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Case study
Publication date: 16 August 2021

Alan Fun-Foo Chan, Keng-Kok Tee, Thanuja Rathakrishnan, Jo Ann Ho and Siew-Imm Ng

After attempting the case, users are able to: analyse issues and problems faced by a call centre in Malaysia. Determine the root causes of the problems faced by call centre…

Abstract

Learning outcomes

After attempting the case, users are able to: analyse issues and problems faced by a call centre in Malaysia. Determine the root causes of the problems faced by call centre employees and generate alternative solutions to solve the problems faced by the company and to ensure the sustainability of the business.

Case overview/synopsis

This case was about the challenges faced by Daniel, the General Manager of an integrated security protection system company, Secure First (SF). Despite investing in the latest security technologies, conducting a major overhaul of the procedures, introducing an enhanced digital system at the call centre and providing training to the call agents, it was on the verge of losing its important long-term client due to its substandard performance. The client experienced major losses due to break-ins. After a thorough investigation, the problem surfaced in their call centre. Most of the staff were not familiar with the newly adopted system. The circumstances worsened when many of the call centre’s senior employees were tendering their resignations. The case discusses the aspect of employee satisfaction, staff performance that led to the turnover issue amongst employees in a call centre. The case explores what short-term and long-term strategies could Daniel suggest to change the call centre’s course to retain SF’s key account in times of desperation.

Complexity academic level

This case has a moderate level of difficulty and may be used in undergraduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 June 2019

Tehreem Fatima, Ahmad Raza Bilal and Muhammad Kashif Imran

The case will offer insight to the students regarding the idea generation and development of a viable sustainable venture. It will promote the understanding of students regarding…

Abstract

Learning outcomes

The case will offer insight to the students regarding the idea generation and development of a viable sustainable venture. It will promote the understanding of students regarding SDGs and how SMEs can contribute towards their attainment. They will learn to develop the action plan for a green business venture and understand how each of the business activity in each phase of value chain contributes towards environmental, economic and social sustainability.

Case overview/synopsis

Rana Waseem, a young business graduate started a small ecopreneurial venture to offer sustainable food from raw material till disposal in developing nation context named as Dhuaan ‘n’ Dukhaan (D ‘n’ D) in Sargodha, Pakistan. He had an aim to create a model of business that not only supports the local economy in terms of offering decent employment but also promotes a food business that generates nutritional self-sufficiency as per the triple bottom line concept. This case gives an exploratory insight into the actual sustainable operations that have survived eight months successfully and on the path of growth without profit being the sole aim. D ‘n’ D has benefited the lives of people in Sargodha by offering job opportunities, a decent wage, healthy food at affordable rates, reduction in diseases, reducing food wastage and efficient resource usage with a positive impact on the environment.

Complexity academic level

The case is suitable for undergraduate and post graduate students studying entrepreneurship and small business management.

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. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 17 October 2012

Farah Naz Baig

Marketing, retail management and new product launch.

Abstract

Subject area

Marketing, retail management and new product launch.

Study level/applicability

BBA final year students, MBA first year students.

Case overview

The case is about the decision that needs to be taken for breakfast launch by McDonald's Pakistan. It was mid July 2011, when Jamil Husain, marketing manager, Atif Abbass and Ali Raza. Marketing executives were sitting in the meeting room of Lakson Square building, Karachi, in order to discuss the fate of breakfast menu. It was Jamil's idea to launch the breakfast menu in the Pakistani market. He, however, was unable to convince his team members who thought that the market was not ready to accept the breakfast option since there was a huge difference between Pakistani lifestyle and western lifestyle. Jamil presented his arguments before them but all in vain. Somehow he knew that the same arguments if presented in front of the top management would lead to a “No” situation. Just then the phone rang; it was Caroline, company secretary, confirming the meeting date and venue which was supposed to take place after two days.

Expected learning outcomes

The learning outcomes should be: organizations need to understand the cultural differences and decide about the product launches; based on the class discussion the instructor can conclude whether launching would be a good option or not – apart from culture what are the other important considerations; and preference of glocal vs global – in what situations might a glocal strategy be more suitable as compared with global.

Supplementary materials

Teaching notes are available, please consult your librarian to access.

Details

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

Keywords

Case study
Publication date: 13 September 2018

Muhammad Muzamil Sattar, Nabeel Nisar Pathan and Ali Raza

Entrepreneurship, Entrepreneurial Marketing and Services Marketing.

Abstract

Subject area

Entrepreneurship, Entrepreneurial Marketing and Services Marketing.

Study level/applicability

The New Wella Salon case (B) is suitable for teaching at MBA level and last-year students of undergraduate-level courses in services marketing and entrepreneurship.

