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Case study
Publication date: 1 July 2011

Vasilika Kume

Entrepreneurial issues with sub-themes on leadership, decision making, environmental scanning and strategic management, change management.

Abstract

Subject area

Entrepreneurial issues with sub-themes on leadership, decision making, environmental scanning and strategic management, change management.

Study level/applicability

Undergraduate business and management; MBA/Master's management courses.

Case overview

The case “Gazi,” examines the life, career and leadership style of a successful entrepreneur. In Gazi case we meet a 25-year-old guy who understood instinctively how to bring markets and products together. His first endeavor was selling spare parts, together with his family members. With time passing he is engaged in a number of ventures, all of them successful. It is the case when an entrepreneur is in a crossroad: he possesses the necessary finances but lacks ideas. The question is: what's next? This case illustrates the management challenges faced in moving from a very centralized economy to a free market one. It also raises issues having to do with the management of changes that are viewed as radical by those being affected.

Expected learning outcomes

The goal is for students to assess the characteristics of a leader and entrepreneur, and try to provide solutions to dilemmas that accompany it. Next goal is studying the Albanian business environment, and achievements to date presented, to provide suggestions on the strategy that should follow Gazi, as well as alternatives to the appropriate business.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 August 2021

Girgis Dimitri and Virginia Bodolica

Upon completion of this case study analysis in class, students should be able to distinguish the different steps and actions involved in the entrepreneurial venture creation;…

Abstract

Learning outcomes

Upon completion of this case study analysis in class, students should be able to distinguish the different steps and actions involved in the entrepreneurial venture creation; evaluate the extent to which an entrepreneurial idea represents a commercial success or practical failure; apply relevant strategy frameworks to estimate the complexities associated with the management of a small startup; and debate about the pros and cons of different strategic options and offer viable advice for decision-making.

Case overview/synopsis

This case follows the entrepreneurial beginnings of a college student, Mohsen Shahin, whose early initiation into the world of business commenced from a serendipitous win of a small fortune in a raffle in London, UK. The case study illustrates the protagonist’s dilemma of whether to spend the winning on everyday pleasures of his life as a teenager or to venture in an entrepreneurial undertaking. Following his father’s advice, Mohsen ultimately decides to exchange his prize for money and use it for launching Speedways, a luxurious car servicing garage in London’s downtown. The case further elaborates on some initial struggles he faced as a young entrepreneur and continues with his decision to pursue higher education in Dubai, United Arab Emirates, which forced him to handle his managerial responsibilities from a country thousands of miles away from his garage. Eventually, Mohsen makes the hard decision to sell Speedways and realize his grown ambition of exploiting his prior business experience to embark on new adventures in his life. The case culminates with Mohsen having to choose between either opening his own company in the premium car care industry in Dubai or pursuing his post-graduate studies at a prestigious university in the USA – a critical decision he has to make promptly, as he is short on time.

Complexity academic level

Upper-level undergraduate courses.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 11 Strategy.

Details

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

Keywords

Case study
Publication date: 20 September 2018

Sang Kim Tran and Le Ngoc Hoang Yen

Decision-making seems simple, but, in reality, it is not an easy task to decide the cause for its profound result or consequence, leading to inevitable failures. Therefore, a…

Abstract

Subject area

Decision-making seems simple, but, in reality, it is not an easy task to decide the cause for its profound result or consequence, leading to inevitable failures. Therefore, a leader must recognize whether there is something incorrect so as to avoid bad results. A good leader is a person who carefully reviews and analyzes aspects of a problem, knows the strengths and weaknesses of his organization and evaluates what the advantages or risks are. It cannot be denied that the appropriate options will reap many benefits to the business. For such important things, this paper will discuss the dilemma of Viettire, a tire distributor company in Vietnam. Accordingly, its CEO was worried about what strategic option he should adopt to approach the Myanmar market while ensuring a strategic fit to its company’s resources and capabilities and also to the overall market demands of the tire industry environment in both countries. However, with different ideas, the expansion strategies in this new market become controversial. The General Director and Founder of Viettire were wondering how Viettire could expand its existing business into Myanmar. To expand the company to new emerging market in Myanmar, Hoang Nguyen – CEO of Viettire – had conducted a strategic analysis of external environment factors to define the opportunities and threats when doing business in Myanmar by using Porter’s five forces model, S.W.O.T and competitive advantages analysis. The results indicated that Myanmar’s business environment is highly risky for foreign investors because of uncertain political, economic, social reforms in the process. Among three options, namely, exporting, licensing and wholly owned, however, Option 2 is illustrated as the best strategy for its dilemma.

