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1 – 3 of 3Vasilika Kume, Ana Tomovska Misoska and Predrag Djordjevic
Strategic management, HR Management, Change management, Marketing.
Abstract
Subject area
Strategic management, HR Management, Change management, Marketing.
Study level/applicability
Potential audience. This case will serve to undergraduate students, master level students, in the subjects, entrepreneurship, managing change, marketing, H&R management, strategic management.
Case overview
The Brunes Company was founded in 1994 by Gerond Cela and his brother, with the goal to provide quality products for bathrooms in the then-emerging Albanian market. During the next few years, it had grown into one of the biggest wholesale and retail chains in Albania, with huge portfolio of goods for home refurbishing. The beginnings were very humble. Armed only with the high school diploma in textile trading, born and raised in an ex-communist country without developed entrepreneurship culture, Gerond set off to Italy, a popular destination for young Albanians who were looking for an opportunity to escape the pitfalls of the post-communist transitional economy. Gerond recognized the huge gap in the market for imported tiles in his home country, so he began importing quality Italian tiles in 1994. Initially, he was doing the wholesale from his truck, due to the lack of retail stores. He focused on increasing customer satisfaction and built the company name as trustful provider of quality goods. This strategy brought him less profit, but his long-term goal was to build the company name and to establish it as a trustful provider of quality goods. In 1999, he bought 18,000 m2 (for 50.000 euro) land on the highway Tirana-Durres, 7 km from the city centre, which proved to be extremely worthwhile in the long run because the price of the land had skyrocketed up to ten times during the next decade, due to the economic development of Albania. In 2004, Gerond and his brother epitomized their business idea. They entered the market of home furniture. In 2009, the company expanded further in country towns like Lezha, Saranda and Fier. After two decades of establishing his company as a market leader with approximately 30 per cent of market share, Brunes Company is at the crossroads. On one hand, it is pressured by very stiff competition in the form of their main competitor Delta Home, which succeeded in taking 10-15 per cent of the marketing just in one year. On the other hand, the company has been stagnating for some period without a concrete plan to overcome this problem, as well as without a clear strategy for the future directions of the expansion. To diversify the company’s portfolio, Gerond built a factory for tiling accessories which will cost 8 million Euros and employs about 30 workers.
Expected learning outcomes
Specific objectives of the case are as follows: to portray individuals who became successful primary through their leadership abilities, and to examine how their experiences and values contributed to the success of their business; illustrate the impact on operations of an increasingly competitive environment and how this environment affects the need for a change in strategy; identify the challenges of selling luxury goods in a competitive retail environment; to assist students to critically think about diversification strategy; to gain an understanding how to adapt to change; to discuss for issues that must be changed (culture, people, technology, values and philosophy of leadership, marketing, business model), to grow.
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
Keywords
Aramis Rodriguez-Orosz and Federico Fernandez
After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of…
Abstract
Learning outcomes
After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of funds, according to the moment in their life cycle and the characteristics of the initiative; highlight the challenges faced by start-up founders in weak entrepreneurial ecosystems and risky institutional environments; and argue in favor of or against different modes and typical instruments of venture capital (VC) investments in the early stages of new businesses, each of them different regarding dilutions, valuation potential, depth of negotiations and term sheets.
Case overview/synopsis
Asistensi, a technology and telemedicine start-up founded in 2020 in Venezuela by three entrepreneurs (Andrés Simón González-Silén, Luis Enrique Velásquez and Armando Baquero), raised US$3m in less than a year in a seed round in which it attracted the attention of professional VC funds such as Mountain Nazca, Alma Mundi Ventures and 468 Capital. Everything was set for launching operations in Mexico and the Dominican Republic in April 2021. However, a series of difficulties led to higher expenditure than planned, prompting the entrepreneurs to seek additional capital. The decision on the financial instrument to be associated with the potential valuation and shareholder dilution figures has been posed as a dilemma.
Complexity academic level
The case study focuses on understanding the start-up financing process. It can be used effectively in management- and finance-related subjects for graduate students taking introductory topics in entrepreneurship and entrepreneurial finance, as well as introductory executive education courses in entrepreneurship, entrepreneurial finance and VC.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS3: Entrepreneurship
Details
Keywords
Shounak Pal, Gaurav Gupta and Indranil Biswas
Entrepreneurship, Strategic management, Management information systems.
Abstract
Subject area
Entrepreneurship, Strategic management, Management information systems.
Study level/applicability
Undergraduate and graduate capstone course in entrepreneurship, strategic management or management information systems courses.
Case overview
This case study of a young technology firm, Codezin Technology Solutions, helps to analyze the challenges faced by such firms in emerging markets. Such markets are characterized by rapid turbulence in the market characteristics. The authors seek to analyze the role of disruptive regulatory changes, resulting in the growth of new startups, in affecting the growth and expansion of such young firms. Codezin was established in 2009 as a bootstrap company, to provide low-cost IT services to Indian small and medium scale enterprises (SMEs). Despite some initial success, it began to run into losses due to poor coordination and improper planning. After a period of struggle, the company stabilized its revenue from services business and expanded to mobile solutions, digital marketing, etc. But then the government of India announced the Startup India initiative at the beginning of 2016 to boost new ventures. Codezin did not qualify as per the government rules and thus failed to use the various incentives offered. Hence, it needs to determine a new strategy to compete with the onslaught of freshly funded startups but with a relative lack of market experience.
Expected learning outcomes
With the case discussion, the students will gain rich insights on technology businesses aimed at SMEs and the impact of changes in the regulatory regime in emerging markets like India. Further, they get to step into the shoes of the co-founders and choose between diversification vs new market development strategies, spurred by market disturbances and thinning competitive advantage.
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.
Details