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The case should be introduced after students have been exposed to the following topics: the practice of entrepreneurship, opportunity recognition, market segmentation and minority business enterprise.

The names of the companies and individuals in this descriptive case have not been disguised, with the exception of the solar company representative and his company affiliation. Information was obtained from interviews (i.e. first-hand accounts) with Nikita Floyd, President and Owner of Green Forever Landscaping and Design, Inc., and secondary sources cited.

Nikita, a 50-year old, African American male, had grown his business from a one-person seasonal landscaping business to a year-round landscaping and design business with full-time, part-time, and seasonal employees and an array of services and customer segments. To his delight, he was able to unite his avocation with his vocation. With over 30 years of experience in landscaping and landscape design Nikita was always scanning the landscape for new business opportunities that would align with his company’s mission statement and help sustain Green Forever’s core business.

This case is most appropriate for introductory undergraduate and graduate level courses in entrepreneurship.

Entrepreneurship and small business formation.

BA (Entrepreneurship); BA (Small Business Formation); BA (Management).

Owing to youth unemployment in sub-Saharan economies, youth entrepreneurship is now a major policy alternative across the subcontinent. It is also an immediate alternative for unemployed school drop-outs. Botswana is encouraging youth entrepreneurship through funding youth projects as an intervention. This case study presents decision alternatives considered by young adults when thinking about the future – to proceed with school or to start their own business. The other set of decision alternatives is which business idea to pursue – turning a hobby into a business opportunity or pursuing a new opportunity altogether. Mr Supang, owner of Swanscapes (Pty) Ltd, has to debate these decision alternatives with himself. Swanscape has to contend with a growing market but is unsure of where to get expansion finance. With expansion finance having been availed, managerial skills limitations will have to be dealt with. The company should focus on three other very important decisions: how to compete with large contractors currently dominant in the market and other small businesses that have recently entered the market in flower pot production; how to develop own skills and those of employees; and finally how to grow the business. Swanscapes remains hamstrung with the decision of which mode of growth strategy to adopt.

The goal of this case study is to illustrate the tough decision alternatives unemployed youth starting their own small businesses have to juggle with. The case also illustrates the hurdles novice entrepreneurs have to contend with in order to establish a brand for their product or service. It also illustrates the impact of inadequate managerial and technical skills on growth strategies an owner may have.

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

This case provides information about the start-up of a successful landscaping/snow plowing business by a high school student. A description of some of the characteristics of the entrepreneur, his method of gaining start-up funds, and suggestions about the way he focused himself on his goals offer food for thought to students about the start-up process and selection of an appropriate form of business ownership.

Primary research.

This case is designed for use by undergraduates in introduction to entrepreneurship, entrepreneurial finance, or introduction to business classes. It can be introduced early in the term to encourage discussion of launching a business.

Marketing, marketing communication and business strategy.

Graduate level and some core courses in undergraduate level.

The case describes the evolution of a start-up company, Great Sports Infra Pvt Ltd, which had acquired the exclusive dealership of the largest artificial sports surface products company – FieldTurf Tarkett. Great Sports Infra was started as a small business with a capital of INR 5 million, by Mr Anil Kumar who had won the exclusive license to sell the FieldTurf brand of artificial turf in India and the SAARC region. FieldTurf was a well entrenched brand for playing surfaces in several developed countries around the world. The size, scope and consumer base of the Indian market was vastly different from the mature markets in which FieldTurf was a well established brand. Anil had to find a market for the product in India which was a classic context of “existing product entering a new market” – in this case an emerging market. Identifying new markets and targeting them with a relevant marketing mix and communication mix were the dominant challenges faced by Anil. Having developed the market in India, he now faces competition from cheaper manufacturers and limited growth in the sports infrastructure. The students must deliberate on current strategies and suggest strategies for the future growth of the product in this market.

• Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges.

• Understanding positioning strategy.

• To understand how to extract IMC strategy from business strategy.

• Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy.

• Understanding the role of 6Ms in designing a communication plan.

• Understanding how to identify appropriate media mix.

• Understanding the holistic IMC framework.

Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges.

Understanding positioning strategy.

To understand how to extract IMC strategy from business strategy.

Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy.

Understanding the role of 6Ms in designing a communication plan.

Understanding how to identify appropriate media mix.

Understanding the holistic IMC framework.

Teaching notes.

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.

▪ 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.

The learning outcomes of this paper is as follows: to strategically evaluate the strengths, weaknesses, threats and resulting opportunities that face an entrepreneurial startup. To apply the academic principle of competitiveness and evaluate the competitive advantage of the business and its competitors through the application of the Porter’s five forces model. To evaluate the contextual tensions that entrepreneurial ventures face, and how these affect the growth of a sustainable business. To develop the skills to create a target market analysis by using segmentation, targeting and positioning principles. To evaluate the best strategic actions to grow a business through the lens of sustainable entrepreneurship, by using principles such as the triple bottom line and people, opportunity, context and deal and framework.

