approaches for the foreign investment projects; to understand the challenges that companies face when they expand in the foreign market; to understand the different foreign markets entry modes.

The Nayel and Bin Harmal Investment Co. LCC. is an experienced company that owns a hotel chain with three properties in the UAE. In 2011, it decided to invest in Africa and build a new hotel – Ayla Djibouti Hotel – in Djibouti. The hotel’s construction is nearly complete. This has urged Bashar Al Tamimi to begin devising a staffing strategy for the hotel. Of particular concern is Djibouti’s lack of manpower with hospitality qualifications and expertise. Consequently, Al Tamimi must grapple with some difficult questions: Should he hire staff with the appropriate international hospitality experience? Or should NBHI invest in the human capital in Djibouti and train Djiboutian people to operate the hotel? Which strategy or approach will lead to the most successful and profit-making outcome for Ayla Djibouti

This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses.

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CSS 5: International Business.

Strategic Management, Entrepreneurship, Business Management.

This case is of medium level of difficulty and is designed for students in School of Economics and Business Management, also an optional course for students in other majors who have strong interest in strategic management and entrepreneurship. Students from all disciplines are welcomed and encouraged to take this course; however, it will be better if registered students have already gained basic ideas about industry, company analysis and marketing.

In 2010, Hangzhou Wahaha Group (The Group), a leading Chinese beverage company launched its new brand – Edison milk powder. Meanwhile, people were concerned about food security because of several scandals and Wahaha had to convince the mass public during the high time. The decision makers had to balance various options besides Edison. In this case, we would mainly discuss several possible long–term strategies of this eye–catching private enterprise. The Group intended to carry out diversification strategy in several industries domestically and internationally to maximize its profit.

Have an insight into China's beverage industry and dairy sector, with the representative Hangzhou Wahaha Group., Know how to develop analytical and decision skills facing multi–choices. SWOT model is recommended here., Have a comprehensive understanding of diversification strategy and how to make priorities.

Teaching notes.

Marketing

The case is suitable for MBA/MS students.

The famous Taj Mahal Palace and Towers became the centre of one of the most deadly terrorist attacks in the Indian sub continent on the night of 26 November 2008, which became famous as “26/11”. Terrorists created havoc shooting guests on sight and throwing grenades. The attacks lasted for three days but all of the four terrorists who entered Taj were killed. The terrorists had killed 160 people across Mumbai. Of these, 36 died at the Taj Mahal Palace and Towers, Mumbai. The dead included 14 guests, most of whom were foreign nationals. However, due to the selfless and extraordinary behavior of the employees and the staff of Taj, many guests were saved. They put forth an extraordinary example justifying the Indian code of conduct towards guests, “Atithi Devo Bhav” meaning “Guest is God”. In spite of knowing back exits and hiding spots, the employees did not flee, instead helping guests. The employees' behavior during the crisis saved the lives of nearly300 guests. This gesture of Taj employees was much talked about, but it was amusing even for the management to explain why they behaved in that manner. The condition of Taj after the attacks was so disastrous that it would have been profitable to leave the hotel as it was rather than reopening it. This, however, would have dented the Taj brand as a whole, as well as the spirit of all employees and staff who had behaved bravely. Taj started its restoration and reopened a part of the Taj Mahal Palace and Towers on 21 December 2008. It became operational by August 2010. The case provides an opportunity to closely examine employee behavior in an extreme crisis situation, and the possible reasons and motivation behind such exceptional behavior which ultimately helped to sustain the Taj brand. However, the scope of the case can also be extended to illustrate recovery efforts typical to service industries.

The case is designed to enable students to understand: the employees role in service delivery; the service profit chain; the relationship between profitability, customer loyalty, employee satisfaction and loyalty, and productivity; service failure; service recovery; and the service recovery paradox.

Teaching notes are available. Please consult your librarian for access.

This study enables to critique the development of a sustainability strategy brand; integrated reports, sustainability reports, usage of safe internet and online learning skills to reduce inequalities and increase stakeholders’ values.

Digi Telecommunications (Digi) has been publishing annual sustainability reporting in line with Global Reporting Initiatives since 2009. Albern Murty, Chief Executive Officer (CEO) of Digi, the largest player in the mobile telecommunications industry in Malaysia by the number of subscribers, decided to establish a responsible business brand known as Yellow Heart in 2018 to better serve their stakeholders demand. There was a low stakeholder understanding of Digi’s sustainability efforts and societal impacts. Digi’s Sustainability department aspired to make Yellow Heart the best industry practice for continuous improvements by making Responsible Business commitment one of the main pillars of the company’s strategy and vision. Yellow Heart was linked to Sustainable Development Goals (SDG)10 on reducing inequalities by focusing on Digital Inclusion and Resilience to increase safe access opportunities, provide marginalized communities with opportunities to pursue interests in digital learning pathways and create a more sustainable digital future for all. The case study illustrates the sustainability management at Digi and the planned migration from sustainability reporting to integrated reporting to build trust in the business with all the stakeholders. The case dilemma involves the challenges that Philip Ling Oon Hun, the Head of the Sustainability, faced in deciding the SDGs to focus on and measuring and reporting their outcomes to contribute to the greater good, not only in pure business terms but also to society at large.