Study level/applicability

Postgraduate/Graduate Business level.

Case overview

As for a market mechanism, what produces, how and for whom, is not the business’s demand but the consumer’s demand. The business sells only what the market needs, not what it has. In the period of increasingly competitive conditions, stabilizing and expanding markets are a prerequisite for survival. If stability is seen as a “defensive” way, expansion is a “defensive attack” like trying to hold on the “pie” that the market gives to itself. This strategic action is to strengthen regular, close relationships with existing customers and establish new customers. As a result, the potential market is transformed into a target market. Hence, decision-making of which market, which method is the issue that a leader has to think the choice to avoid risks. Mr Hung, Viettire’s co-owner, suggests that Myanmar should be taken into account as a company’s new entry, thus exploring this potential market to increase the company’s growth and profitability. In the progress, Viettire’s marketing team had been doing a thorough tire market investigation in Myanmar. It was concluded that this emerging country, especially Yangon City, was the most suitable for those who were willing to embark on an overseas investment expansion. They believe this was a good opportunity to gain market share compared with other entrants and competitive rivals; if Viettire hesitated to invest, others definitely had jumped in with a first-mover advantage. However, the CEO, Mr Hoang, was worried about what strategic option he should adopt to approach this new market while ensuring a strategic fit to its company’s resources and capabilities and also to the overall market demands of the tire industry environment in both countries.

Expected learning outcomes

Understand the basic decisions that firms contemplating foreign expansion must make: which markets to enter, when to enter those markets and at what scale. Recognize the current strategic decisions an organization is facing: positioning, portfolio and market expansion approach. Learn how to develop an effective strategic plan. Be familiar with different strategies for competing globally and their pros and cons. Evaluate various strategic options and decisions in accordance with a company’s resources and capabilities.

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. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 September 2017

Joe Anderson, James I. Hilliard, Josh Williams and Susan K. Williams

Josh Williams is a Student at the NAU who has driven buses on campus and wants to improve the transportation on campus. He is convinced that purchasing a new type of bus that is…

Abstract

Synopsis

Josh Williams is a Student at the NAU who has driven buses on campus and wants to improve the transportation on campus. He is convinced that purchasing a new type of bus that is more fuel efficient, has larger capacity, better designed for boarding, and has a longer life is worth the higher purchase cost. He sets out to prove it by creating a discounted cash flow (DCF) analysis. Since many of the estimates for the DCF analysis are uncertain, he decides to perform a Monte Carlo simulation (MCS) analysis. Students are asked to step into Josh’s role and perform the analysis.

Research methodology

Josh Williams was a Student in the authors’ MBA program. Both authors teach in this program and one author was the Advisor for Net Impact and worked with Josh to present his idea to the university administration. The authors have changed a name or two but otherwise, the case describes a real situation in a real organization without disguise.

Relevant courses and levels

The authors have used this case in a first semester MBA-Applied Management course, Decision Modeling and Simulation. Students already have experience with DCF analysis and have been introduced to MCS. With this case, students apply MCS at the conclusion of a three-week module on predictive analytics. Students have run at least two MCS models and have become comfortable with the software. The case would also be appropriate for a senior-level undergraduate course such as business analytics or management science. It might also be useful for other courses that include the MCS modeling technique learning objectives such as project management.

