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Case study
Publication date: 6 July 2010

G Raghuram, Rachna Gangwar, Sebastian Morris and Ajay Pandey

In October 2005, the representatives of the Planning Commission, Ministry of Railways, Ministry of Commerce and Industry, and Ministry of Shipping met to discuss the RITES…

Abstract

In October 2005, the representatives of the Planning Commission, Ministry of Railways, Ministry of Commerce and Industry, and Ministry of Shipping met to discuss the RITES recommendations to work towards framing a policy document for running container trains by private and public sector operators on the IR network. Starting with this meeting until January 2006, various aspects of the RITES report were debated by the Planning Commission and Ministry of Railways to evolve a policy statement. There were concerns raised by the Planning Commission on the proposals by RITES which had implications such as entry barriers and denial of a level playing field with the incumbent, CONCOR. Other specific issues including entry criteria, entry fees and revenue share, and maintenance were questioned. In January 2006, a policy statement titled ‘Policy to permit various operators to move container trains on Indian Railways’ was released by the Ministry of Railways which stated the terms and conditions for running container trains by private and public sector operators on IR network. Subsequent to this, 14 parties signed up with the IR for container train operations. The empowered subcommittee of the Committee on Infrastructure was to meet in February 2006 to discuss the process for finalizing a Model Concession Agreement between Indian Railways and the container train operators. This case provides a background for this meeting.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 17 November 2015

Vasilika Kume

Public sector management, policy-making, sustainable development, post-Communism.

Abstract

Subject area

Public sector management, policy-making, sustainable development, post-Communism.

Study level/applicability

The case is designed to be used with undergraduate-level and MBA/MPA students. With undergraduate levels, the case can be used on the subject strategic management. In MBA/MPA programs, this case can be used in subjects such as strategic planning for public administration. Here, it can be stressed as being about the problems faced by a country on the long road toward democracy. Issues to be discussed in class include: environmental scanning, competitiveness, public policies and strategic agenda.

Case overview

At the most general level, the case allows for the analysis and evaluation of the strategy and performance of the Albania from 1928 to 2014 along economic, political and social dimensions, using the techniques of country analysis (see Country Analysis Framework, HBS No. 389-080). Depending on time limitations and the particular objectives of the individual instructor, the case can be used to explore all phases of the nation's development or, alternatively, to focus on a specific era, such as Albania, in the way toward a free market economy. The case provides a setting in which to explore the diamond model as a tool for analyzing competitiveness and setting the economic policy agenda. In the Albania case, we highlight diamond analysis in an emerging economy. Albania also highlights the transition from a planned economy to a market economy, and the importance of a cross-border regional integration in competitiveness.

Expected learning outcomes

The case is written to serve a number of purposes: Understanding the problems and challenges to sustainable development, especially in a post-communist emerging economy like Albania. The transition/changes that all policymakers have to go through in their efforts for sustainable development of the country. To discuss production factors and the importance of a growth model based on the production factors.

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.

Case study
Publication date: 1 January 2011

Prafulla Kumar Das

Business Administration (Marketing).

Abstract

Subject area

Business Administration (Marketing).

Student level/applicability

MBA.

Case overview

Although it has become fashionable to talk about how things business are changing at a nanosecond pace owing to hyper-competition, disruptive technologies and empowered consumers; the real change has been based on digital revolution and management of information. Most of the new introductions are entering a phase of facelessness from being innovative within a year of their appearance; whereas, as per one estimate, the breakeven volume is achieved after three years. This puts insurmountable financial pressure on marketing companies. In order to remain ahead of competition, they are introducing more and more new products in growth areas. In this paradoxical, complex situation; a reputed marketer in the pharmaceutical arena like Artichem entered a maturing market of Omeprazole whereas growth areas like Lansoprazole, Pantoprazole and Esomeprazole were still open to them. Did they make a mistake? Was it a bad idea to embark upon? Should they go for introducing new molecules even after a successful launch in the same segment?

Expected learning outcomes

The student shall be able to: explain the term “positioning” and shall be able to explain why he should go ahead with introducing a brand in an existing and maturing product category; explain the term “product life-cycle” and shall be able to take rational decision in the midst of pressing circumstances to manage a new product in a likely to decline market; and explain the term “new product development” and shall be able to apply the theories of new product development for brand success.

Supplementary materials

Nil.