This case is appropriate for undergraduate or graduate-level programs in Accounting, Corporate Governance and Strategy Implementation.

Teaching notes are available for educators only.

CSS 1: Accounting and Finance.

▪ Students learn how an educational institute impacts water resources on the campus and its surrounding community.

▪ Students acquire knowledge on how decision-making, related to natural resources, is influenced by the institute’s obligations towards surrounding communities and the long-term sustainability of the resources.

▪ Students become acquainted with the decision-making process adopted by an educational institute for achieving resource-efficient development on the campus.

▪ Students learn how to design evaluation methods for investments related to water conservation at an educational institute.

▪ Students become proficient with the payback method specifically when evaluating water-enhancing projects at an educational campus.

Dr Ajit Parulekar, Director at Goa Institute of Management (GIM), Goa, India, was evaluating options to improve the sources of water at GIM at the beginning of 2021. He was reviewing the projects proposed to meet the water requirement at the campus for the next five years (2021–2025). The projects were recommended by consultants (ENV Consultants Pvt Ltd) who proposed a total expenditure of US$68,667 which involved storage enhancement and water table upgradation (See Case Exhibit 11). The maintenance department had studied the plans but their projections showed that the execution of these projects and initiatives would still lead to a deficit of water in the future. Dr Parulekar reviewed the reports and weighed the expected tangible and intangible benefits from the proposed projects. The projects had to be carefully selected, keeping in mind the multiple objectives to be met: an increase in water supply within a short time, a financially optimum investment and a minimum impact on the surrounding community. The selected projects had to meet the long-term sustainability objective of resource efficiency at the campus.

Students studying finance, project appraisal, campus sustainability at graduate or postgraduate management programs.

Teaching notes are available for educators only.

CSS 4: Environmental Management.

Labour relations management, business management, HRM, focusing on the labour relations of Chinese enterprises.

This case is designed for students in schools of business or management, undergraduate MBA or executive MBA classes. Students should already have a basic knowledge about Chinese labour relations, HRM, and organizational development.

In 2004, a deal transformed Anhui Xuanjiu Group from a state-owned enterprise (SOE) to a private company. Li Jian, the Chairman of Xuanjiu Group, focused on creating happiness for employees. Thanks to Li Jian's efforts, Xuanjiu emrged from its crisis which was formed in the planned economy system. After several years of development, the labour relations management of Anhui Xuanjiu Group became a model among private enterprises in China.

Students can gain new insights into labour relations in China. The case provides an example of building friendly labour relations to avoid labour disputes. It provides a set of measures for retaining and motivating workers.

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The case is meant for teaching business management students at the Postgraduate and Executive levels. It can be incorporated in the marketing management, entrepreneurship and international business course curriculum.

Since its inception in 2015, VAHDAM India had carved a niche for itself in the Global Tea Industry in a span of just seven years. The 29-year-old Founder-CEO, Bala Sarda was the first to create India’s largest born-global direct-to-consumer (D2C) premium wellness brand by bridging the gap between demand and supply of the country’s finest teas and superfoods globally. The venture also became a poster child for sustainability by strengthening its green credentials over the course of time.Having attained profitability in FY21, VAHDAM now aims to become a ₹500 Cr. brand by FY24. To push the goal across the line, channelisation of marketing will take centre stage. The case highlights the management’s dilemma of using green marketing as the pivot for increasing its market share in the emerging economies and boosting revenue. The underscored opportunities and challenges have to be addressed so as to formulate a green marketing mix suitable for the emerging market scenario.

Participants will develop an understanding about the evolving consumption landscape inclining towards eco-friendly wellness products and the relationship between green marketing mix, brand equity and its channelisation towards revenue generation. They will also get an overview of marketing challenges faced by a premium D2C wellness brand while entering an emerging market. The readers shall be able to analyse and suggest ideas for the formulation of an effective green marketing mix to meet the consumer expectations and achieve desired brand positioning.

Teaching notes are available for educators only.

CSS 8: Marketing

Students should be able to: identify the elements of business processes; analyze efficiency measures; identify and define causes of poor efficiency in business process; analyze the results of a simulation model; propose process redesign alternatives based on the analysis; and acknowledge the challenges for improving public service processes.

The process to get a passport seems to be very simple, but Jose Hernandez, a Manufacturing Plant Director, has had bad experiences the past three times he has visited the passport office. He and his family have spent more than 3 h to get the passport for his little daughter, Maria. In this case, the authors illustrate the process analysis performed by Jose to find effective and efficient solutions to the problems that he found. The case study guides students through the analysis of a business process in public service from the perspective of the users. The students participating in the case analysis will not only learn to diagnose and describe the process but also to redesign it to achieve significant improvements. Furthermore, the students will realize that adding more resources to the process may not solve the fundamental issues, but analytical and creative skills are needed. In addition, the teaching notes provide a discussion about the existing challenges to improve public service processes.

Management and engineering undergraduate programs, operations management and business process design in Master of Business Administration programs.

Teaching Notes are available for educators only.

CSS 9: Operations and Logistics.