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1 – 10 of over 1000Mariam Saeed Al Mansoori and Syed Zamberi Ahmad
After reading the case study, the students will be able to analyze the impact of post-pandemic “new normal” customer behavioral change on a start-up aggregator operating…
Abstract
Learning outcomes
After reading the case study, the students will be able to analyze the impact of post-pandemic “new normal” customer behavioral change on a start-up aggregator operating virtually. Recognize the need for the service marketing strategy to prepare a service provider/aggregator to sustain a dynamic and volatile consumer environment. Understand the importance of competitors’ analysis as a primary step of service marketing strategy in influencing “new normal” consumer behavior. Examine the utility of customer engagement through website blogs, social media posts, videos and continuously updated information on the mobile application in influencing the “new normal” customer behavior, from skinner operant conditioning behavior and Rusbolt’s investment model perspectives.
Case overview/synopsis
Rafeeg is a mobile application-based home maintenance service providing company, conceived and founded in 2017 by Khamis Alsheryani – who, as an Emirati entrepreneur, has a prior record of accomplishing successful mobile applications and business ventures since 2004. The unique selling proposition of Rafeeg in the Abu Dhabi market is its functioning as the home maintenance services aggregator bringing its suppliers and consumers under-one-roof alongside maintaining ensuring high quality, punctuality and security at competitive prices. Rafeeg has collaborated with approximately 1,000 licensed suppliers using nearly 5,000 technicians and maintenance workers with a customer base of about 70,000 households. Although it is formally situated in Al Salam St, Abu Dhabi, United Arab Emirates (UAE), the company communicates with its consumers virtually. However, with the outbreak of the COVID-19 pandemic in the UAE in March 2020, Rafeeg witnessed a considerable decrease in service requests. Consumers’ psychological fear of the pandemics spread into their houses through the technicians and maintenance workers and the degree of hygienic practices the latter follows before their service provision acted as the major reason behind the fall in requests. Despite Alsheryani’s assurance on the provision of only those suppliers who are verified of their hygienic practices, negative COVID-19 test reports and their availability to the consumers as proof and regular temperature checks of the technicians, the consumer apprehensions remained stagnant and the loss of new service requests, as well as revenue, continued. The pandemic’s spread and consequent lockdown of services in the UAE affected Rafeeg’s business operations gravely, as projected by its sudden drop-in service requests – from 53,638 average monthly customer requests in January and February to approximately 10,000 in March and April. The sudden drop of 81% in new requests drove Alsheryani to develop a service marketing strategy in May to boost consumer behavior, encouraging them to resume their requests without further apprehensions. However, with the continuous rise in the pandemic and vaccines still under trial and research, Alsheryani contemplates the viability of the new marketing strategy. Alsheryani took measures in supplier training programs, excommunicating with suppliers who fail to comply with his strict safety regulations, developing the app with clearly stated, uniform, safety procedures and bearing the additional safety-related costs small suppliers provide quality work as part of the strategy. Despite so, will there be an increase in new requests? Will the bearing of additional costs on the suppliers’ behalf jeopardize its competitive advantage in UAE? Should he consider an alternate business model to adapt to the new normal environment?
Complexity academic level
This case is written for undergraduate students majoring in consumer behavior, consumer engagement approaches, digital marketing approaches using websites, mobile applications, social media communities and service marketing strategies. Students, through this case, can relate the importance of virtual space in engaging consumers and the importance of the latter in addressing the dynamicity of consumer behavior, especially affected by sudden environmental change, such as the COVID-19 pandemic. The case study also subtly highlights the importance of collaboration with suppliers in an aggregator business model to capture the essence of changing consumer behavior. This case study is appropriate for students having previous knowledge of Rusbolt’s investment model and skinner’s operant behavioral model of consumer behavior and their application in service marketing. Besides, students must be aware of the online business model and aggregator businesses in the service industry of the UAE. The case study purports to motivate critical analytical thinking among students and build their understanding of the importance of consumer behavior for business sustenance.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 8: Marketing.
