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Case study
Publication date: 18 January 2018

Marius Oosthuizen and Caren Scheepers

The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy…

Abstract

Subject area

The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy, environment of business, innovation, digital disruption and organizational change as they relate to the firm’s ability to adapt to changes in the environment of business in an emerging market context.

Study level/applicability

The case was developed with master's-level students in mind, particularly those seeking a master of business administration, masters in strategic foresight or related management degrees.

Case overview

The case of NEDBANK, a longstanding and successful financial services firm based in South Africa is confronted with major challenges from competitors because of technological change in the industry as well as having to expand their market penetration across Africa. A rising regulatory burden, tough economic conditions and the need to access low income markets, provide a significant organizational development challenge as a decades-old bank, known for a relational approach to banking, has to navigate the new domains of “fintech”, micro-lending and public sector banking.

Expected learning outcomes

Students will gain comprehensive insight into the industry environment in emerging markets, understand the strategic management challenge before financial services firms in this environment and be able to consider the alternative strategic interventions that may be used to ensure corporate sustainability amid these challenges. Simultaneously, the case provides a comprehensive view into the use and application of scenario-planning for strategic 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: 11: Strategy

Details

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

Keywords

Case study
Publication date: 21 March 2017

Caren Scheepers, Marius Oosthuizen and Dean Retief

Organisational Development, Organisational Behaviour, Leadership Change.

Abstract

Subject area

Organisational Development, Organisational Behaviour, Leadership Change.

Study level/applicability

Master of Business Administration, postgraduate studies, middle or senior managers on open programmes.

Case overview

The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality.

Expected learning outcomes

Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality.

Supplementary materials

A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature.

Subject code

CSS 7: Management Science.

Details

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

Keywords

Case study
Publication date: 5 December 2023

Juan Ernesto Perez Perez

Upon completion of the case study, the students will be able to analyze the brand equity construct through the associative neural network model for decision-making; identify…

Abstract

Learning outcomes

Upon completion of the case study, the students will be able to analyze the brand equity construct through the associative neural network model for decision-making; identify prospective scenarios through the Delphi method for the construction of strategic plans in organizations; and propose the innovation of a product by applying creativity techniques to enter international markets.

Case overview/synopsis

Cafe Galavis was one of the leading family businesses in industrial development and had the highest business recognition, with a century of experience in producing and commercializing roasted and ground coffee in Cucuta, Colombia. In 2015, the diplomatic crisis between the governments of Colombia and Venezuela led to the indefinite closure of the Colombian–Venezuelan border, which caused an increase in income from smuggled coffee. In addition, the presence of different competitors and traditional brands negatively impacted the level of sales, which considerably affected financial stability. Likewise, internal difficulties of family nature and administrative management led to the change of senior management. By 2016, Juan Yáñez was appointed chief executive officer (CEO) and was in charge of avoiding the company’s closure. In January 2023, he received feedback from his consulting team, and upon evaluation of the new market challenges with his collaborators, he realized a great challenge that merited the search for a priority alternative solution. How to design a new product considering the loss of brand identity in the face of the generational change of its consumers? These were some of the challenges posed by the CEO that consequently required starting a strategic management process of innovation.

Complexity academic level

The teaching case is aimed at students of postgraduate academic programs in the areas of knowledge of innovation, product design, industrial design, marketing or MBA. In the modules of marketing, strategic management, brand management and strategic foresight, the case allowed for the orientation of the concepts of brand value or branding as well as the analysis of the value chain for the implementation of strategies that promote competitive advantages of companies. Similarly, in the modules of product or service design, creativity and innovation and complex thinking, the case allows one to approach a complex problem and apply creativity techniques for its solution.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS: 8 Marketing.

Details

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

Keywords

Case study
Publication date: 1 January 2011

Ilona Beatrice Polyak and Yusaf Akbar

Innovation, marketing, strategic decision making.

Abstract

Subject area

Innovation, marketing, strategic decision making.

Study level/applicability

Advanced undergraduate, MBA/executive education.