Case overview

This case discusses the challenges faced by a young entrepreneur Mr Meer, who has successfully brought a new trend in the salon industry of Sukkur City. The new trend focuses on trendier and sophisticated services keeping in mind the changing mindset of consumer and services provided by leading salons of Pakistan. Though, the new salon has proved to be a great success. But recent developments have badly shaken the well-established brand. The most challenging issue was the loss of customers to competition, showing a negative sign for the future of this leading brand of local salon industry. He was confused and upset about the future of the leading salon brand of the local industry. He knew that he has to make some strategic decisions to secure his career and family business but appeared to be confused about how to operationalize these. He soon realized that word-of-mouth publicity and running a Facebook page would not be enough to promote his business effectively; so, he has to explore some new ways to promote his unique and nascent service other than advertising. But what should those be? To capture the growing demand of trendy services and scattered populations as a result of growing competition from similar salons, Meer has chalked down two different options: open another salon at a promising avenue and/or offer more services.

Expected learning outcomes

To identify and differentiate between traits of an entrepreneur and traditional businessman. To discuss how services companies can create and sustain competitive advantage. To understand the various strategic aspects of the small businesses that lever their decision-making. To work out strategic choices available to a new entrepreneurial firm, evaluate the alternatives and devise strategies for successful expansion of the business. To assess the usefulness of traditional and non-traditional marketing channels for promoting a small business.

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 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 9 July 2019

Syed Shaan Abbas and Muhammad Akhtar

The paper has the following learning outcomes: to understand the historical and geographical aspect of Pakistan vis-à-vis other countries of South East Asia and the world; to be…

Abstract

Learning outcomes

The paper has the following learning outcomes: to understand the historical and geographical aspect of Pakistan vis-à-vis other countries of South East Asia and the world; to be able to understand the different marketing strategies of the tourism company; to gather the knowledge of many unknown facts which remain out of sight and hardly surface; to boost economy if its facts and figures are given due weight age and followed with true letter and spirit; and to give a big boost to an industry which remains mostly dormant for many decades. The ratio analysis of service sector is explained. How finances can be arranged in shortest time and generates profitability for the company is also discussed.

Case overview/synopsis

The study provides an overview on the following topics: lack of interest by the Government in promotion; training of tour operators and guide; and managing the expected income from this industry. This study makes the masses aware that how much potential exist in the field of tourism in Pakistan. How the tour operators find huge potential in all segments of tourism and how the big force of trained manpower can be formed and creates employment. Service sector mostly run on equity finances because of lack of collateral, how efficiently they manage the finance for the business year. It gives details of extensive marketing strategy, the huge profit margin in foreign currency and cost volume profit systems of tourism companies.

Complexity academic level

BBA, MBA and MS.

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 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

S. Venkataraman, Saras D. Sarasvathy, Bidhan L. Parmar and Gosia Glinska

The case chronicles the development of Lumni, Inc., an international start-up offering innovative mechanisms for financing higher education. It focuses on: the details of decision…

Abstract

The case chronicles the development of Lumni, Inc., an international start-up offering innovative mechanisms for financing higher education. It focuses on: the details of decision making required to transform an idea into a viable business; building partnerships; the challenge associated with raising venture capital; and the challenges of creating a new market where human capital can be traded to finance higher education.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Case study
Publication date: 2 February 2022

Jawaid Ahmed Qureshi, Aamir Firoz Shamsi and Farrah Arif

The learning outcomes are as follows: to analyze the multidimensional and complex crises, and market stature of a company that was a market and industry leader in a developing…

Abstract

Learning outcomes

The learning outcomes are as follows: to analyze the multidimensional and complex crises, and market stature of a company that was a market and industry leader in a developing country; to evaluate and interpret the outcomes of decisions pertaining declining profits, outstanding receivables, branding, marketing and radical reforms to overcome the challenges of sustainable growth, customers and employees’ loyalty, market stature and leadership crises; and to design strategic solutions for sustaining its leadership position and combating severe challenges.

Case overview/synopsis

The purpose of this paper is to ponder upon various crises that Pakistan State Oil (PSO) was facing, so that learners can critically analyze, assess and design strategic solutions for it. PSO was the state-run market leader in the petroleum industry. The company had been struggling to combat multiple types of turmoil at a time. Its huge fund of receivables was blocked in circular debt that caused the company budget constraints and deficits. Due to a government policy shift, the demand for its furnace oil substantially reduced and profits plummeted. The countless internal and external crises posed severe menace to its competitive position vis-a-vis its rivals. This qualitative case study garners data from eight interviews from senior managers in the petroleum industry and adds content analysis technique to acquire pertinent data from renowned media sources and subsequent analysis. The drastic crises left PSO with dearth of funds and declining profitability. Consequently, due to limited marketing budget, creativity of its marketing team for devising effective marketing programs to raise market share was compromised. PSO underwent the issues of brand sustainability, sustainable growth, customers and employees’ loyalty, and market stature to financial and leadership crises. However, despite limitations, it still enjoyed a market leadership position among its rivals in the industry by occupying more than half of the chunk of market in the petroleum industry. This is a unique case study of a state-owned giant company facing multidimensional menaces. It offers tremendous learning opportunities for students who can devise creative strategic solutions and link theories and models with practice.

Complexity academic level

Graduate (MBA), MS, PhD (management and administrative sciences); Suitable for teaching in chapters: Anywhere but ideally near the middle or end of the above courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CCS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 September 2023

Shraddha Purandare

The case has been tested and proved significant as a part of executive educative courses. Students and participants are pushed to consider practical options. The audience for this…

Abstract

Research methodology

The case has been tested and proved significant as a part of executive educative courses. Students and participants are pushed to consider practical options. The audience for this case study could be BBA students, MBA students, postgraduate management students or students who chose marketing as their area of specialization.

