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Case study
Publication date: 22 February 2021

Ameet Morjaria and Charlotte Snyder

Roger Cagle, the co-founder and deputy CEO of SOCO International, watched the dreary London rain outside his office window one February morning in 2015. Never had SOCO, the…

Abstract

Roger Cagle, the co-founder and deputy CEO of SOCO International, watched the dreary London rain outside his office window one February morning in 2015. Never had SOCO, the oil-and-gas exploration and production player that ranked among Britain’s top 200 companies, experienced such a public backlash against its operations. For nearly 20 years, Cagle had helped steer his company’s projects around the world—often in volatile regions where others feared to tread, such as Vietnam, Russia, and Yemen—while delivering significant returns to investors. But the international uproar surrounding SOCO during the past year had been nothing short of mind-boggling.

Details

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

Keywords

Case study
Publication date: 16 December 2022

Rodolfo Hollander, Jose Alcaraz and Paulo Alves

This case study was intended for MBA/postgraduate level courses, or for high-level executive courses. It provided a complex international business context to analyse the…

Abstract

Learning outcomes

This case study was intended for MBA/postgraduate level courses, or for high-level executive courses. It provided a complex international business context to analyse the intricacies and dependencies between emerging regions, wherein a company (Grupo M) established an entire manufacturing cluster and invested all its assets in a place that has never hosted any industrial activity – in a country whose culture and traditions differed significantly from those of the neighbouring country that provided the investment. The case included a discussion of the negotiations that a private company undertook with two governments (Haiti and the Dominican Republic) to secure access to the free-zone facilities granted by the importing countries.

The case could be seen as a stimulating international business context to examine central tenets around “shared value creation” (Porter and Kramer, 2011): the practice of creating economic value in a way that also creates value for society by addressing its needs and challenges. As per these authors, there are three ways to create shared value: by reconceiving products and markets, by redefining productivity in the value chain and by enabling local cluster development. The latter is the one best exemplified in this case. Additionally, the case brought intriguing insights on international business that can be related to ethics, corporate social responsibility and its many facets (Banerjee, 2007), as well as concepts around “responsible lobbying” (Anastasiadis et al., 2018).

Case overview/synopsis

This case presented the expansion challenges of CODEVI, a Dominican company, which established and operated an industrial (free zone) park in Haiti. Grupo M decided to move its operations when The World Trade Organization eliminated the quota system for apparel imported from the Far East Countries, and its CEO, Fernando Capellán, foresaw that the Dominican Republic would soon become non-competitive. At the time, an agreement between the US and Haiti, which gave preferential access to production from this extremely poor country, was being negotiated. In 2003, there were two sleepy towns at the Haitian-Dominican border: Dajabón, with about 18,000 inhabitants in the Dominican side, and Ounaminthe in Haiti, with about 40,000 inhabitants (with 90 per cent unemployment and over 80 per cent living below the extreme poverty line) on the Haitan side. These two locations were at the heart of a case that narrated how a complex international business operation resulted in an industrial park that has enjoyed considerable economic success, while simultaneously improving dramatically the living conditions of both border towns: Dajabón now has about 35,000 inhabitants and was a booming town, with a prosperous middle class; Ounaminthe now had 170,000 inhabitants (17,000 work directly at CODEVI), and was a city that essentially remained outside the chaos that often plagues the rest of Haiti. Additionally, a major impact of CODEVI was that it stopped the area’s illegal emigration of Haitians to the Dominican Republic, one of the Dominican Republic’s most pressing problems. But as the CODEVI industrial park has no area to expand, a decision must be made to either expand next to the present park, or at one of the three sister towns along the border. Such a park would have to be built from nothing, as was the case for CODEVI almost two decades ago.

Complexity academic level

MBA, executive and postgraduate.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 5: International Business.

Case study
Publication date: 20 January 2017

Leslie E. Grayson and Golnar Sheikholeslami

This case concerns the troubles that Euro Disney experienced from the start. Euro Disney claimed that the major cause of its poor financial performance was the European recession…

Abstract

This case concerns the troubles that Euro Disney experienced from the start. Euro Disney claimed that the major cause of its poor financial performance was the European recession and the strong French franc. The timing of the park's opening could not have been more inopportune. If the recession had been the only cause of Euro Disney's problems, the financial restructuring would only need to carry the park forward to better economic times. Only when Europeans began spending freely again would investors learn the answers to some uncomfortable questions: Was the whole idea of Euro Disney misconceived? Were there other fundamental cultural problems that could inhibit the park's success? Would Euro Disney fail to recover even though other European companies did? And, if so, why was the Disney theme-park concept successful in Japan and not in France?

Details

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

Keywords

Abstract

Subject area

Leadership; Political Economy; Strategy; Entrepreneurship.

Study level/applicability

Masters in Business Administration (MBA); MPhil in Strategic Leadership.

