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John Williams, senior director of marketing for Microsoft's .NET, was trying to build the .NET brand, a comprehensive family of next-generation connectivity software products. Highlights the challenges of branding and positioning a complex technology offering. The first challenge facing Microsoft was to develop a common definition of .NET, which had been in flux over the prior two years. The second challenge was to choose between an umbrella branding strategy, a sub-branding strategy, and an ingredient branding strategy. The third challenge was to create a value proposition that would appeal to three very different target audiences: business decision makers, IT professionals, and developers.

To analyze the branding and positioning of a complex new technology offering: by defining a new product offering for public understanding and comprehension; evaluating brand strategies for optimal effect, considering possible hurdles to implementation of each strategy; and developing a value proposition attractive to differing audiences.

Upon completion of this case study, students should be able to apply lessons learned in core readings, analysis and discussion to a specific case study dealing with a current, real-world situation, specifically: critically assess Livestock Wealth’s case facts and present and justify their point of view – based on attentive reading, critical analysis and engagement – about the company; use a range of strategic tools such as strengths, weaknesses, opportunities and threats analysis, PESTLE analysis and the Ansoff matrix to thoroughly evaluate Livestock Wealth’s internal and external business environment for developing strategic options for business growth and improvements to marketing strategy; use strategic thinking to develop a range of creative solutions to guide the company’s business growth and improvements to marketing strategy; and assess their own growth and development in terms of personal preparation and organisation, collaboration, critical thinking, decision-making skills, participation and problem-solving.

By February 2022, Ntuthuko Shezi, the founder and chief executive officer of Livestock Wealth, had turned his idea of “crowd farming”, which enables anyone to invest in living farm assets and earn a profit at harvest, into a full-fledged business that was creating wealth for both investors and farmers. Underpinning this case study is Shezi’s vision of an African continent where there is “no ground that is not planted with something of value”, local economies are created in those areas, communities are wealthy, there is abundance, there is money for children to attend school and ultimately where “cows (and agricultural produce in general) are seen as money”. Shezi had grown up in a rural area with grandparents who owned a couple of cows, realizing that the cows were the bedrock of the family’s finances. Describing his business, he says, “Cattle are like a walking bank, and we see ourselves as the bank of the future, where every person who owns a cow can access financial services through Livestock Wealth, just like it has always been in Africa.” This case study describes the two key decisions that Shezi needed to make – what direction to take in terms of business growth and how to improve his marketing strategy (with a limited budget) to attract sufficient investment into Livestock Wealth to make his dreams a reality.

This case study is suitable for use for a post-graduate diploma in business, master of business administration or master’s in management.

Teaching notes are available for educators only.

CSS 11: Strategy.

The learning objectives have been prepared following Bloom’s taxonomy (Bloom et al., 1956). After completing the case study, the students will be able to identify and recall the prerequisites necessary for establishing a pathology laboratory. (knowledge); analyze the micro- and macroenvironmental factors considered by Mr Sabihul Haque in the development of the strategic plan for Healthcare Laboratories (HCL) (knowledge and application); explain the key components of the Porter’s value chain and their significance in the operation of HCL (comprehension and evaluation); use the TOWS analysis to map the internal strengths, weaknesses, opportunities and threats of HCL (application and synthesis); and analyze the challenges faced by protagonist in managing HCL and generate suggestions for addressing the challenges (analysis and synthesis).

HCL, an enterprise established in 2018 in Sahdeo Khap, Gaya, Bihar, India, aims to provide high-quality pathological diagnostic services in semi-urban and rural areas. This health-care initiative is pioneering, offering pathology services to make high-quality, low-cost diagnostic services accessible in rural India. In rural settings, numerous health-care hurdles make it challenging for individuals to access the care they need. Since its inception, HCL has expanded its reach to connect more areas, facilitating diagnostic services for people in remote regions. The establishment of laboratories in semi-urban areas aims to reduce patient travel time, costs and health risks by bringing services directly to their doorstep. Haque, the chief executive officer of the lab, grappled with multiple challenges, including selecting an appropriate location for the lab, recruiting and retaining skilled workforce, managing logistics supply, collaborating with local health-care providers, dispelling the stigma among the population that superior services are only available in cities and enhancing health literacy in rural communities. Following numerous meetings with Ms Ummati Naiyyer, head of operations, they worked collaboratively to address these challenges, developing a blueprint and future plan to operate services in rural areas. This case study provides insights into the obstacles faced by HCL striving for success in rural areas. It elucidates the beneficial application of the Porter’s value chain, along with an analysis of macro- and microenvironmental factors. Unique challenges such as societal stigma and mistrust are specifically emphasized. Students engaging with this case study will enhance their problem-solving skills through brainstorming and providing recommendations, contributing to potential solutions for HCL’s difficulties.