Case overview

Zwack Unicum is an enduring icon of Hungarian business and culture having survived many generations of change. The case describes historical development of Zwack Unicum focusing on the years after 1989 through EU Accession of Hungary in 2004, while the company shifted away from a family business to become a publicly traded company. Elements hint at how corporate governance changes incentivize and constrain decisions of top management. The marketing strategy called “Innovate on tradition” is examined and it demonstrates how product and marketing innovation can be led by leveraging tradition, and how companies in emerging markets faced with competition from established developed-country brands can use local culture to outmaneuver attempts at market-share capture. Threats explored include the impact of a global economic crisis on sales domestically and internationally, and the changing demographics in their primary places of commercial activity (an overall aging and decreasing population in tandem with a growing minority population). Management must find a balance between short-term and long-term strategic decisions and revisit the sustainability of a marketing strategy associated with messages that are not necessarily preferred by a growing number of their consumers.

Expected learning outcomes

To understand the need for wide-perspective, flexibility, and foresight in emerging markets and companies therein.

Supplementary materials

Teaching note.

Details

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

Keywords

Case study
Publication date: 4 August 2022

Sadaf Taimoor, Fizah Wasti, Qurat Ul Ain Adil, Sikander Raees and Umair Arshad

In the light of the case and the accompanying case questions, the students should understand:1. The theoretical underpinnings of the brand positioning and brand repositioning.2…

Abstract

Learning outcomes

In the light of the case and the accompanying case questions, the students should understand:1. The theoretical underpinnings of the brand positioning and brand repositioning.2. Critical evaluation of marketing communication material in the light of theoretical underpinnings.3. The nuances of operating in emerging markets in technology-driven sectors.4. The intricate link between the business goals and communication goals5. The application of the attention-interest-desire-action model and the brand media wheel when translating business strategies into communication strategies.

Case overview/synopsis

It was in June 2016, when Asad Haroon, the young head of brands at Ufone, a Pakistani originated telecom operating company, was posed with a challenge of dwindling subscriber identity module card sales, deteriorating average revenue per user and an exponential increase in customer churn. The telecom industry itself was in a flux due to various factors such as changes in the regulatory frameworks and technological shifts.Asad felt that the reason for the brand’s decline might be the lack of synergy between the business strategy and the brand’s communication strategy.Asad knew that he would have to make some unpopular choices and review his brand’s communication strategy which had not yet proved to create a harmony between communication goals and business goals. However, he was unsure about how and if at all he should go about changing a marketing legacy and the brand’s positioning which had reigned the minds of his peers and his customers for so long.

Complexity academic level

This case is aimed toward undergraduate students enrolled in courses of principles of marketing, marketing communications and corporate media strategy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 October 2021

David Güemes-Castorena and Alejandro Téllez-Girón Barrera

Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid…

Abstract

Case overview

Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid isolation and analysis of circulating tumor cells from blood samples to make this possible. Strategic alliances with Stanford University, Tecnologico de Monterrey, and UANL strengthened this innovative company’s purpose. Nevertheless, some questions arose when selecting a suitable business strategy to accomplish Delee’s vision. Liza Velarde, Delee’s CEO, was preparing the agenda for the company’s 2025 planning in November 2020. The journey has been challenging, and Liza Velarde faced critical decision-making milestones. What could be the most promising customer segment for her technology? What business model may work better for such a market? How can Delee reduce the time-to-market for their technology? Furthermore, how can Delee fund their development for the following years until FDA approves?

Learning objectives

With the application of this case, the teacher aspires that students understand the following crucial insights: to understand the impact of a business model strategy, identify different possible business models, and explore options; in this sense, intellectual property can offer options to the strategy; to identify and analyze the gender gap in entrepreneurship and its strategic implications; and to identify the relevance of reducing the time to market for a technological product.

Social implications

Gender inclusiveness in entrepreneurship.

Complexity academic level

Undergraduate and graduate-level.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CCS 3: Entrepreneurship.