Details

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

Keywords

Case study
Publication date: 4 May 2023

Victor Quiñones, Maria M. Feliciano-Cestero and Alec Cruz-Cruz

In writing this case, the research team used secondary resources such as academic journals, trade magazines and websites to inform and verify the information.

Abstract

Research methodology

In writing this case, the research team used secondary resources such as academic journals, trade magazines and websites to inform and verify the information.

Case overview/synopsis

January 7, 2021, was not a good day for Goya Foods CEO Robert Bob Unanue, who has been at the helm of Goya since 2004. On that day, the nine-member board of directors of Goya censured Unanue for publicly questioning the legitimacy of the 2021 United States Presidential election. A day before, on January 6, a mob “trapped lawmakers and vandalized the home of Congress in the worst desecration of the complex since British forces burned it in 1814” (Hockstein, 2021).

Unanue was considered a follower of former president Trump and has expressed that “the country was […] blessed to have a leader like President Trump, who is a builder” (Hawkins, 2020). In January 2021, Unanue appeared on Fox News and said a “ war was coming,” as Joe Biden’s election was “unverified.” These, among other words, motivated the censured by the board of Goya Foods, Inc. (Santana and Isidore, 2021).

Students are asked the following questions for discussion: Did the board of directors of Goya Foods carry its role too far by openly censuring Unanue? Did Unanue go too far by openly expressing subjective opinions and thus influencing how people view the election results? Should he have remained as CEO of Goya Foods after his words on Joe Biden’s election?

Complexity academic level

One of the authors has taught the case in the Strategic Management course for MBA students. In addition, graduate students of corporate governance, business ethics, social responsibility and leadership, among other classes, will be the target segments for the case.

Learning objectives

1. Recognize the effects on brand image and sales when CEOs participate in political arenas and publicly discuss social issues.

2. Understand the dynamics behind ethnic family businesses, such as their governance and conflict resolution approach.

3. Assess the value of the corporate board’s management of corporations.

Subject code

CCS11: Strategy

Details

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

Keywords

Case study
Publication date: 20 January 2017

Daniel Diermeier and Shail Thaker

Describes the history of the tobacco industry and its emergence as an extremely effective marketer and non-market strategist. After years of success, both publicly and…

Abstract

Describes the history of the tobacco industry and its emergence as an extremely effective marketer and non-market strategist. After years of success, both publicly and politically, the leaders of the tobacco industry are faced with mounting political pressure and the financial threat of litigation from class-action lawsuits. The leaders face an industry-wide strategic decision of whether to acquiesce to government demands in exchange for immunity, focus on judicial success, or develop a new course of action.

To evaluate the formulation and implementation of non-market strategies in the context of regulatory, legislative, and legal institutions. To understand how various aspects of the non-market environment interact and how these environments not only change over time, but change market competition within an industry. Further, to formulate and decide between firm-specific and industry-wide strategies. Finally, to appreciate and reflect upon the potential conflict between non-market strategies and ethical concerns.

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: 4 January 2016

Simon Medcalfe and Caroliegh Frentzel

This case requires students to analyze the economic impact of a sporting mega-event. Mega-events are defined as infrequent events (maybe spread over several days) that attract a…

Abstract

Synopsis

This case requires students to analyze the economic impact of a sporting mega-event. Mega-events are defined as infrequent events (maybe spread over several days) that attract a large crowd of visitors. Economic impact studies are becoming ubiquitous in analyzing the impact of sporting events, universities and other businesses. Properly constructed these reports can be valuable tools for decision makers. Unfortunately, many impact studies are not constructed accurately and may mislead and misrepresent information. This case raises these issues so that students may be better placed to critically analyze the impact of mega-events.

Research methodology

There are a number of academic articles that have analyzed these types of events and they are referred to in this case and instructor’s manual. The academic articles are complemented by one of the author’s firsthand knowledge of the event through working at the World Equestrian Games, a third-party economic impact study and media reports.

Relevant courses and levels

The case would be appropriate for a variety of undergraduate courses including upper-level economics (particularly regional economics or local economic development), marketing, sport management as well as some finance courses such as public finance. Outside of business courses, it would be well suited to a course in political economy or public policy. The case could potentially be used in a graduate course in sports management or a course in local economic development (in an MBA or MPA program).

Details

The CASE Journal, vol. 12 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

Abstract

Supplements the (A) case.

Details

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

Keywords

Abstract

Subject area

Entrepreneurship.

