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1 – 10 of over 1000Zhong Ning, Yangbo Chen and Yalin Luo
Anhui Winall Hi-Tech Seed Co., Ltd., a high-tech seed enterprise integrating crop seed research, production, processing and marketing at home and abroad, is the first seed company…
Abstract
Anhui Winall Hi-Tech Seed Co., Ltd., a high-tech seed enterprise integrating crop seed research, production, processing and marketing at home and abroad, is the first seed company listed on GEM in China. Its main business is research and development, breeding and marketing of seeds of hybrid rice, edible rape, cotton, melon and vegetable, with hybrid rice as its leading product. In terms of business model, Winall Hi-tech is engaged in procurement, production, sales and promotion of modified varieties and after-sales service. However, Winall Hi-tech also has to face a few potential problems.
After working through the case and assignment questions, students will be able to: understand how product markets in a given global region are to be analysed and assessed; assess…
Abstract
Learning outcomes
After working through the case and assignment questions, students will be able to: understand how product markets in a given global region are to be analysed and assessed; assess various dimensions of consumer behaviour that would impact the strategies of a firm under consideration; identify how a firm can create its brand image and value proposition in a given international market; and evaluate and categorize various threat dimensions that a firm would experience in an international market.
Case overview/Synopsis
Bajaj Auto (BA) was India’s largest two-wheeler exporter, with ongoing exports to more than 75 countries worldwide. Besides being in other regions of the world, BA’s foray into the African market had been very successful, and it was growing from strength to strength in this market. BA’s motorcycles, three-wheeler rickshaws and small commercial vehicles had been successfully plying the roads of many countries in Africa such as Egypt, Nigeria and Kenya.
Rakesh Sharma (Sharma), the Executive Director of BA, knew very well that Africa was a high-risk-high-gain market for BA. Intense competition from Indian and international two-wheeler and three-wheeler manufacturers, global supply chain and logistics issues, various economic and legal challenges, and the threat of losing African consumer patronage were the challenging issues that Sharma was facing in this market. Would Sharma be able to effectively assess the market environment and consumer behaviour prevalent in the African countries? Would he be able to recognize BA’s brand and value-propositions and identify the international marketing challenges threatening BA’s smooth ride in this market?
Complexity academic level
The case can be taught in advanced undergraduate, MBA or executive-level programs.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 5: International Business.
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Jenson Chong-Leng Goh, Manohar P. Sabnani, Gee Kwang Randolph Tan and Siew Peng Tan
Strategy.
Abstract
Subject area
Strategy.
Study level/applicability
Undergraduate final year or MBA.
Case overview
This teaching case describes the journey undertaken by Yoma Strategic Holdings (YSH) Ltd, a Singapore-listed company that operates predominately in Myanmar, to become a successful and highly profitable conglomerate business empire in Myanmar. The case provides a rich contextual description of how YSH leveraged upon its partnerships and capabilities, especially with its parent and sister companies, to pursue its conglomerate business model. To facilitate the discussion that this teaching case aims to generate among lecturers and students, we have provided a summary of the latest developments in Myanmar since the 2010 general election. This helps to give students an appreciation of the challenges involved in creating a successful business in Myanmar.
Expected learning outcomes
The learning outcomes that this teaching case hopes to achieve in students are as follows: Understand the concept of “economies of scope” in corporate strategy; identify and explain the various corporate strategies (i.e. diversification and vertical integration) that can be implemented to develop a conglomerate business model; recognize the organizational and managerial issues arising from implementing these corporate strategies and understand the circumstances that influence its success; and assess the relative advantages of managing a business in a conglomerate business model and advise a company on whether a particular activity should be undertaken internally or outsourced.
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.
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Keywords
Services management, strategy, marketing.
Abstract
Subject area
Services management, strategy, marketing.
Study level/applicability
Services management, strategy, marketing.
Case overview
Owned and operated by the Tata Group, Ginger Hotels is the first-of-its-kind of Smart Basics™ hotels across India. The case explores the business model and the relevance of the service concept given the Indian context and consumer behaviour, the marketing strategy, and communication strategy of Ginger. Challenges such as the use of outsourcing, learning and development, and attrition are discussed.
Expected learning outcomes
From a marketing perspective, this case can be used to demonstrate understanding of consumer behavior, reshaping customer expectations, perceived service quality, Gaps in service, service orientation, and value-for-money positioning, aggressive advertising and promotions, use of the marketing mix to introduce a new service concept in a market. From a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), and branding (brand strategy – alignment to the corporate strategy).Third, the case is suitable for highlighting strategy – analyzing current competitive advantages, and carving out potential future competitive advantages in a services context. For example, strategic analysis models such as Porter's industry analysis and value-chain models can be applied to examine the sources and sustainability of Ginger's competitive advantages. The case can also be used for teaching service innovation.
