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Case study
Publication date: 17 May 2021

Anita Sharma and Karminder Ghuman

This paper aims to enable the application of Value Proposition Canvas and Business Model Canvas to evaluate an opportunity; understand the commonalities and differences between…

Abstract

Learning outcomes

This paper aims to enable the application of Value Proposition Canvas and Business Model Canvas to evaluate an opportunity; understand the commonalities and differences between social and commercial enterprises; and recognize the challenges related to the paradox of the social mission and the financial/economic logic.

Case overview/synopsis

Neha Arora demonstrated exceptional capabilities of defying the social stigma associated with People with Disabilities (PwDs) to establish Planet Abled, a first in the world venture to provide accessible leisure excursions to PwDs. This entrepreneurial initiative enabling group and solo travel for PwDs as inclusive tourism has created the possibility of social sustainability by bringing change in the lives of PwDs and their family members by ignoring either the insensitive or overprotective societal attitudes and lack of infrastructure concerning travel for PwDs. Its potential growth qualifies for scaling-up, but it can also attract the existing big travel solution providers to enter this domain. Considering these facts, Neha faces multiple dilemmas: How can she sustain and scale up the early momentum created by her enterprise? How can she resolve the challenges related to the paradox of the social mission and the financial/ economic logic while scaling-up Planet Abled?

Complexity/Academic level

This case study is suitable for both undergraduate or graduate-level programs in the area of entrepreneurship.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2015

Vijaya Sherry Chand

This case focuses on the steps taken by the Director of the Jaipuria Institute of Management, Jaipur, to arrive at a working definition of the problem of lack of student…

Abstract

This case focuses on the steps taken by the Director of the Jaipuria Institute of Management, Jaipur, to arrive at a working definition of the problem of lack of student engagement and to initiate corrective measures. A key assumption made by the Director was that if students were engaged outside of the curriculum, they would be more engaged with the curriculum. This is consistent with research findings (see for example Kuh, Kinzie, Buckley, Bridges and Hayek, 2006) which show that students who are more engaged within the curriculum are more engaged with their institution's governance and student activities. It must be pointed out, however, that each institute, given its own context, should examine whether this assumption holds—activities outside the curriculum should not end up simply competing for valuable students' time.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 25 October 2023

Niranjan Rajpurohit and Parul Gupta

After completion of this case study, the students will be able to comprehend the importance of communication in managing change, examine the role of processes and systems in…

Abstract

Learning outcomes

After completion of this case study, the students will be able to comprehend the importance of communication in managing change, examine the role of processes and systems in implementing change management initiatives at a large scale, assess the effectiveness of various strategies in mitigating resistance to change and recognise optimal strategies for communication processes and messages with respect to different audience and contexts.

Case overview/synopsis

This case study discusses decisions and strategies that led to Indore (a city in the state of Madhya Pradesh, India) becoming India’s cleanest city for the sixth time in a row. The case explores if the various strategies used by the commissioner of Indore Municipal Corporation would continue to succeed in mitigating resistance to change from the citizens of Indore or if the change management strategies needed to be revised. Amidst intensely rising competition from other cities, especially Surat (a city in the state of Gujarat, India), the case delves into the commissioner’s efforts to defend Indore’s claim of being India’s cleanest city for the sixth consecutive time.

Complexity academic level

This case study is suitable for use in executive modules and management development programs. It can be used for the following courses: ■ In change management course, this case study can cover critical aspects of strategies to mitigate resistance to change and bring about lasting behavioural changes in followers.■ In communication courses, this case study can cover key aspects of communicating the change vision of a leader to a large audience.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management science

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Public Sector Management.

Study level/applicability

MBA or postgraduate program courses in public policy and management. MBA or postgraduate program courses on social innovation, social entrepreneurship and public or collective entrepreneurship. Management development programs for public policy professionals, non-governmental organizations and social enterprises.

Case overview

Despite several country-wide campaigns to improve sanitation levels, India continues to be the country with the highest number of people, over 600 million, practicing open defecation. This case outlines the Sabar Shouchagar Project (Toilets for Everyone) undertaken by the District Administration of Nadia District in West Bengal that transformed the region into the first open-defecation-free district in India. The case begins with providing the context of the problem of open defecation, why it has been hard to eliminate and how undertaking a project to eliminate open-defecation-free practices has myriad institutional and economic challenges. The case then details the conceptualization and execution of the complex Sabar Shouchagar Project which involved a loose coalition of various state programs and civil society organizations. The case ends with questions on the continuity of this project beyond the tenure of the current District Magistrate and on the replicability of such an ambitious project in other parts of the country. The setting of this case, a government agency, is different than most cases and provides an opportunity for students to talk about a state agency and its interstices with civil society. This case explores how to create change through large government machinery and allows the student to explore aspects of social mobilization, social change and social innovation. If taught within a postgraduate or MBA program, the case would serve well to dispel stereotypes and biases about government bureaucracies (such as slow timelines, limited efficacy of projects and so on).