Details

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

Keywords

Case study
Publication date: 13 September 2019

Amna Abdullah Mohammed and Syed Zamberi Ahmad

The learning outcomes are as follows: to enable the learners to understand advantages and disadvantages of franchises in the company; to understand the strength and weakness…

Abstract

Learning outcomes

The learning outcomes are as follows: to enable the learners to understand advantages and disadvantages of franchises in the company; to understand the strength and weakness points of Café2Go, its underlying strategy and what makes the company a unique outlet; to acquire a better understanding on the key challenges or dilemmas that Café2Go faces and to provide recommendations to address such dilemmas; to evaluate innovative marketing plans that would aid in expanding Café2Go internationally; and to understand cause-effect analysis of project management and the reason for the increase in the operationalization cost on Café2Go.

Case overview/synopsis

This case study presents the story of Jassim Al-Bastaki who was once rejected as a franchisee and later managed to be a pioneering franchiser in the UAE. The case aims to highlight the new coffee products and distribution methods Al-Bastaki used to compete in the over-saturated coffee market in Dubai. Al-Bastaki distinguished the first Café2Go by offering camel products in a mobile truck. It was the first “café-on-wheels” in the UAE, and it marketed the slogan of “wherever you are”. This case study discusses the challenges the project faced while marketing the unpopular, salty drink camel milk and issuing the necessary licenses for the coffee truck. The case study also elaborates on the innovative strategies Al-Bastaki used to convince customers of the health benefits of camel milk, to serve camel milk in appealing forms such as milkshakes and to replace the banned mobile truck with kiosks, cubicles, mobile trolleys and free phone call services. The case study also aims to highlight the obstacles associated with the franchise model and to reveal how Al-Bastaki overcame such challenges, using the franchise model, to expand Café2Go beyond the UAE. What started as a mobile coffee truck in 2009, in Dubai, has changed into an expanding business in Qatar, Libya, Bahrain, Saudi Arabia, South Africa and Spain (Masudi, 2013).

Complexity academic level

The case study is relevant for undergraduate and post-graduate management degrees, and specifically business administration, entrepreneurship, small business management courses.

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

Case study
Publication date: 20 September 2023

Pavitra Mishra and Amit Gupta

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources…

Abstract

Learning outcomes

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

Case overview/synopsis

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

Complexity academic level

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

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

Keywords

Case study
Publication date: 1 October 2011

Melodena Stephens Balakrishnan and Immanuel Azaad Moonesar

Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.

Abstract

Subject area

Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.

Study level/applicability

This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.

Case overview

ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.

Expected learning outcomes

Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.

Supplementary materials

Teaching notes.

Case study
Publication date: 7 November 2016

Kenneth M. Mathu and Caren Scheepers

The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable…

Abstract

Subject area

The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable supply chain, corporate social responsibility and sustainability courses.

Study level/applicability

The target audience is includes post-graduate diploma-level or master’s level students, such as in Masters in Business Administration.

Case overview

The case focuses on the dilemma that Phiwokuhle Mhlangu in Mpumalanga, South Africa, faced when his company’s board had not signed off on capital expenditure to improve his colliery’s clean coal technology initiatives. He had to influence his colleagues’ mindsets to adapt to changes in the environment. The case highlights the global coal landscape and South African mining industry’s challenges in terms of infrastructure and strained labour relations, as well as the focus of the South African Government to enhance alternative energy resources. Although a clear business case for investment in clean coal technologies was evident, Mhlangu could still not persuade his colleagues to support these initiatives. A different approach was required […]

Expected learning outcomes

The learning objectives in this case are: gaining insight into the dilemmas of sustainability in coal mining by exploring various interest groups in difficult sustainability situations and enhancing understanding of getting a buy-in from various stakeholders when leading change in the coal-mining sector.

Supplementary materials

A teaching plan and particular teaching methodologies is included. The two learning outcomes are posed as questions for groups to discuss and model answers are provided and to relevant literature.

Subject code

CSS 7: Management Science

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