Case overview

On 5 February 2016, South African entrepreneur Jannie Van Eeden faced a dilemma about whether to expand his current businesses or not. He had to choose between focusing exclusively on hospitality and tourism or dividing his time and resources between the tourism business and expanding his existing logistics business. Expansions to his logistics business would entail investing in a warehouse and supplying fresh produce to the lodges in the wider area of Lake Malawi where he was based. Van Eeden realised that he needed to take into account the political economy of Malawi in unpacking the contextual variables related to his decision. Various stakeholders’ roles are illustrated in the case, for example the government’s role in enabling entrepreneurial businesses as well as the investments made by foreign organisations and international donors.

Expected learning outcomes

Development of leaders who can take contextually intelligent decisions. Insights into conducting Political Economy analysis to enable doing business in Africa.

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 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 November 2015

Dennis Paul Wittmer, Simon George and McGowan Robert

The case includes issues in sustainable enterprises, marketing management, organizational development, organizational behavior, entrepreneurship, organizational leadership and…

Abstract

Subject area

The case includes issues in sustainable enterprises, marketing management, organizational development, organizational behavior, entrepreneurship, organizational leadership and small business management.

Study level/applicability

The Bahia Aventuras case may be used at both the undergraduate and graduate levels of study within most business school curricula (BSBA, MBA and MS). Potential courses may include building sustainable enterprises, marketing management, organizational development, organizational behavior, entrepreneurship, organizational leadership and small business management.

Case overview

Bahia Aventuras is an ecotourism company in Costa Rica. A local entrepreneur, Walter Brenes, started the company in 2007 to specialize in marine tours, including whale watching, bird viewing and snorkeling. However, the founder had no business training and confronts both internal and external challenges to achieve sustainable success, both financially and environmentally. Internally, there were few financial control systems in place and as a result Walter's ability to accurately account for revenues and expenses was limited. Bahia Aventuras and Walter also faced external challenges. Construction of a new highway was likely, and that could bring more competition, including hotel chains such as the Marriott and Sheraton. Government regulation cut both ways for the company. He was the classic small businessperson, who needed help in moving to the next stage of development for his small business. Thus, a small ecotourism business was caught in the middle of rapid economic development, a growing national infrastructure and increasing pressures to preserve and protect the coastal ecosystem and rainforest of south central Costa Rica. He was just trying to figure out how to “stay alive” as a business. The case has a tragic ending for the owners. Both Walter and his partner, along with one of their tour guides, died in a car accident. But family, friends and the community has kept Walter's vision alive, and Bahia Aventuras continues to day.

Expected learning

outcomes Upon completion of the Bahia Aventuras case, each participant will be able to: Describe the economic development and growth prospects of ecotourism within Costa Rica. Evaluate the socio-economic challenges which confront Costa Rica as a developing nation within the Central American region. Describe how Costa Rica's environmental regulations have affected the continued growth and development of ecotourism within the country. Describe the complex set of relationships that may exist between small business owners, their employees, regulatory agencies and the local community. Apply management skills and competencies to analyze and propose feasible solutions to organizational performance problems. Explain how the implementation of sustainable business practices may serve as a catalyst for the creation of shared value for organizational stakeholders as enabled through economic growth, attainment of social equity and preservation of the environment.

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.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 22 September 2022

Christopher Craig

Ethnographic interview/observation; analysis of public data; literature review.

Abstract

Research methodology

Ethnographic interview/observation; analysis of public data; literature review.

Case overview/synopsis

As of 2020, camping was growing in popularity among new and experienced travelers. The growth of the outdoor accommodation type led to for-profit and nonprofit campgrounds operating at or near capacity during peak season. Camping Coast-To-Coast (CCTC), a for-profit camping business that managed approximately 500 campgrounds in the USA, was struggling to meet growth objectives because they too were operating at or near capacity at most of their campgrounds. This case analyzes a newly proposed strategy: developing glamping campgrounds (i.e. glampgrounds) near CCTC’s existing traditional campgrounds. Glamping is a luxurious form of camping characterized by modern amenities and services. The chief executive officer (CEO) was not only able to identify several opportunities that would support a recommended pilot glampground but also identified several threats and firm weaknesses that could deter travelers from paying premium prices for luxurious glampground accommodations. The CEO was left wondering: should I recommend a new glampground development to investors and board members at an upcoming annual meeting or not?

Complexity academic level

The case was developed with two purposes in mind: to be taught in an outdoor tourism management course (junior level) and to be used for association to advance collegiate schools of business master of business administration accreditation to measure four learning objectives: decision-making, problem-solving, application of business frameworks and writing. Thus, this case is optimal for upper-level undergraduate or graduate management and tourism courses including principles of management, strategic management and tourism management.

Case study
Publication date: 15 December 2022

Hetal Jhaveri and Ashutosh Dash

Identify and explain the factors that contribute to the success of a restaurant business. Analyse different sources of entrepreneurial finance. Identify and explain local…

Abstract

Learning outcomes

Identify and explain the factors that contribute to the success of a restaurant business.

Analyse different sources of entrepreneurial finance.

Identify and explain local entrepreneur’s expectations from a funding agency.

Evaluate investment decision-making criteria for entrepreneurial funding agencies.