Study level/applicability

The case has been used at Master's level but it has direct application to any MBA programme or entrepreneurship module.

Case overview

Adrian Gore started Discovery in 1992 with seed-funding of R10 million from merchant banking group, Rand Merchant Bank (RMB), as a health insurance company within the RMB stable. By 2009, Discovery had become a large, listed, financial services institution employing more than 5,000 people and comprising not only Discovery Health (DH), but also Discovery Life (DL), Discovery Invest (DI) and Discovery Vitality (a wellness programme). In addition, it had operations in the USA, where it licensed Vitality for use by employers and other health insurers, and in the UK where it operated two joint ventures with The Prudential plc – Pruhealth and Prulife.

Expected learning outcomes

To understand the similarities and differences between corporate and start-up entrepreneurship; to understand the entrepreneurial process within an established organization; to explore the environment within an established company in terms of how much it supports or constrains entrepreneurship; and to look at creative ways to overcome obstacles to entrepreneurship in established companies.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Management Strategy.

Study level/applicability

Management Graduates and Post-Graduates.

Case overview

Today, tourism is one of the fastest growing industries throughout the world. The tourism industry plays a very crucial role in the country’s economy, as it not only contributes towards the national income but also brings beneficial spillover directly or indirectly on the other industries. Tourism is the most important source of income for many emerging countries. India, a newly emerging economy, also depends, to a great extent, on tourist income. However, this sector continues to not make optimal contribution in India. In today’s competitive arena, the state tourism corporations must use all possible means to maximise growth and profitability through pegging up the rate of tourist arrivals. There is a general agreement in the tourism industry at the theoretical level about the imperative of a public – private partnership (PPP) in serving this objective. PPP aims to synergise the efforts of the two components in the general development of society and increase in competitiveness. The public–private partnership in tourism industry is at an emerging stage and could be developed in various ways. This case study highlights the key learning from Delhi Tourism’s experience on how PPP can be implemented in the tourism sector. This case study discusses an opportunity for Delhi Tourism which can alter the landscape of the tourism industry of India and also the rejuvenation of Delhi Tourism, a public sector corporation, through PPP.

Expected learning outcomes

The case will give a clear understanding of the dynamics and environmental factors governing a mixed economy like India. The reasons for the PPP can be analysed through the case. Students can understand the strategic choice of taking a private partner by a public sector in a very dynamic industry, i.e. the tourism sector.

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. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 October 2011

Melodena Stephens Balakrishnan and Ian Michael

Strategic stakeholder engagement, entrepreneurialism, ecosystem, corporate social responsibility, event management, branding, marketing strategy.

Abstract

Subject area

Strategic stakeholder engagement, entrepreneurialism, ecosystem, corporate social responsibility, event management, branding, marketing strategy.

Study level/applicability

Post-graduate level, practitioners interested in MENSA Region, entrepreneurship policy makers and NGOs.

Case overview

Abraaj Capital Ltd (Abraaj), a highly reputed private equity investment and management company, strongly believed in corporate social responsibility, strategic stakeholder engagement and entrepreneurship ecosystem development. In November, 2010, Abraaj held the “Celebration of Entrepreneurship” (CoE) a two-day free entrepreneur event, in Dubai. CoE was attended by more than 2,400 participants. The purpose of CoE was to contribute to building an entrepreneurship ecosystem in the Middle East North Africa South Asia region (MENASA). Based on participant feedback, CoE Outcomes and stakeholder feedback, the event was very successful.

This case is a good example of community engagement and showcases entrepreneurship ecosystem development. This case also highlights the challenges of putting together a signature event in a very short time frame. The future management dilemmas are also raised on various issues like whether to make this successful event a regular part of their organizational activities, and issues concerning the funding of such events. This case can be used to teach event management, branding, marketing strategy, CSR and entrepreneurship (from the ecosystem point of view). It will appeal to both educationalists and practitioners interested in the MENASA region, policy makers who facilitate entrepreneurship, CSR managers, event management companies and marketing specialist. It can be used to teach both undergraduate and postgraduate courses.

Expected learning outcomes

Strategy students can focus on marketing and branding strategies; like stakeholder engagement, internal marketing, social media, positioning and brand architecture. Student of event management can learn about prioritizing, adaptability, funding and the complexity of layering a program.

Supplementary materials

Teaching notes, videos.

1 – 10 of 202