Expected learning outcomes

After discussion and analysis of the case, students will be able to: appreciate how administrators within a large government bureaucracy address an ambitious and complex public health issue in a developing world context. Understand the on-the-ground challenges that arise when a change agent pursues a worthwhile goal. There are difficulties such as getting resources beyond what a government office has access to, getting alignments between different key actors within the local community and forging coalitions. Understand initiatives for social transformation within a developing country context. Specifically, the case unpacks the cultural, political, economic contexts that determine how social innovations may be pursued. Understand capacity-building and change management. Evaluate efforts required to sustain social change efforts and the challenges and pathways with respect to replication of successful social change projects in other geographies. Appreciate the design of civic engagement practices in public policy implementation.

Supplementary materials

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

Subject Code

CSS: 10: Public Sector management.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Michelle Shumate, Liz Livingston Howard and Waikar Sachin

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a…

Abstract

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization's overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.

The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.

After reading and analyzing the (A) case, students should be able to:

  • Describe the challenges of leading organizational change in a federated membership nonprofit

  • Appraise different forms of data to determine the types of changes needed in a large-scale nonprofit transformation

  • Identify ways to unfreeze the organization, encouraging individual members' readiness for change

  • Formulate a plan for collaborative, large-scale organizational transformation, as opposed to a coercive strategy

Describe the challenges of leading organizational change in a federated membership nonprofit

Appraise different forms of data to determine the types of changes needed in a large-scale nonprofit transformation

Identify ways to unfreeze the organization, encouraging individual members' readiness for change

Formulate a plan for collaborative, large-scale organizational transformation, as opposed to a coercive strategy

Case study
Publication date: 21 March 2017

Eugene Agboifo Ohu

AgriBusiness entrepreneurship

Abstract

Subject area

AgriBusiness entrepreneurship

Study level/applicability

Post-graduate and executive education classes in agribusiness: MBA, Executive Education programmes for senior managers; entrepreneurial studies and workshops for SMEs.

Case overview

This case study is centred on Ibrahim, a businessman in Tanzania, who decided to start a business to process and sell cassava starch flour. Following a market survey, he realized that the demand for cassava starch surpassed the supply and planned to bridge this gap. To realize his business idea, he applied for and received a loan from an investment bank (Tanzania Investment bank), with which he bought processing machines and some acres of land for the cultivation of the crop. Unfortunately, he encountered a major setback because the sub-standard processing machine he bought stopped working after one week. He could neither repair his equipment nor buy new ones because the bank refused to extend his loan facility. Ibrahim was also having problems meeting a huge international and local demand for his cassava because of inadequate supply of cassava by local farmers.

Expected learning outcomes

This paper aims to understand the entire cassava value chain, which is made up of three major players: growers, processors and end-users; to understand the business case for opting to focus on one of the three areas, what arguments could be given for being a grower, a processor or an end-user; to understand that there are different types of end-user products: cassava starch flour, high-quality cassava flour, both of which can come from an intermediate product called “grates”; to understand the reason for the paradox, that there is (potentially) a high demand for cassava flour locally, and yet these end-users are not yet willing to patronize the local market because supply is low, and supply is low, not because farmers cannot produce more, but simply because they are not processing more – why is this?; to understand that the “processing” stage seem to be the rate-limiting-stage in the cassava starch production value chain – how can this process be improved?; to understand the case for aggregating local farmers into cooperatives to produce enough cassava roots to feed the need of industrial processors, and aggregators can also collect and pre-process into “grates” before selling to industrial processing companies; and to understand the importance of locating processing plants close to the farms.

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.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Operations and Logistics.

Study level/applicability

Senior undergraduate students and postgraduate students specialising in agricultural economics/agribusiness/supply chain management and can also be used for executive training for supply chain managers and corporate social responsibility (CSR) managers of food companies.

Case overview

This case presents an industry leading company – Nestlé’s sustainable initiative in its dairy supply chain in China. The case begins with the background of China’s dairy industry, followed by an introduction of the case company. The case then moves on to the comparison of Nestlé’s fresh milk supply chain operation before and after 2008 and different approaches to help the dairy suppliers’ transformation. The focus is on Nestlé’s innovative industry collaboration platform, the Dairy Farming Institute.