Theoretical bases

This case provides an opportunity for students to perform an MCS analysis. MCS is useful when many of the inputs to a DCF analysis (or any model) have been estimated and the modeler is concerned that the estimates are uncertain and could perhaps be a range of values. MCS can be used to understand the effect of this uncertainty on NPV which in turn may affect the decision. The case could also be used without MCS focusing just on the DCF analysis with deterministic sensitivity analysis.

Details

The CASE Journal, vol. 13 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 17 October 2012

Monica Singhania and Syed Ashraf Husain

Accounting and finance, entrepreneurship and business strategy.

Abstract

Subject area

Accounting and finance, entrepreneurship and business strategy.

Study level/applicability

The case is suitable for the following courses: post graduate programs in entrepreneurship; executive training programs for middle and senior level employees; and MBA/post graduate programs in management in strategic management.

Case overview

The case deals with an entrepreneurship venture whose initial business model appeared to be faltering with the founder wondering about the future of the company. After Ommune Solutions' (founded 2010) initial business plan failed, the company started offering IT outsourcing services to Indian customers. However, the company was spending more that it was earning and the CEO generated additional revenues through independent consulting. By 2012 a customer relationship management (CRM) tool was also ready for release. The company was another IT start up yet to find a firm footing. The CEO wondered whether he should continue to build the company and, if so, in which direction?

Expected learning outcomes

These include: the use of SWOT analysis as a tool to aid strategic decision making along with Porter's five competitive forces model and the BCG matrix; using cost benefit analysis for evaluating business decisions; understanding the complexities involved in a strategic planning process; and identifying unnecessary cost and increasing revenue generation for expansion and maximizing profitability.

Social implications

The case provides insight on challenges faced by a venture at an early stage in the business environment and the venture is analyzed in depth. It gives students a perspective on decision making and adapting to scenarios where initial business plans appear not to have succeeded.

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. 2 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 8 October 2014

Caroline Minialai and Gérard Hirigoyen

Intergenerational transmission is a paramount managerial and patrimonial issue. Although planning and governance tools are being developed and spread in business, the handling of…

Abstract

Subject area

Intergenerational transmission is a paramount managerial and patrimonial issue. Although planning and governance tools are being developed and spread in business, the handling of emotions often remains the key to a successful process. It is within the framework of the paternalistic Moroccan society that we are led to question the psychology and emotions of the stakeholders in the transmission of this small services business.

Study level/applicability

Masters students in Family Business, Management Science, Entrepreneurship, Small Business Management.

Case overview

After 19 years of existence, Moroccan Shipping is confronted at the beginning of 2010 to the issue of the sustainability of the family business. The founder directs his affair with an iron fist, and his sons, who were educated abroad, are determined not to get fooled. The father claims he wishes to be relieved from daily operations and handover part of his responsibilities to his second son. At the same time, the youngest doesn't feel like he fits in the present firm's configuration and is ready to quit.

Expected learning outcomes

This case study will lead users to work on several managerial dimensions of small family businesses in emerging economies. At first, the entrepreneur's traits might be highlighted, as they deeply affect the way the succession process may be handled. However, as the Middle East and North Africa (MENA) specificity, the Moroccan family system will be taken into consideration to better analyse both the incumbent and the successor behaviours. Management tools may then be discussed to help with the transfer of both power and ownership in family businesses.

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. 4 no. 5
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 July 2023

Jamie O'Brien and Anna R. Antos

The technical report released by the National Transportation Safety Board, along with the primary flight cockpit voice recorder data and archival interview data, were used as the…

Abstract

Research methodology

The technical report released by the National Transportation Safety Board, along with the primary flight cockpit voice recorder data and archival interview data, were used as the basis for this case. Other available public data such as news reports were used to round out the synopsis of the case study.

Case overview/synopsis

United Express Flight 5925 was a scheduled commuter passenger flight operated by Great Lakes Airlines with a Beechcraft 1900 twin turboprop. It was a regularly scheduled flight from Chicago O'Hare International Airport to Quincy, Illinois, with an intermediate stop in Burlington, Iowa. Drawing from various first-hand accounts (cockpit voice recorder) and secondary evidence (news reports, archival interview data, and online sources) of the tragedy, the case provides a detailed account of the key events that took place leading up to the accident at Quincy regional airport. The case describes how the radio interactions, a jammed door and degradation of situational awareness all contributed to the accident. Through many of the quotes in the text and eyewitness accounts, readers gain an understanding of the impressions and perceptions of the pilots, including how they felt about many of the critical decisions in the last minutes of the flight and the situation at the airport.