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Mihir Ajgaonkar and Tanvi Mankodi
This case will help students to analyse and develop insights into the concepts of servant leadership; to analyse and develop insights into women’s empowerment and a process to…
Abstract
Learning outcomes
This case will help students to analyse and develop insights into the concepts of servant leadership; to analyse and develop insights into women’s empowerment and a process to achieve such empowerment; and to explore the social business models for scaling up.
Case overview/synopsis
The Lakhpati Kisan programme under the aegis of Tata Trusts focussed on empowering women marginal farmers in the tribal belts in India to significantly increase their income from 2015. Ganesh Neelam, Executive Director, Collectives for Integrated Livelihood Initiatives (CInI), a nodal agency of Tata Trusts, advocated various livelihood options in agriculture, livestock, non-timber forest resources and water conversation. Initially, CInI faced the challenge of getting the farmers to sign up for the programme due to lack of trust. CInI facilitators educated the farmers about the purpose of the initiative and the benefits they would accrue and built trust. CInI created awareness through knowledge-sharing sessions on best practices in agriculture. They formed self-help groups of farmers for decision-making and for easy access to capital. CInI established farmer producer organisations (FPOs) to bring in a business perspective among farmers. The farmers as Board members and executives ran the FPOs like commercial organisations. CInI built capabilities to create a sustainable and autonomous ecosystem that looked impressive. But still the programme was falling short of the desired target. The farmers were so far reluctant to move forward independently. Ganesh felt that the social business model that CInI had evolved needed a re-look to achieve a significant and lasting impact on the majority of the marginal farmers in India.
Complexity academic level
The case can be used in the organisation behaviour, human resource management courses and courses on social enterprises as part of the MBA or post-graduate management programme or in executive education programmes.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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Anyu Wang and Nuoya Chen
This case is about “Red”, a cross-border e-commerce platform developed from a community which was built to share overseas shopping experience. With sharp insights into the…
Abstract
This case is about “Red”, a cross-border e-commerce platform developed from a community which was built to share overseas shopping experience. With sharp insights into the consumption behavior of urban white-collar women and riding on its community e-commerce advantage, “Red”, a cross-border e-commerce startup, pulled in three rounds of financing within just 16 months regardless of increasingly competitive market. On the other hand, well-established platforms such as T-mall International and Joybuy also stepped in, and their involvement will also speed up the industry integration and usher in a reshuffling period. Confronted with the “price war” started by those e-commerce giants, in what ways can “Red” adjust its shopping experience and after-sales services to enhance the brand value and sharpen its edge?
Nidheesh Joseph and Upam Pushpak Makhecha
The case would help students to learn the concept of high involvement innovation activity and how to apply it in large service organizations to increase innovation involvement…
Abstract
Learning outcomes
The case would help students to learn the concept of high involvement innovation activity and how to apply it in large service organizations to increase innovation involvement. The case will help the students to reflect on the significance of organizing structure and culture of an organization for enabling innovation and innovation process models. The case would further help the students to develop the skill to plan and implement simple, innovative innovation process models which will increase the ideation capabilities of the organization. The students will also be able to understand the role of informal learning in innovation and how to facilitate it.
Case overview/synopsis
Cyient – a global services firm – had always focused on innovation as a key strategic capability winning various annual client awards for over a decade. However, in 2012, Cyient missed the innovation awards which led to the introduction of Idea Tree initiative in Aerospace & Defense (AED) business unit of Cyient. Cyient was able to co-create patents and offer cost savings to its clients through the Idea Tree initiative. This cost-effective and unique initiative resulted in re-organizing the structure (from formal to a quasi-formal), culture (open to new ideas, mistakes and failures) and process (stage-gate) inside Cyient AED business unit. However, Idea Tree also suffers from challenges such as lack of a digital format, lack of corporate presence across Cyient and its highly informal nature. In this context, the CEO wants to review the Idea Tree initiative to decide on its future in Cyient.