The case look at business challenges faced by an entrepreneur, Renshia Manuel, the CEO of GrowBox, as she attempts to balance the profitability and social impact of her venture in Cape Town, South Africa. GrowBox sells customisable self-contained wooden boxes equipped with all materials to grow a variety of vegetables and herbs for consumers. Large volumes of boxes are often purchased by corporate clients who donated these to lower-income communities as part of their social responsibility projects. Additional landscaping and food-scaping services make up another revenue stream of the business. The case study documents the conception of GrowBox in 2016 and the growth of the business in the first four years of operation. The theft of equipment, and difficulty in recruiting and retaining staff due to the volatile social climate of where the business was situated, have put the business under great financial pressure and reduced the efficiency of business processes. The case highlights a number of the harsh realities of sustainable entrepreneurship where both profitability and social impact are vitally important to ensure business sustainability. The case dilemma involves the choices faced by Renshia at the beginning of 2020 regarding the future, sustainable growth of the business.

The target audience for this teaching case is primarily business students at a postgraduate level, particularly those studying in the fields of sustainable entrepreneurship and social development, as well as marketing in emerging markets. This teaching case is intended to be used as a case study in postgraduate business programmes such as postgraduate diplomas in management, specialist Masters programmes such as those focussed on entrepreneurship, social entrepreneurship or social development, as well as those studying a Master of Business Administration or related executive education programme.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Hospitality and Tourism.

Senior undergraduate level and graduate level.

This case study charts out the development of a business plan for Ch’ulel Mendoza, a hypothetical all-villa resort nestled against the Andes Mountains, where guests enjoy luxurious wine-infused spa treatments. The business plan has to be comprehensive because it should become the basis of a turnkey project for potential investors. Ch’ulel Mendoza is surrounded by the lush vineyards of some of the most famous wine estates in Argentina. The spa, facilities and services pay homage to the wine-growing heritage of the region, promoting wine to its guests as both pleasurable for consumption and conducive to healthy living. The architectural design speaks directly to the vines themselves: the earth-covered spa is where guests soak up the healing nutrients in the vinotherapy and water treatments, much like the roots are nourished by the elements and water in the soil; the resort area embraces the outdoors with decks, open patios and pools where guests can bask in the sun and enjoy other natural elements, just like the grape plants themselves. Once it becomes operational, Ch’ulel Mendoza will symbolize a blend of wellness, recreation and the charm of the Latin American culture.

Develop a comprehensive business plan for a new business, understand the business environment, prepare a strengths, weaknesses, opportunities and weaknesses analysis, develop functional (marketing, finance, human resources, operations, etc.) plans and understand the opportunities and challenges in the new product development process.

CSS: 12: Tourism and Hospitality.

This case is used to study cost-based decision analysis. It has incremental, variable, semi variable, and sunk costs in a classic cost-price-volume situation, set in a service business.

Business ethics, corporate social responsibility (CSR), corporate strategy and public administration.

Undergraduate (final year) and Master level course (e.g. MBA, EMBA, Master in management and Master in public administration).

This case accounts the experience of a Malaysian Governmental Development Agency cum City Council, Bintulu Development Authority (BDA), in organizing and strategizing its CSR initiatives so as to discharge its self-interests and societal expectations. BDA was established following the discovery of huge reserves of natural gas and oil offshore in Bintulu, an industrial town in the state of Sarawak, Malaysia. It serves as the governmental instrument to undertake and coordinate development initiatives in Bintulu. There have been several driving forces prompted BDA to be more vigilant in discharging its social obligations along with its statutory obligations as a development agency and municipal services provider. They are, namely, the BDA Ordinance 1978 that governs its legitimate existence, the emergence of social media era that alters the access of people to information, the growing ecological and social concerns, and the unpredictable geopolitical environment that makes the logic of long-term strategic planning questionable. To ensure discharging its statutory and social obligations, BDA articulated vision and mission statements with strong social orientation. Two master development plans, embedded with social and environmental considerations, have guided BDA in translating its strategic mission into real structured development and action plans from 1978 to present. Through institutionalization of CSR elements as part of the organization's core business routines, annual budget allocation, performance control and reward mechanisms, CSR becomes an organizational routine of value to BDA.

This case has three learning objectives: it assists students to understand the contextual background of the case so as to establish the strategic position of CSR initiatives within the organization; it assists students to assess the embeddedness of CSR in an organization's core business routines and its potential sources of value creation; and it encourages students to examine the possible critical factors that enable or impede the initiation and implementation of regular CSR programs in an organization.

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