The teaching notes for the HCL case is designed to enhance the learning experience of undergraduate and graduate students within the context of the course. This case study serves as a valuable teaching tool, allowing students to apply theoretical knowledge to real-world scenarios in the health-care industry. The notes provide a framework for instructors to facilitate discussions, encourage critical thinking and promote a deeper understanding of key concepts related to establishing diagnostic laboratories in rural areas.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

International management strategy.

Graduate and upper undergraduate classes.

This case deals with an information technology (IT) outsourcing company based in Egypt which has ventured into the international market right from the start without establishing itself first in the local market. Its record of success was due largely to a group of young Egyptian entrepreneurs with an international orientation. Their strongly held values were translated into an organizational culture that was manifested in the company's relationships with its clients, whether multinational companies or regional governments. This mutual trust has generated work through referrals and has saved the company the need, at least initially, to adopt a proactive marketing strategy. In addition to culture the company's structure has shown considerable agility in dealing with the unexpected demands from clients through developing strong functional departments supported by numerous cross-functional teams. The case also presents the development of the human resource function which is considered the backbone of IT outsourcing companies.

Students are expected to learn the following: internationalization of business start ups in developing nations can take place even in the face of limitations of the local markets; the importance of leadership and culture in fostering trusting relationships with clients; the need to constantly reconfigure resources to meet challenges of competition and the needs of clients; the viability of a defensive strategy for newly established companies if supplemented by trusting relationships with clients; and the role of an evolving structure to fit the growth stages of the company.

Teaching note.

Public Sector Management and Strategy

This case will be useful for courses in information technology (IT) innovation, public–private partnership (PPP) and strategic management. However, the use of the case will differ on the basis of the target audience who could be students of master's course or executive development course. Detailed discussion can be done on co-innovation strategy followed in a public–private partnership and to understand how a PPP can be successful in enterprise solutions. Further, the understanding on how e-procurement and e-tendering solutions work can be gained through this case. This case should be positioned when the discussion for the planning strategy of IT innovation takes place.

SAP was a market leader in enterprise application software and empowered people across the globe to work more efficiently. The e-procurement solution for OILGIAN was managed by SAP LABS India. OILGIAN entrusted SAP with the task to design and implement the e-tendering solution. SAP appointed Ramakrishna Potluri, Lead Consultant, SAP, to manage the design and implementation of the e-tendering module as a part of e-procurement solution for the public sector. The reporting and the security concerns were stated by OILGIAN, and Potluri reassured that his competent team would comply with the needs. The main predicaments that he was going through were that how best he could take the proposition forward. Should he create the innovative solutions in-house or co-create with the customers? Which business models should he follow for this public–private co-innovation to be a predecessor of successful projects?

The case illustrates the following objectives: to discuss the co-innovation strategy followed in a public–private partnership; to understand how a public–private partnership can be successful in enterprise solutions; and to understand how e-procurement and e-tendering solutions work.

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

Teaching Note includes case synopsis, assignment/discussion questions, suggested readings, teaching plan, methodology, case analysis, what happened, references and data in exhibits.

Appreciating the role of process innovation in enabling growth; Understanding why replication is time consuming and not straight-forward; distinguishing formal and informal dimensions of coordination-mechanisms; Analyzing the differences in replication using template and principles.