Complexity academic level

When the authors teach this case, the students are required to read it as pre-reading before class. Various readings and materials (see supplemental readings below and Exhibit 3) are made available to students before class, and the instructor can choose to use some of these materials to further explore areas of interest. This case is best explored over a 90-min session but could be expanded to take up one 3-h session. This case can be covered in an undergraduate senior capstone organizational behaviour seminar, any general organizational behaviour class (including introductory in nature), an undergraduate communication theory class or an MBA class that focuses on applied organizational behaviour concepts. It works particularly well in the MBA class, as students with work experience can make the links between the behaviours explored in the case and their everyday workplaces.

Case study
Publication date: 20 January 2017

Robert D. Dewar

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights…

Abstract

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

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: 6 November 2017

Mukesh Sud, Supriya Sharma and Valerie Mendonca

Ujwal Kalra founded Memorable Shaadi in 2014 while awaiting admission to the Indian Institute of Management Ahmedabad. The startup offered services connecting clients and vendors…

Abstract

Ujwal Kalra founded Memorable Shaadi in 2014 while awaiting admission to the Indian Institute of Management Ahmedabad. The startup offered services connecting clients and vendors in the Indian wedding industry. The case elaborates Ujwal's journey as an entrepreneur and the choices he made including hiring a co-founder and working remotely while pursuing an MBA. Ujwal now faces a dilemma: should he accept a plush consulting job through campus placement or go back and scale the firm? Memorable Shaadi highlights the classic dilemma facing entrepreneurs and the choices they need to exercise at different phases of their venture.

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: 2 January 2020

Virginia Bodolica and Martin Spraggon

Reflect on the influence of different lifecycle stages on the strategy of a family business; evaluate the impact of family, industry and company dynamics on the evolution of a…

Abstract

Learning outcomes

Reflect on the influence of different lifecycle stages on the strategy of a family business; evaluate the impact of family, industry and company dynamics on the evolution of a family firm; assess the impact of ownership, governance and succession considerations on the sustainability of a family firm; and develop decision-making skills to overcome specific dilemmas and secure the family business longevity.

Case overview/synopsis

Five industries, three generations and one family business. What started off as an entrepreneur’s ambition, Almajid Limited has proven itself to a sustainable source of revenue and a diverse portfolio of businesses for multiple generations of a Saudi Arabian family. This case study offers an exclusive opportunity to follow the tumultuous journey of a Saudi family business and analyze the different phases of its evolution over seven decades and three generations. In particular, the case aims to highlight the complexities surrounding the management of a family firm and illustrate how various lifecycle stages stemming from a number of areas (e.g. family, company, industry, ownership and governance) simultaneously influence the family business strategy. Being deeply embedded in the context of Saudi Arabia, the case unveils the unique challenges of managing a family business in a conservative cultural setting. The case study is divided into four parts, with each of them putting the emphasis on a different lifecycle area of significance for the evolution of the family business. Each part culminates with the identification of an area-relevant dilemma that needs to be addressed for the family firm to be able to move into the next stage of its development. Part A focuses on the family area or axis, the Part B on the industry axis, Part C on the company axis, while Part D is based on the sustainability axis, which embraces as many as three dilemmas in relation to the ownership, governance and succession in the family firm. Moreover, each part incorporates a timeline of critical events that contributed to the emergence of a specific dilemma and a culturally-rooted anime that helps the readers visualize the story, picture somebody else’s reality, and empathize with the key protagonists of the case to achieve optimal decision-making.

Complexity academic level

Graduate audience: Master of Business Administration or Master of Global Entrepreneurial Management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

1 – 10 of over 2000