Supplementary materials
Teaching note.
Details
Keywords
Amy Fisher Moore and Tracey Toefy
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Abstract
Study level/applicability
The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.
Subject area
Social entrepreneurship, social inclusion, business model innovation, sustainability, strategy design and strategy execution.
Case overview
The case explores the development of MITTI Café, an organisation that trains and employs individuals with intellectual, physical and/or psychiatric disabilities to work in inclusive kitchens and cafes in India. The protagonist is the founder of the café, Alina Alam, who has won several international awards for her work. The case highlights Alam’s approach and how she is trying to challenge societal and business perspectives relating to disability. From 2017 to 2021, Alam has scaled and operationalised the business, building her core team, leveraging several partnerships with stakeholders and putting into place offerings, processes and procedures that created a sustainable business model and blueprint.MITTI Café aligns itself with several of the Sustainable Development Goals (SDGs), with sustainability and social impact at the core of its strategy. As Alam considers the future in July 2021, what else needs to be taken into consideration to scale either within India or abroad?
Expected learning outcomes
Following reading and exploring the case, students should be able to identify how social exclusion and inclusion manifests in a business context, and how social entrepreneurship ventures such as MITTI Café can address this challenge; identify capabilities in the context of people with disabilities; recognise how stakeholder relationships can be leveraged as a force for good and for growth, and address SDGs through social enterprise; identify and categorise resources and capabilities within organisations; evaluate opportunities for growth and scale.
Social implications
The case explores how the protagonist is challenging the concept of “ability” and through her work with the differently abled providing scalable opportunities for social inclusion and dignity.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Rupert A. Brandmeier, Sebastian Hain and Florian Rupp
Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia.
Abstract
Subject area
Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia.
Study level/applicability
The students should have some familiarity with case studies and should be able to successfully solve easy cases. This case can be used in all courses of general economics and management. It is best suited for courses on market entries, risk management in international business, intercultural management or developing and emerging markets.
Case overview
Two market entry options are discussed: joint venture set-up with partner and independent direct investment without local partner. A tangible real life experience of the Middle East market will enhance the theoretical presentation and help students to gain practical solutions.
Expected learning outcomes
The students should be aware of risks and opportunities in the Middle East and Saudi Arabian markets for western companies from the service sector. He/She should be able to prioritize relevant economic data and simultaneously discuss several different options by dealing with complex situations.
Supplementary materials
Teaching note.
Details
Keywords
Nishant Saxena and Marius Ungerer
Cipla-Medpro acquisition: the pre- and post-merger story.
Abstract
Title
Cipla-Medpro acquisition: the pre- and post-merger story.
Learning outcomes
The learning outcomes are as follows: to develop a deeper understanding of the pre- and post-merger factors that should be considered in an M&A transaction; to develop an appreciation of the human capital and organisation cultural aspects involved in cross-country M&A’s; to develop an understanding of the role of leaders and an integration team to make an M&A realise the intended value; and to develop a sensitivity for doing an M&A in a developing country like South Africa.
Case overview/synopsis
This case study creates opportunities for discussing both pre-merger and post-merger dynamics to create a sensitivity that multiple factors contribute to a successful merger and acquisition strategic move. It is intended for classroom discussion only and does not represent correct or incorrect handling of the situation.
Complexity academic level
The complexity is MBA level. This case is primarily focussed on M&A’s as part of a course in Strategic Management (MBA level) but can also be considered for a course on Strategic HRM.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS: 11 Strategy.
Details
Keywords
Vijaya L. Narapareddy, Nancy Sampson and S.R. Vishwanath
International Development Enterprises (iDE), a non-profit organization, won numerous awards for its poverty alleviation efforts through the sale of low-cost irrigation…
Abstract
Synopsis
International Development Enterprises (iDE), a non-profit organization, won numerous awards for its poverty alleviation efforts through the sale of low-cost irrigation technologies to the Base of Pyramid (BoP) farmers around the world. This case discusses iDE’s entry into Nicaragua and the challenges this global social enterprise faced in bringing drip irrigation and other water technologies to the rural subsistence coffee farmers in Nicaragua. It presents the tough decisions it faced in 2012 regarding the future of its for-profit social business, iDEal Tecnologias, in Nicaragua. This case captures the tension in hybrid social enterprises.
Research methodology
This case was developed through the following primary sources as well as some secondary sources. Primary: discussions with iDE’s CEO Doerksen, Urs Heierli (Coordinator of iDE’s operations in Nicaragua), and Skype conversations with iDEal Tec’s Country Director, Nadja Kränzlin. Secondary: documents provided by the company and other publicly available sources.