Expected learning outcomes

This case allows students to explore the following theoretical frameworks: sustainable supply chain management; supply chain leadership, supply chain learning and supply chain structure. By analysing this case, students should be able to gain an understanding of how multinational corporations (MNCs) play a supply chain leadership role in supply chain learning of sustainable supply chain initiatives.

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 9: Operations and Logistics.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Marketing.

Study level/applicability

Target audience this decision case has been tried and tested in a classroom setting with final-year undergraduate BBA students and postgraduate students studying an MSc in marketing. The specific course in which this case was used was marketing management in China. This case may also be suitable for an undergraduate or masters level courses in consumer behaviour, distribution management or marketing in China. The case covers environment analysis, market segmentation, consumer behaviour and distribution channels.

Case overview

Skyworth, a Chinese manufacturer of television sets, was faced with some major decisions. Government subsidies on consumer purchases of household appliances had stimulated demand for TV sets especially in rural areas. However, there were limited distribution channels serving rural areas. Large-scale nationwide chain stores like Gome and Suning served mainly urban areas and top-tier cities. These retailer chains were less interested in selling TV sets as their profit margins were lower. How should Skyworth set up its distribution network to take advantage of the growth in rural markets? Establishing its own channel network would involve huge investments that would affect Skyworth's profits in the next few years. Relying on existing retailer chains may not give it the coverage it wanted. Skyworth's brand reputation had also suffered because of poor product quality and customer support. Can the distribution channel network help to improve its brand reputation and customer loyalty? This case highlights how government policies in China can shape the growth of the household appliance market and change consumption patterns.

Expected learning outcomes

By studying this case, students will: 1. Examine how environmental factors affect television manufacturers in China; 2. Understand the buying behaviour of rural households for household appliances; 3. Examine distribution channels in an emerging market; 4. Evaluate a company's product portfolio strategy; and5. Suggest segmentation bases for the market for television sets in China.

Supplementary materials

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

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 17 October 2012

Robert Alan Lewis and Ewa Maria Mottier

Human resources management, international human resources management.

Abstract

Subject area

Human resources management, international human resources management.

Study level/applicability

The case is suitable for undergraduate or graduate/training programmes specialised in international dimensions of HRM.

Case overview

The study aims to evaluate the experiences of hotel employees at the Mandarin Oriental Bangkok's new employee centre. This centre, called the “O-Zone”, is an example of the hotel's commitment to the well-being of its staff. On a larger scale, it is an illustration of a method to maintain employee motivation and commitment in the luxury hotel industry. The case is particularly useful to investigate as the hotel has created a unique approach to employee well-being in a large urban setting where employees experience a stressful living environment, including long commutes. This is supported by studies in the literature which reveal that burnout and stress are important factors to consider for hotel employees.

Expected learning outcomes

The case study allows students to discover the following key learning points: an example of a well-being initiative for employees of a luxury hotel in the Thai context; an investigation of the need for employers in luxury hotels in Thailand to attract and retain talent; and an understanding of the use of incentives at work for employee motivation in the Thai luxury hotel industry.

Supplementary materials

Teaching notes are available; please consult your librarian for access.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Mark Jeffery, Zev Kleinhaus, Twinkle Ling, Itaru Matsuyama, Thien Nguyen-Trung and Keita Suzuki

In March 2009, Steve Fowler, vice president of strategy and client service at full-service advertising agency Ayzenberg, had just completed what he considered to be one of the…

Abstract

In March 2009, Steve Fowler, vice president of strategy and client service at full-service advertising agency Ayzenberg, had just completed what he considered to be one of the most innovative campaigns he had ever handled. Capcom, a leader in the video gaming industry, had just launched Resident Evil® 5 (RE5), the latest release of one of the industry's most valuable game franchises. RE5, a powerful asset with a passionate fan base, had warranted the use of an online viral, or word-of-mouth (WOM), campaign for its worldwide game launch. Although the creative work and appropriate media for the RE5 launch had been meticulously planned, Fowler was also interested in measuring the effectiveness of the campaign to better serve his client. In the past, measuring WOM was practically impossible. However, a software company named Meteor Solutions had found a way to do exactly that. Fowler and his team had worked with Meteor to execute several campaigns for other clients, but he had never applied Meteor tools on such a large scale. Fowler knew Capcom would want to hear specific WOM figures. What was the return on investment for the RE5 campaign and the implications for future campaigns? Had the Meteor tools provided comprehensive and actionable information, or was more work needed before these solutions could be widely used in advertising?

How to measure the value and fully leverage social media marketing including key success factors, challenges, metrics and implications for future campaigns and other industries.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

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