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Strategic management, Strategic marketing, Entrepreneurship and Small business ventures.

This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing.

Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes.

The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

This case study focuses on the problems that a company have in segmenting a local market of a gas distribution company and some strategies that they can use for developing a viable market segmentation to target the right segment that will provide a good economics, revenue base customers who also have the mindset to change to a new product. At the end of this exercise, students should have a clear understanding of the following: the essentials concepts of market segmentation, targeting and positioning and how they can be leveraged so that businesses increase their returns; the main elements/steps that drive market segmentation and business positioning; the appropriate methods for market segmentation when targeting local markets for a city gas project; and the challenges companies might face when changing a product.

In 2018, commercial customers began asking Abu Dhabi National Oil Company (ADNOC) Distribution to provide a sustainable solution to ensure a continuous supply of safe gas and avoid the interruptions and hazards associated with the supply of liquefied petroleum gas (LPG) to their premises. The request was discussed with the ADNOC marketing, supply and trading (MST) Division to investigate the possibility of growing the natural gas business in the Emirate of Abu Dhabi, thus contributing to the Emirate’s security, economy, environment and community, and ultimately to ADNOC Strategy 2030. Khaled Salmeen, Director of the ADNOC MST Division, believed that industrial customers accounted for higher business volume and profitability. Nevertheless, he advised Shuhab Al Shehhi, the City Gas Project Manager, to study the potential benefits in targeting both residential and commercial customers as part of ADNOC’s responsibility towards community engagement and investments. Al Shehhi had to address several questions: How could the City Gas Project be strategized and positioned so as to target all market segments? What were the potential outcomes? Would targeting all market segments strengthen ADNOC’s brand position?

This case study was written for Marketing and Strategic Management courses in Bachelor of Business Administration programs.

Teaching Notes are available for educators only.

CSS: 8 Marketing

This paper looks at logistics and supply chain strategy.

The paper is appropriate for undergraduate and graduate management students.

By November 2009, realising the competitive pressures created by the regional and global players, Mr Khalid Ahmed, SVP, Economic Zones World (EZW), decided to strategically re-position EZW in the global supply chain map. He knew it would be very challenging in view of changing landscape of international business and he was eager to start formulating his plans.

This case can be used to teach logistics and supply chain strategy as well as the understanding of the development of country level strategy. A better understanding of the demographics and geography of UAE is required.

A teaching note is available on request.

This case shows an example of the opportunities opened by the internet that drove young entrepreneurs to start their business, in May 2011, as a premium beanbag supplier in Egypt.

Undergraduate students studying management.

The case examines the use of information and communication technology (ICT) by young Egyptian entrepreneurs, and how technology could open for them a broad horizon for continuous development, creativity and innovation. It presents the experience of a group of four undergraduate students who established a virtual company producing and selling beanbags through their website. The main objective of the case is to highlight the business challenges faced by entrepreneurs and possible opportunities in emerging economies and the effective role of ICT in reacting to these business environment changes. The case also provides a strategic analysis of the various factors that may impact the organization and explains how technology can contribute to improving the company’s standing. Finally, recommendations are provided to serve as basis for any future strategic plans.

This study highlights the value of ICT in general and the internet in particular in driving young entrepreneurs to start their own business. It also presents the best practices in conducting a successful online business, and approaches undertaken by internet entrepreneurs to address rising challenges. It understands the variety of tools that could be used to market business online. It indicates the role of information technology in supporting business strategies at any organizational stage to improve different processes, to assist in decision-making, and to create new customer-centric services and products.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

Strategic stakeholder engagement, entrepreneurialism, ecosystem, corporate social responsibility, event management, branding, marketing strategy.

Post-graduate level, practitioners interested in MENSA Region, entrepreneurship policy makers and NGOs.

Abraaj Capital Ltd (Abraaj), a highly reputed private equity investment and management company, strongly believed in corporate social responsibility, strategic stakeholder engagement and entrepreneurship ecosystem development. In November, 2010, Abraaj held the “Celebration of Entrepreneurship” (CoE) a two-day free entrepreneur event, in Dubai. CoE was attended by more than 2,400 participants. The purpose of CoE was to contribute to building an entrepreneurship ecosystem in the Middle East North Africa South Asia region (MENASA). Based on participant feedback, CoE Outcomes and stakeholder feedback, the event was very successful.

This case is a good example of community engagement and showcases entrepreneurship ecosystem development. This case also highlights the challenges of putting together a signature event in a very short time frame. The future management dilemmas are also raised on various issues like whether to make this successful event a regular part of their organizational activities, and issues concerning the funding of such events. This case can be used to teach event management, branding, marketing strategy, CSR and entrepreneurship (from the ecosystem point of view). It will appeal to both educationalists and practitioners interested in the MENASA region, policy makers who facilitate entrepreneurship, CSR managers, event management companies and marketing specialist. It can be used to teach both undergraduate and postgraduate courses.

Strategy students can focus on marketing and branding strategies; like stakeholder engagement, internal marketing, social media, positioning and brand architecture. Student of event management can learn about prioritizing, adaptability, funding and the complexity of layering a program.

Teaching notes, videos.

Expected learning outcomes are as follows: to understand the nature of heating, ventilation and air conditioning (HVAC) manufacturing industries based on Al Junaid Industrial group when considering entering such businesses. To understand how unexpected short-term shocks such as a global pandemic may require long-term changes in a company’s outlook and planning. Discuss the marketing mix strategy that the Al Junaid Industrial group business products and services elements follow. To understand the competitiveness of Al Junaid group’s business environment and to identify the potential for business growth. To gain skills at developing a marketing strategy using the products, price, place and promotion model.

