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Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their understanding of current practices, processes and operations in companies that are aligned to business sustainability by identifying such in the case study to enable them to provide relevant examples; discuss and describe sustainable operations and practices across different industries; identify sustainable themes in manufacturing sectors and other related industries; and identify sustainable strategies for production and manufacturing processes.

This case study focused on Gunung Raja Paksi (GRP), a steel manufacturing company in Indonesia, with a portfolio in steel trading, cement plants and carbon markets. The case study covered the COVID-19 crisis period, especially the year 2020, which disrupted the normal operations of businesses and subjected the community to economic challenges. The emergence of GRP’s prominence in sustainable business attributed to the initiatives advanced by Kimin Tanoto, the chief executive officer (CEO) and chairperson of the Indonesia Iron and Steel Association (IISIA). Kimin Tanoto assumed leadership of GRP, a family-owned business, in 2018, despite being the second son. At the time of Kimin’s induction into the board of commissioners, two main challenges – the impacts of the COVID-19 pandemic, which disrupted the supply chains, and the company culture that resisted sustainable business approaches – acted as detriments to profit-making. Sustainable efforts, however, contributed to noticeable success during and after the COVID-19 crisis.

The case is suitable for instructions in undergraduate courses in Bachelor of Engineering (BEng) in Sustainable Resources, Engineering and Management, Bachelor in Sustainable Environmental Management, Bachelor of Culture and Arts in Smart and Sustainable Design, Bachelor in Sustainable Solutions and Bachelor of Science (BSc) in Sustainable Use of Natural Resources, and other instructions on sustainable practices.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

After completion of the case study, students will be able to evaluate the journey of launching a business in an emerging market context and judge how opportunities and challenges can be navigated to build sustainable enterprises; assess the relevance of individual attributes and process skills that are necessary for entrepreneurial agency to transform social structures through entrepreneurial action; formulate an argument highlighting the role of the entrepreneurial ecosystem in growing a competitive business in an emerging market context; make an informed decision and critique how accelerators and incubators affect the development of ideas and access to finance in South Africa; and propose various strategic options available for technology entrepreneurs, considering the challenges they face in emerging economies.

In April 2023, Queen Ndlovu, CEO and founder of QP Drone Tech, a provider of drone business solutions, was considering options to fulfil her original dream of manufacturing drones in South Africa. She had encountered obstacles to achieving the same in 2019, and had decided to focus on providing commercial drone consulting services. However, her dream had not extinguished, and in 2022, she decided to restart her efforts. She found practical support from The Innovation Hub, an incubator that was supporting her business, which enabled her to enhance the prototype of her drone. She then had to think about how she would manufacture drones locally by ensuring she had access to production infrastructure, funding, partners and customers. Would she be able to gain a competitive advantage that would differentiate her from competitors? Or should she reconsider whether she should be manufacturing in the first place, as there are risks and benefits for smaller businesses in this regard.

This case is intended for discussion in postgraduate diploma in business and Master of Business Administration courses.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The learning outcomes are as follows: Understand the concept and characteristics of Bottom of Pyramid (BoP) markets; understand the concept and characteristics of frugal innovations; understand the Design Thinking approach to product design and how it might be useful to develop frugal innovations for BoP markets.

The case details the journey of a group of students at a premier engineering college in India. The group aimed to develop and implement a social innovation that addressed a serious and important health issue – menstrual hygiene practices among urban slum dwellers in India. The case begins with how a chance visit to an NGO inspired a pair of students to take up this issue, how the project unfolded at their college, the challenges faced in their journey and, finally, an outcome that was only a partial success. It raises important questions of challenges that are specific to bottom of pyramid markets in emerging economies. The case can provide a context for discussions on approaching frugal innovations from a Design Thinking perspective.

This case can be used in social innovation courses/modules at an undergraduate or graduate level in social innovation and social entrepreneurship courses. The case is best positioned towards the beginning of the course as an overview of the process of Social Innovation, and to discuss the relevance of concepts of BoP markets and frugal innovation.

Teaching Notes are available for educators only.

CSS 7: Management Science.

The learning outcomes of this study are to estimate the complexities associated with the management of a novel business idea in the context of emerging markets; to demonstrate an understanding of entrepreneurial action and strategic adaptation under various challenges of the business world; to apply the principles of design thinking and innovation to analyze the sustainability of a social enterprise; and to evaluate the pros and cons of different strategic options and provide viable recommendations for future development.

Many riverine communities in Nigeria battled water hyacinth spread for decades, until Achenyo Idachaba-Obaro contributed her time, creativity and innovation to resolve the issue. She sacrificed her successful computer science career in the USA to launch her social enterprise, MitiMeth. The startup aimed to resolve the unaddressed environmental problems of her home country and to provide a decent living to the vulnerable community of indigenous artisans. This case study discusses Idachaba-Obaro’s efforts in researching the alternative usages of the water hyacinth weed under the condition of a limited availability of resources. Considering Nigeria’s creative arts culture and dismal socioeconomic conditions, she chose to weave the weed into handmade artifacts by educating herself and training local artisans to manufacture and sell handicrafts in the market. To receive financial support and attract environmentally conscious customers, Idachaba-Obaro had to participate in funding competitions, regularly attend exhibitions and partner with private entities, nongovernmental organizations (NGOs) and government authorities. This case study further elaborates on multiple hindrances associated with female entrepreneurial activities in a conservative Nigerian society characterized by marginalization, social stigma and gender-based stereotypes. Despite many challenges ensuing from a limited market access in rural areas, high unemployment rates and low levels of disposable incomes in the country, MitiMeth ambitioned to maintain its culture of creativity and innovation. The team regularly studied materials used and conducted brainstorming sessions with artisans to launch new items, improve existing products and incorporate needed alterations based on customer feedback and special demands. MitiMeth made its notable contribution toward the achievement of several sustainable development goals, while striving to continuously increase remittances to working artisans. Recently, the company was challenged by the vertiginous technological advancements of the digital era, as many businesses around the globe used machines to upscale their operations. Idachaba-Obaro pondered whether she should use technology in product manufacturing processes or focus on her commitment to provide a livelihood to local artisans and preserve the authentic look-and-feel of handmade crafts.