Case overview/synopsis

Kartikey Rajput, the promoter of a food park Urban Chowk, was waiting for the Covid regulations in the country to be relaxed. The entrepreneur in him found a business opportunity to provide hygienic food with a beautiful ambience and floated a food park (Urban Chowk) with the support of his wife Nikita Agrawal in 2017 and the second edition amidst Covid in 2020. The business model was well-appreciated by food vendors as well as customers. Rajput could see future growth potential in urban India. But his aggressive business plan to open five food parks in different cities in the next three years was disrupted due to the Covid pandemic. The expansion required huge investments, and post-pandemic challenges were plenty. The decision to go beyond Ahmedabad required the selection of cities besides the major challenge of the financing choice. The new cities might have huge footfall potential but finding the right location at the right price was a different challenge. Rajput was also concerned with the sources of getting the required finances. The entrepreneur was contemplating and evaluating the alternative sources of finance available to a start-up.

Complexity academic level

This case is appropriate for a graduate and post-graduate level programme in the courses like entrepreneurial finance, entrepreneurship and strategy. This case can also be used in an executive programme on management and Management Development Programmes (MDPs) on entrepreneurship or entrepreneurial finance.

Supplementary materials

Teaching notes are available for educators only.

Subject Code

CSS 1: Accounting and Finance.

Case study
Publication date: 10 January 2019

Karen L. Cates and Liz Livingston Howard

This case series describes the startup of Farm to School of Park County, an emerging nonprofit organization in the US state of Montana. Case (A) describes the community, the need…

Abstract

This case series describes the startup of Farm to School of Park County, an emerging nonprofit organization in the US state of Montana. Case (A) describes the community, the need, and the origins of Farm to School in Livingston, Montana. The leaders of Farm to School face a budget crisis and need to evaluate four options to decide whether, when, and how it should become an independent organization. As Case (B) begins, Farm to School has decided to enter into a fiscal sponsorship agreement with the local community foundation. The next task for the organization's leaders is recruiting founding board members. They need to decide whom to ask and how to do it. In Case (C), the board develops a strategic plan and establishes committees. However, the board members and leaders start to feel fatigue in the face of the demands of a startup organization, leading to questions about what is truly strategic and how work will get done. The Farm to School organization in Case (D) has just issued its first annual report, filled with meaningful accomplishments. The leaders of the organization begin to plan to build an organization that will outlast them and the founding board members.

Abstract

Study level/applicability

Undergraduate.

Case overview

This case deals with a Zambian entrepreneur named Frank Ngambi who had developed several lodges in Ndola and Lusaka, Zambia. His original intention had been to build lodges that would provide inexpensive lodging for domestic travelers. That strategy had succeeded, and the lodges had been so successful that Frank had been able to increase the size of his lodges in both cities. However, by the summer of 2015, Frank had decided to seek the patronage of international travelers. He knew that this change in strategy would be difficult to achieve. After analyzing one of his competitors, the Intercontinental Hotel in Lusaka, he realized that he needed to increase his product offerings and also offer outstanding customer service. One problem in attaining that goal was the fact that there was very little training for human resources involved in the hospitality industry in Ndola where two of his lodges were located. Another problem he faced was figuring out how to market his lodges to international travelers, as he had never sought that segment of the market before.

Expected learning outcomes

At the conclusion of the case discussion, the student should be able to apply Michael Porter’s General Business-Level Strategy to the present and anticipated strategies for the FATMOLS Lodges; to identify tactics that would apply to a low cost leadership strategy; to identify tactics that would apply to a differentiation strategy; to discuss reasons tourism has increased in Zambia in the twenty-first century; to analyze the financial strategy used in developing the FATMOLS Lodges; and to develop a plan for moving a company from a low-cost leadership strategy to one of differentiation.

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

Keywords

Case study
Publication date: 1 January 2011

Norman Wright and Douglas Miller

Tourism development, emerging market entrepreneurship.

Abstract

Subject area

Tourism development, emerging market entrepreneurship.

Study level/applicability

This case may be used in lower or upper division courses. Lower division courses may want to focus on the elementary issues of project planning, business plan development, and marketing. Upper division courses will find opportunities to enhance the discussion with ethical dilemmas and more advanced business plan development.

Case overview

The case takes place in a nature conservancy in Namibia. A local villager wants to open an attraction portraying local customs, traditions, art, and dance for tourists. This case can be used as an introductory strategy case study in at least three types of classes, strategic management, entrepreneurship, or hospitality management. The case presents many opportunities for students to analyze various business topics, including start-up financing, competitive and industry analysis, questions of pricing, product, and promotion, government relations, tourism development, and ethics. It is designed to be taught in either a 1 hour class or a 1.5 hour class with student preparation taking between 2 and 3 hours depending on the questions assigned. If students are asked to complete a business plan the preparation and discussion time will be longer.

Expected learning outcomes

Students will demonstrate ability to prepare a business plan, conduct market research, and evaluate potential business idea using Porter's five forces. Students will also demonstrate depth of understanding ethical dilemmas in an emerging and foreign market.

Supplementary materials

Teaching note.

Details

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

Keywords

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