Entrepreneurs desire to grow their businesses. They look for opportunities, in this case, when an opportunity came in year 2006, the entrepreneur successfully en-cashed. This lead to formation of a strategic business unit (SBU) that grew faster and also became role model. However the main SBU, for which the firm is known, continued past legacy. It is only when they found it difficult to grow, they decided to emulate. However, transition was not easy, it took much higher efforts. In the transformation, the older-SBU found that it is only inspiration, direction and fundamental principles that they can take from the newer-SBU. They have to fight their own battle and evolve solutions themselves. The older-SBU finally did succeed in the replication. The case experiences decision-making on template versus principle route to replication giving the participants enough exposure and thinking on the subject.

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

For MBAs and working professional’s training.

CSS 3: Entrepreneurship

“I think I would like to write a case. What do I do now?” The purpose of this paper is to answer this often-asked question by presenting a useful guide for case writers which examines the entire process of case writing beginning with the initial idea and proceeding through required stages leading to the publication of case studies. Further, this guide seeks to emphasize that case writing is a form of research, not just story telling. Ultimately, the increasing interest of scholars in researching, writing, and publishing pedagogical cases provided the impetus for this paper. The four major case writing processes identified in this paper include ideation (idea generation), creation (crafting the case study), application (creating the Instructor’s Manual), and publication (publishing the case). Each of these four processes is presented in detail including examples, pitfalls, and resources. This work is intended to assist novice, as well as experienced, case authors who seek advice on crafting and publishing pedagogical cases in refereed journals. Resources presented in this paper should be helpful especially for aspiring and as yet unpublished case writers.

The paper is based partially on archival research, but most of the content is based on the substantial experience of the authors.

The paper is relevant for upper-level undergraduates as well as graduate students interested in pedagogically based research.

“MDCM, Inc. (B): Strategic IT Portfolio Management” examines the steps involved in developing a portfolio of IT projects aligned with a company's strategic objectives. Specifically, the case describes a situation where a firm has launched a transformation strategy but has yet to develop a complementary IT strategy. Students must select the optimal portfolio of projects aligned with the strategic objectives and define the global project execution strategy. The projects have both risks and dependencies. U.S.-based MDCM, Inc. specializes in medical device contract manufacturing and assembly. For the past five years, MDCM had grown by making more than twenty acquisitions of companies based outside the United States. This growth strategy enabled MDCM to better match its services to its customers, who had become larger and more global. In MDCM (A), the CIO of MDCM needed to determine the company's IT strategy and objectives. In doing so, he needed to ensure that they were properly aligned with the company's overall strategy and the new organization developed under an initiative called Horizon 2000. In a lecture prior to the cases, students should be introduced to the framework of IT portfolio management and how it can help focus IT efforts. In MDCM (B), the CIO has performed an audit of MDCM's IT and found twelve projects that are potential investment candidates for the next three years. The challenge for the IT Portfolio Management team is to identify the priority and appropriate sequence of investments to be made. The case assumes that students have knowledge of corporate IT. More specifically, the case is targeted for those who are or plan to become executives who would manage IT strategy and IT investment decisions either directly or in an oversight role. This case is the second in a series; the first is the case “MDCM, Inc. (A): IT Strategy Synchronization.”

For this case, students create a portfolio management process and apply it to the IT project portfolio of a global manufacturing company. Students will learn how to balance risk and return of projects and short-term vs. long-term wins. They also create an activity network diagram, stressing the importance of understanding global resource constraints and execution timing. Students also learn the nuances of portfolio selection, e.g., outsourcing decision making and build vs. buy for a global firm.

Strategic management, system control management (balance score card).

Post graduate student, managers.

This case examines “Garuda Indonesia” the National Indonesia airline and its exceptional performance in recent years due to successful strategic decision making. This comprehensive case is structured in five parts highlighting: Garuda's recent success based on positive strategic management; Garuda's history and how it shaped its success against strong competition through effective leadership and the challenges it has overcome; an examination of the development within the Indonesian airline industry; a focused examination of strategic development with Garuda, including competition policy; operational planning and delivery; debt restructuring and product/service strategy; and an examination of the ongoing challenges, including governmental pressures and political maneuvering.

Students will identify opportunities and threats, including strategic issues derived from the external environment facing by Garuda Indonesia. Students will identify strengths and weaknesses from the internal environment faced by Garuda Indonesia. Students will develop strategic alternatives to inform business decisions. Students will give recommendations including priority planning for the next three to five years.

Teaching note.