Complexity academic level
The case is suitable for teaching multiple facets of innovation for MBA and Executive MBA classes in core Strategy, Managing Organizations and Entrepreneurship and for elective courses such as Innovation Management, Organizing for Innovation or HRM for Innovation. The case is suitable for both fresher and experienced participants.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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Harit Palan, Anand Kumar Jaiswal, Jagdip Singh and Garima Sharma
Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge…
Abstract
Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge of doctors in semi-urban and rural areas, bridging the gap between diagnosis and treatment, and making available quality medicines at affordable prices. This case discusses the evolution of the Prayas model from its inception to its current state, and the company's business strategies around it. Cognizant of the success of Prayas, many competitors of Sanofi-Aventis are actively developing and implementing similar models. The company's top management team has to respond to the competitive threat.
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Sanjay Mohapatra, Debapriyo Nag and Ravi Tej P.
This case study concerns self-managed teams (SMTs) and high-performing work stations.
Abstract
Subject area
This case study concerns self-managed teams (SMTs) and high-performing work stations.
Studylevel/applicability
This study is applicable to training, employee satisfaction and developing economy in the society at large.
Case overview
High-performance work systems (HPWS) are processes in which organizations utilize a fundamentally different approach for managing work in place of the traditional hierarchal approach. HPWS uses an approach that is fundamentally different from the traditional hierarchical or bureaucratic approach otherwise known as the control-oriented approach. The fundamental difference between control-oriented and involvement-oriented approach is in organizing and managing at the lowest level in an organization. The basic purpose of HPWS is to create an organization based on employee involvement, commitment and empowerment. In these kinds of highly involved organizations, employees demonstrate more responsibility and commitments because of high empowerment and have access to information/knowledge and awareness to perform at the highest level. In this case study, the authors make a complete study about the ten pillars of SMTs in Dr Reddy's Laboratories Private Ltd. and the situation of FTO-4 at the Yanam plant and FTO-7 at the Visakhapatnam plant post-implementation of the SMT concept. This paper attempts to demonstrate how SMTs differ from conventional teams, as well as how effectively they contribute to the organization objectives.
Expected learning outcomes
To understand HPWS and concept of SMT; to understand how the concepts of HPWS and SMT were implemented in Dr Reddy'S Laboratories in *FTO-4 AND *FTO-7; to understand the key difference between traditional hierarchical systems and SMTs; to find out how continuous process improvement has made SMT initiative an evolving one (from 2002 to 2011); to understand how involvement of different stakeholders has made SMT initiative a sustainable one; and to understand the importance of SMT in this twenty-first century as they lead to a better and brighter future for everyone.
Supplementary materials
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Abderrahman Hassi, Dalal Rachid and Badr Lahrichi
The case is designed for students with prior knowledge of principles of management, particularly leadership theories. The case would also benefit bachelor students who already…
Abstract
Subject area
The case is designed for students with prior knowledge of principles of management, particularly leadership theories. The case would also benefit bachelor students who already took an introductory course to leadership such as organizational behavior or graduate students who are familiar with the leadership and/or entrepreneurship literature. This case study may be used in the following academic courses: theories of leadership, leadership and leaders, organizational leaders’ roles, management skills, entrepreneurship, entrepreneurial management.
Study level/applicability
This case study may be used in the following academic programs: Bachelor’s in Business Administration Master of Science in Business Administration MBA Programs.