• Strategic management courses/modules at the intermediate level.

• Marketing management courses/modules at the entry/intermediate level.

When the instructor wants to discuss marketing models like segmentation, targeting, positioning (STP) or marketing strategy model during the course, he or she may use this example.

Case overview/synopsis

This instructor’s manual accompanies the case entitled “Krishivan Agri Tourism: Challenges for Sustainability.” This case study highlights the entrepreneur’s struggles with his resort’s limited audience, lower weekday occupancy and weekday reach. The government’s declaration of a lockdown and the COVID-19 epidemic ultimately led to financial losses and stressed cash flow. The businessman understood the enormous potential of the Indian agritourism market. It was a turbulent time for him to evaluate his strategies to sustain in the market. The case illustrates the owner’s struggle to survive and prosper in a commercial setting. The scenario can be used by the instructors to talk about risk mitigation strategies such as promotion, marketing and strategy analysis. Readers must consider difficulties related to corporate success strategically. The proposed responses to the discussion questions in the instructors’ manual are provided here. It can be taught in management courses to handle topics like marketing management, strategic marketing, STP and entrepreneurship, among others.

Complexity academic level

Marketing management and strategic marketing in Management courses at the intermediate level.

Details

The CASE Journal, vol. 19 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 11 December 2023

Ijaz Yusuf

Upon completion of the case study, the students will be able to find the challenges and underlying structures that cause the problem; the students will be able to identify the…

Abstract

Learning outcomes

Upon completion of the case study, the students will be able to find the challenges and underlying structures that cause the problem; the students will be able to identify the dynamic variables and develop the interconnection and interlinkages among the time-delayed variables to build the story of the business case; the students could develop the block diagram and could build the system dynamics model using the simulation software STELLA, and if they do not have the simulation software, even then they could have a mental model to understand the problem well; the system dynamics students can design the policies to make the system better behaved and recommend solutions; and the students could make mind maps and develop the mental model and could recommend solutions and way forward to overcome the challenges and solve the issues.

Case overview/synopsis

Tradeasia is a small-scale manufacturing firm that had started its business activities near Sundar Industrial Estate, Raiwind, in September 2007. The company’s prime focus was to buy the potato starch from chips manufacturing companies and, then, extract the potato starch from the waste potato using its own machinery and sell it as a sizing agent to textile mills. Quality characteristics in terms of better millage and enhanced gullibility made it compatible with Rafhan corn-based starch. The major challenge linked to potato starch was its degree of wetness; the potato starch either extracted from rotten potato or procured from the potato chips manufacturing companies had a high degree of wetness and moisture content. Wet potato starch sometimes had more than 60% moisture content, which was really a challenge. Owing to the high degree of wetness, the wet starch was prone to fungus growth, and within hours, the fungus created toxins if it was not dried immediately, and then after 24 h, toxins acquired a black colour, and they became hardened like pebbles. The starch then was unusable even for sizing purposes for textile products. Reduction in the degree of wetness was really a big challenge and demanded prompt action and high productivity of the operational staff to make that product dry for sale purposes. This was the biggest challenge that ended up in huge inventories of wet starch. Capacity constraints and operational inefficiency killed the company’s productivity and affected the company’s profit.

Complexity academic level

This case study is written and developed for MBA and MS-level supply chain students of the system dynamics course or those studying management of supply chain complexities. This case study discusses the operational challenges while running the business; huge inventories, capacity constraints and inefficiency in production operations were the challenges associated with almost all manufacturing industries. This case study discussed not only why such challenges are appearing in the business but also the solution that resided in the wisdom shared by the employees in the board meeting. An integrated system dynamics model could be used to design the policies to overcome such challenges. Even the block diagram of the model and causal loop diagram could help to conceptualize the problem and explore the way forward.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management science.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 March 2022

Yuliya Polozhentseva, Ulzhan Kazybekova, Madina Subalova and Anjan Ghosh

The learning outcomes are as follows: to understand the internal processes that take place in social media influencers operations; to evaluate the role communication and planning…

Abstract

Learning Outcomes

The learning outcomes are as follows: to understand the internal processes that take place in social media influencers operations; to evaluate the role communication and planning in the social media marketing process; to discover the importance of social media as a pinnacle of new communication mix tool; to make strategic decisions in managing a social media account; and to highlight how the team internal interactions could determine the success and profitability of the social media influencer.

Case overview/Synopsis

Case deals with the growth and managing issues faced by the social media influencers in Kazakhstan. The case shows the other side of social media marketing, where the main focus is shifted from the corporate clients, who use social media influencer, toward the influencers themselves and challenges faced by them. Hence, the case reveals the story of Jokeasses team, who are based in Kazakhstan with significant following both on Instagram and YouTube platforms. The decision-making dilemmas in the case focused upon not only the issues of brand formation but also how online brand could be transferred into profitable enterprise.

Complexity academic level

Bachelor

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. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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