This case study is for an upper-level undergraduate audience.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

Through this case, students will not only learn about the latest development of this emerging industry, IoT, but also gain a systematic understanding of “ecosystem strategy” and get to know a new corporate growth model called “co-creation”.

This case describes why and how Advantech Co., Ltd. (hereinafter referred to as Advantech) has transformed in the age of the Internet of Things. Aware of the ecosystem attributes of the IoT industry and committed to the company’s principle of “altruism”, Advantech strategically positioned itself as an “IoT platform provider” and an “enabler” for IoT applications. After carrying out a reform in terms of internal management, external cooperation, and development model, Advantech has evolved from an industrial computer maker to an IoT solution provider. Since the launch of the “co-creation model” at the end of 2016, Advantech has drawn attention from many excellent companies in traditional industries. With the Internet of Everything close at hand, Chairman KC Liu is well aware there are many challenges to overcome as Advantech strives to build an industrial IoT ecosystem, the “evolution” continues.

MBAs, EMBAs and senior executives.

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

CSS 11: Strategy

Illinois Superconductor Corp. a technology start-up, came up with an innovative new superconducting filter for use in cellular base stations. It needed to estimate the demand for its filters. The manager came up with a simple chain-ratio-based forecasting model that, while simple and intuitive, was too simplistic. The company had also commissioned a research firm to develop a model-based forecast. The model-based forecast used diffusion modeling, analogy-based forecasting, and conjoint analysis to create a forecast that incorporated customer preferences, diffusion effects, and competitive dynamics.

To use the data to generate a model-based forecast and to reconcile the model-based forecast with the manager's forecast. Requires sophisticated spreadsheet modeling and the application of advanced forecasting techniques.

The case traces the development of the Under Armour (UA) brand, product, and market growth under CEO and founder Kevin Plank from its inception in 1996 through 2016. UA provides a cohesive case study of how to launch and sustain a consumer brand even in the face of its third-party manufacturing approach, which gives its apparel no patentable design or fabric technologies. The case uses UA's brand and advertising development as a backdrop for the current pivotal issue of how to target women to sustain growth. UA's stated goal is to build a $1.9 billion women's business by 2019.

In laying out UA's growth and competitive moves, the case lets students analyze broadcast, social media, and other digital advertising campaigns in view of the company's brand development and strategic targeting. The case also highlights the importance of leveraging brand heritage and historical differentiation while respecting key nuances when extending into new markets (i.e., moving from a predominantly male-driven audience to female). It also allows an exploration of how to use consumer insight and broader cultural attitudes and trends to support extending a position into new markets.

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as small and medium-sized enterprises (SME) internationalizing from an emerging market.

It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses.

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as SME internationalizing from an emerging market. It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. BOS Brands provides an interesting case on the internationalisation experience of a Born Global firm, particularly from an emerging market context. This medium-sized South African business develops, distributes and markets Rooibos-based beverages in Southern Africa and Europe, with eyes on a broader global presence. The case provides insights into the strategic decisions required to successfully take a medium-sized business into competitive foreign markets without the capital and support enjoyed by many larger multinational corporations. Among other issues, BOS Brands provides fertile ground to explore the selection of target country and entry mode, overcoming cultural and physical distance, opportunity recognition and the roles of networks and innovation.

The expected learning outcomes are to: analyse the decision-making process of the internationalising SME in terms of internationalisation factors, timing and phases and evaluation of potential target countries and entry mode options and launch marketing approach; understand the complexities of marketing in a foreign cultural and business context (including cultural and physical distance); and develop alternative marketing strategies for an entrepreneurial SME to grow internationally given limited resources.

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

CSS 8: Marketing.

The student's task is to develop a comprehensive strategy for Briggs & Stratton, which is facing severe competition and margin pressures. A major component of the strategy to be considered is whether to implement economic value added (EVA) as a new performance measurement for management. The case is designed to serve as an introduction to how to compute and use EVA. It emphasizes the importance of performance evaluation as part of a larger strategic plan. A teaching note is available to registered faculty, as well as two video supplements to enhance student learning.

MBA, advanced undergrad, entrepreneurship and technology commercialization classes.

Entrepreneurial diversity, equity and inclusion, medical device innovation, and models of business accelerators.

The first half of the case explores Kathryne Cooper’s professional and personal journey and the ways her life experiences inform the goals she helps set for The West Coast Consortium for Technology & Innovation in Pediatrics (CTIP). As an African-American woman codirector of a medical device accelerator focused on the pediatric market, Cooper was acutely aware of the lack of diversity in the tech industry. The second half of the case explores the medical device market and the need for organizations such as CTIP. Cooper implemented a revised application process and system to encourage applications from underrepresented minority founders. CTIP was in a unique position to support concept stage products and nontraditional founders. The case concludes with a description of seven companies that have applied to join CTIP’s portfolio. Students are instructed to consider, as Cooper, which companies to support and what type of support to offer.

Explore the ways personal backgrounds inform leadership positions. Analyze how ventures are evaluated from a grant-funded accelerator (in contrast to an investment-fund accelerator). Examine the wide range of support that nontraditional founders require in the underserved pediatric market.

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

A model to support diversity of gender and race in entrepreneurship.

CSS 3: Entrepreneurship.