Case overview
Kamal Reggad is a Moroccan entrepreneur who created the company Menaclick, an online business that aims to sell and promote various products and services nationally and internationally at discounted prices. Goods and services are posted on Menaclick’s website www.hmizate.ma, which means “good deals” in Moroccan Arabic. The Hmizate platform operates a daily-deals and group-buying website offering discounted deals to Moroccan customers. The deals are mainly on goods and services such as traveling, food, esthetics, shopping, high-tech gadgets and recreational events (Eco, 2013). Menaclick is based in Casablanca, Morocco, and its website www.hmizate.ma is one of the most popular websites in the country with over 40,000 visitors per day. In the past few years, Kamal has been significantly contributing to building the groundwork of the e-commerce industry in Morocco, a course that has been changing the way Moroccan customers shop for goods and services. In fact, it is because of the merits of group-buying sites such as Hmizate that over 16 million Moroccan internet users navigate the net daily to buy products and services online with ease and facility (Maroc Numeric Cluster, 2014). Kamal Reggad is a fitting example of an innate leader who introduced a new leadership style to Morocco. Kamal took a colossal risk by targeting a new and unexplored market in Morocco which is the e-commerce business; his risks have paid off. As the case explains, Kamal’s success is because of his passion, perseverance and positive attitude.
Expected learning outcomes
In general, the objective of the case study is to further enhance the understanding of leadership in general and entrepreneurial spirit in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience and propose an example of the importance of participative leadership during the launching phase of a business venture. The case is designed to provoke and stimulate students’ personal reflections about a particular management style, especially in entrepreneurship.
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 3: Entrepreneurship.
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Elisa de Resende Alt and Heiko Spitzeck
Innovation and Intrapreneurship.
Abstract
Subject area
Innovation and Intrapreneurship.
Study level/applicability
MSc, MBA and Executive Education Programmes.
Case overview
The case on Priscila Matta focuses on the role of social intrapreneurship and social inclusion at Natura, the largest cosmetics company in Brazil and a corporate responsibility leader. Centred in the complexity stemming from dealing with a local community which supplies key ingredients to the Ekos product line, the company's most prominent and innovative brand, it illustrates the difficulties of establishing inclusive forms of business with a traditional community in the northeast of Brazil. Ekos builds on the rich Brazilian biodiversity and traditional knowledge. Brazilian law requires Natura to share the benefits obtained from the access to genetic heritage and associated traditional knowledge with those communities who supply such resources. Implicitly, the case focuses on the role of the social intrapreneur – Priscila Matta – and how she navigated corporate politics to structure the company's community relations. The case demonstrates the difficulties of social intrapreneurs who aim to create sustainable innovations to execute shared value strategies.
Expected learning outcomes
The case has the following four learning objectives: to illustrate best practices in intrapreneurial activities that aim to create shared value – in this case, value for Natura and for the community; to define the role and characteristics of social intrapreneurs – people inside big corporations who drive sustainable innovation; to discuss obstacles the corporate environment presents in the process of social innovation; and to illustrate how individuals within companies can implement a shared value strategy.
Supplementary materials
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Frank Shipper and Richard C. Hoffman
This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the…
Abstract
Theoretical basis
This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the organizational level. Students will learn about shared entrepreneurship, high performance work systems, shared leadership and virtuous organizations, and how they can develop a sustainable competitive advantage.
Research methodology
The case was prepared using a qualitative approach. Data were collected via the following ways: literature search; organizational documents and published historical accounts; direct observations by a research team; and on-site audio recorded and transcribed individual and group interviews conducted by a research team (the authors) with organization members at multiple levels of the firm.
Case overview/synopsis
John Lewis Company has been in business since 1864. In 1929, it became the John Lewis Partnership (JLP) when the son of the founder sold a portion of the firm to the employees. In 1955, he sold his remaining interest to the employee/partners. JLP has a constitution and has a representative democracy governance structure. As the firm approaches the 100th anniversary of the trust, it is faced with multiple challenges. The partners are faced with the question – How to respond to the environmental turmoil?
Complexity academic level
This case has environmental issues – How to respond to competition, technological changes and environmental uncertainty and an internal issue – How can high performance work practices provide a sustainable competitive advantage? Both issues can be examined in strategic management courses after the students have studied traditionally managed companies. This case could also be used in human resource management courses.
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Subrat Kumar and Asha Bhandarker
Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of…
Abstract
Supplementary materials
Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf
Learning outcomes
First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets.
Case overview / synopsis
The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization.
Complexity academic level
This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence.
Subject code
CSS: 10: Public Sector Management.
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