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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: 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: 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

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.

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: 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: 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

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

Abstract

Subject Area

Strategic management, operation management, health and safety

Study Level/Applicability

The authors have been developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety.

Learning outcomes

The learning outcomes are as follows: to understand the importance of animal disease prevention and the correct procedures for dealing with disease outbreaks in an animal facility; to reinforce the importance of adherence to strict procedures and chain of command by Life Sciences and Conservation sections in preserving the health of animals, zoo staff and visitors; to recognize the importance of disease monitoring and control in wildlife conservation; and to understand the importance of concrete experience in related positions to provide leaders like Director Mark Craig with the skills to handle such a big responsibility. Al Ain Zoo has such leaders along with a dedicated and resourceful management team that has proven capable of placing the institution among the best conservation parks in the world.

Case overview/synopsis

Large collections of animals of diverse species found in zoos and animal parks present a considerable challenge to facility managers in developing and implementing programs to prevent and control the spread of animal diseases. One need to only think about the nightmare consequences of an illness that could decimate a population of animals in a public setting such as a zoo and, in a worst-case scenario, spread to staff, visitors and even the public at large. Biologists have clearly shown how certain types of animals can act as reservoirs for disease viruses, for example, chimpanzees harboring the simian immunodeficiency virus that mutated to HIV or chickens and ducks spreading avian influenza virus to poultry workers and then to the public. Thus, disease control in zoos is an issue of the utmost importance, and managers and operators neglect it at their peril. The reputation and indeed the very existence of an animal park rests in the hands of a dedicated group of managers, veterinarians and technical staff, as well as zoo workers who must strictly follow procedures to prevent and contain animal-borne diseases. This case study focuses on the work of one man in a large internationally known facility to develop, implement, test and evaluate an innovative program for animal disease control. So, what would you do if you were the director of a large metropolitan zoo and your staff veterinarian came to you and said that there was an outbreak of a serious viral disease among a group of animals? Could you have prevented the disease? How will you treat the sick animals and stop the disease from spreading? Is there a risk of the zoo staff contracting the disease from handling sick animals? What about zoo visitors? These are all questions that are addressed in this new and intriguing case study focused on managing animal diseases in the setting of a zoo or wildlife park. Mark Craig, Director of Life Sciences at the Al Ain Zoo in the United Arab Emirates, has plenty to say about the planning, science and management skills necessary to insure that a large population of diverse wild animals remains healthy and thriving. The Al Ain Zoo is the largest of its kind in the Middle East, and while he has been in charge of the animal welfare program for more than six years, there have been few incidents of disease and all have been contained. What can be learned from his effective strategies and leadership skills is clearly discussed and illustrated in this unique real-world case study.

Complexity academic level

The authors have developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety.

Supplementary materials

Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 11: Strategy.

Details

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

Keywords

Case study
Publication date: 20 January 2017

R. Edward Freeman, Jared D. Harris, Jenny Mead, Sierra Cook and Trisha Bailey

John Hume, a veteran game farmer and founder of the Mauricedale Game Ranch in South Africa, was deeply troubled by the record upsurge in black rhino poaching incidents and…

Abstract

John Hume, a veteran game farmer and founder of the Mauricedale Game Ranch in South Africa, was deeply troubled by the record upsurge in black rhino poaching incidents and black-market horn thefts in 2010 and 2011. While the endangered black rhino represented only one segment of Mauricedale's hunting and farming businesses in 2011, the animal's survival was an important component of the ranch's and industry's growth potential in the future. As both a businessman and a rhino advocate, John Hume was contemplating an innovative idea that might help stop the decline of the black rhino: the creation of a market for legalized black rhino hunting. As he pondered the possibilities and alternatives to determine what his next move should be, Hume had several questions on his mind: Was the legalization of the international sale and trade of rhino horns a viable solution? Was it Hume's responsibility to save the black rhino, and was the animal a good investment?

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