Relevant courses and levels
This case is intended for use in undergraduate, graduate, and executive courses in: social entrepreneurship, non-profit management, and managing sustainable businesses. It may also be used in the sustainability module of courses in international business/management/marketing, and business strategy and policy. It would be best to position this case toward the middle or latter half of the course as it is an integrative case that challenges students to evaluate the sustainability of a social enterprise from multiple perspectives.
Theoretical bases
The theoretical bases for this case are: defining and implementing a sustainable strategy in hybrid social enterprises. Serving BoP customers with a vision of enabling prosperity.
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Keywords
Piotr Wójcik, Aleksandra Wasowska, Krzysztof Oblój and Mariola Ciszewska-Mlinaric
International Business, Entrepreneurship.
Abstract
Subject area
International Business, Entrepreneurship.
Study level/applicability
This case has been used previously in an international business strategy module on MA courses at Kozminski University, Poland.
Case overview
The case details Audioteka’s (a Polish audiobook company) history between 2007 and 2013, from the perspective of Marcin, one of the co-founders. The company was founded in 2008 by Marcin Beme and Blazej Kukla and internationalized soon after. Marcin was an experienced entrepreneur, while Blazej was a sound engineer. Both sought to combine their complementary skills and experience to start a business aimed at selling audio recordings. The case is divided into Parts (A) and (B) and is designed to teach international entrepreneurship, lying at the intersection of international business and entrepreneurship. Part (A) is set in 2011 and tracks the company’s evolution from the conception of an idea to establishing a start-up and developing a product. Part (B) is set in 2013 and covers early foreign expansion between 2011 and 2013. The case is focused on the challenges that Marcin faces when developing Audioteka and expanding abroad. It allows students to understand the decision-making logic of an international new venture (INV), choices made and execution while internationalizing. Students will be able to explore how a company adapts its product; how it enters foreign markets; how it overcomes the liabilities of foreignness, smallness, newness and outsidership through establishing partnerships with big companies (telecoms, automakers); and how it appreciates the risks involved in this process.
Expected learning outcomes
This case is the basis for a class discussion rather than for illustrating either effective or ineffective handling of a managerial situation. From this case, MA students will learn how an entrepreneurial firm makes strategic decisions and becomes international. The first learning outcome is to evaluate the concepts of liability of origin, foreignness, outsidership, smallness and newness, and to explore ways of overcoming them. Second, the expected learning outcome is to assess differences between the Uppsala model of internationalization and born-global/INV phenomenon. Third, students, by examining particular foreign market-entry modes, are expected to evaluate their advantages and disadvantages. Finally, students are expected to understand the concept of “effectuation” and apply it to the decision-making process in early internationalization.
Subject code
CSS 5: International Business.
Details
Keywords
Lalarukh Ejaz, Amber Gul Rashid and Khadija Bari
Economics, entrepreneurship, pricing and marketing strategy, print industry in Pakistan.
Abstract
Subject area
Economics, entrepreneurship, pricing and marketing strategy, print industry in Pakistan.
Study level/applicability
Undergraduate and first-year graduate level.
Case overview
The main theme of the case revolves around decision-making by the publisher, Bilal Lakhani, as he operates in conditions of an oligopolistic market. The case focuses on the set-up of a major English-language newspaper, The Express Tribune, in conjunction with the internationally branded and well-regarded International Herald Tribune by a well-known business group of Pakistan. The group already has a major Urdu newspaper, which has been operational for 15 years, and three television channels, as well as a host of other non-media-related businesses. The case tries to go behind the reasons for setting up an English-language newspaper in a market which already has at least five major existing ones and where literacy is not that widespread. Also, experience in much of the rest of the world would suggest that newspapers – i.e. the print media – are in decline, especially because of the rise of the Internet and social media as means for providing news, information and entertainment. The case is set in Karachi, Pakistan's media capital and, in particular, in an organization that has been involved in the business of media for several years. It currently runs the country's second most-circulated Urdu newspaper, Daily Express. Specifically, the time period is three weeks after the paper, The Express Tribune, was launched into a market with a few competitors and high brand loyalty for existing competitors. The publisher of the paper, Bilal Lakhani, is questioning his pricing decision right after the launch of the paper and there are a series of reasons he is looking into on how he set the original price and why should he reduce the price of the paper now.
Expected learning outcomes
Students should be able to see, understand and analyze: challenges faced by entrepreneurs of starting an initiative which has a largely unreliable and untested audience; the extent of interdependence in an oligopolistic industry and how it influences the current and future decision-makings of an entrepreneur or any other firm for that matter, especially in a developing economy; the personnel, financial production and regulation issues involved in setting up assembly/ delivery systems that deliver a product for mass use, i.e. a newspaper; and the pricing and marketing strategies involved in the launch and subsequent successful operation of a product, in this case, a newspaper.
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.
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