Al Junaid Industrial group is a small to medium-sized HVAC manufacturing company created over 12 years ago, in the United Arab Emirates. It has a production line company in the Sharjah industrial area with a capacity of 5,000 ft. The company not only manufactures air conditioning and its accessories but also provides installation and maintenance services. As for its international connections, it imports raw materials such as aluminum and exports air conditioning grills and accessories, offering installation services to many destinations, including Kazakhstan, Afghanistan, Uzbekistan and the Gulf Cooperation Council. The company has recently suffered a setback due to the COVID-19 pandemic. In March 2020 its net revenue and profits decreased by an average of 40%. As a result, Al Junaid Industrial group currently faces several internal and external challenges affecting its business performance such as high operating expenses, low market demand and stiff competition. Due to these challenges, this case study argues that Mr. Obaid Al Junaid, the Chief Executive Officer, should develop a new marketing strategy aimed at raising revenues to levels closer to those observed before the onset of the epidemic.

This case could be used in undergraduate and graduate classes of the business management field, as well as in development programs for managers in small to medium-sized enterprises (SME). Students (final year students of an undergraduate program for a bachelor’s degree) are expected to have a basic knowledge of Strategic management and business in general. It is preferred that the students have basic knowledge about small-to-medium businesses. Additionally, the managers in SME should be familiar with operational management, business management and marketing strategy and some of the challenges faced by managers in industrial businesses.

Teaching Notes are available for educators only.

CSS 11: Strategy.

The case covers several topics such as social entrepreneurship, social innovation, green startups, their marketing and growth. The learning outcomes are as follows: identify the characteristics of social entrepreneurs; learn about the concept of social innovation, its challenges and opportunities; apply the concepts environmental sustainability to possible growth strategies; and evaluate the different growth opportunities available to the company in the region.

The case tells the story of a recently established technology and agriculture startup, Schaduf, founded in Egypt. Their concept mixes tradition with technology to improve the quality of life for city dwellers. Research and development (R&D) plays a big role in this company’s success. Schaduf uses the concepts of soilless farming to grow rooftop crops for low-income households. The company also provides aesthetic solutions for businesses and homes to increase their green spaces. Driven by a desire to transform the monochrome city to a green paradise, two Egyptian entrepreneurs founded Schaduf, an urban micro-farming and eco-friendly venture. The founders of the startup, brothers Sherif and Tarek Hosny, are in the process of expanding their business. They are faced by the dilemma of staying true to their original business concept in developing markets or pursuing other lucrative ventures in more affluent economies. This case offers learners insight into the growth strategy of a social enterprise that relies heavily on R&D to stay ahead of the game. Learners should evaluate the different growth strategies available to the company.

The case can be used for senior undergraduate students and at the graduate level in MBA, management, innovation, entrepreneurship and social entrepreneurship programs.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

During the COVID-19 pandemic micro-, small- and medium-sized businesses were hit hard. This was specially so in the restaurant business where physical lockdown and social distancing norms were challenging. Thus, small business performance was a concern (Akpan, Udoh, & Adebisi, 2020). This case study addressed this theoretical aspect. Zhang, Gerlowski, & Acs (2021) had highlighted the challenges of business continuance and enterprise sustenance, during the COVID-19 pandemic. This case study provided insights regarding how these aspects of business continuance and enterprise sustenance were addressed by “Café Tato”. Bhattacharyya and Thakre (2021) had deliberated regarding how firms through strategic initiatives and tactical responses were required to manage COVID-19 pandemic and economic lockdown. Café Tato case study was in line with these recommendations for firms. Barbieri et al. (2020) and Reardon et al. (2021) had outlined steps regarding maintaining business operations reliance given a business crisis situation like during the COVID-19 pandemic. Café Tato case study described this. Café Tato case study accommodated perspectives regarding business crisis situation, business continuance, enterprise sustenance, operations reliance, organizational strategic versus tactical initiatives and finally small business performance.

The teaching case study was written based upon primary data collected from the owners of Café Tato. Furthermore, secondary data was used for building the case.

Café Tato was the most popular and the oldest tea cafés in Goa, India. It had a presence in Panjim and Margaon in Goa. On 24 March 2020 India went into an economic and physical lockdown because of COVID-19 pandemic related crisis. One week down the line on 31 March 2020, Mr Pranav Dhuri (hereby referred as Pranav), one of the owners of Café Tato, was contemplating how to ensure business continuance once there was semi-normalcy restored. What would the initiatives that need to be undertaken was critical for success of Tato the legendary café in Goa was playing in the mind of Pranav.

This teaching case study could be used in the class for strategy planning and implementation in the course of strategic management. This case study could apply for teaching both bachelor’s and master’s students of business management. The case could also be taught to management students for helping them understand how small business firms, while confronting challenges of COVID-19, planned and implemented strategies in the course of strategic management. This study helped strategic management students understand the importance of organization culture in any business as it directly influenced the profitability and sustenance of business. The Dhuri family had all along laid stress on keeping the culture alive by taking various steps at critical times in improvising and maintaining the standards. The study also helped to understand the importance of good leadership and its direct impact on the employees in a crisis situation (COVID-19) work environment and ensure business sustenance.