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Case study
Publication date: 14 June 2016

Vasilika 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

Emerald Emerging Markets Case Studies, vol. 6 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 July 2022

Květa Olšanová, Gina Cook and Petr Král

This case was developed from both secondary and primary sources. The secondary sources include the company’s website and social media, social media sites and PR news reports…

Abstract

Research Methodology

This case was developed from both secondary and primary sources. The secondary sources include the company’s website and social media, social media sites and PR news reports. Primary sources include in-depth interviews with Nafigate Cosmetics executives. This case was classroom-tested with graduate students in an International Marketing course in Autumn 2021 and Spring 2022.

Case overview/synopsis

Nafigate Corporation is a small Czech company with a global presence and a solid organizational philosophy to create a better world through scientific knowledge and active use of technology. With innovative new products, Nafigate is poised to revolutionize the cosmetics industry. The case explores elements of branding, strategic decision-making and how to balance competing priorities during a company’s growth phase.

Complexity academic level

This case was written for use in International Marketing classes at the graduate level. In addition, the case could be used in International Marketing Communication courses and in CSR subjects. Students are encouraged to discuss building a competitive advantage, portfolio decisions in terms of brand differentiation, branding strategies, and most importantly, understand the complexity of the business decision-making process.

Details

The CASE Journal, vol. 18 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Abstract

Subject area

Marketing.

Study level/applicability

This case can be used in an international marketing course or module, at executive or MBA level, and is particularly suitable as a case on global branding.

Case overview

MTN was launched in 1994 as a leading provider of communication services, offering cellular network access and business solutions. After building up a successful operation in South Africa, achieving a market share of some 38 per cent (second only to Vodacom, the dominant mobile telecommunications provider), the group began its expansion into the rest of Africa in 1998. It was the first South African cell phone network operator to do so. The objective of this expansion was, despite the uncertain political and regulatory environment, to take advantage of the market opportunities in Africa, given its underdeveloped telecommunications infrastructure and the transferability of MTN's skills into other African countries. At the time of the case (June 2005), MTN had established itself in eight different African countries, with a subscriber base of 14.3 million in South Africa and 2.9 million in the rest of Africa, with plans for further growth in the territory and elsewhere. As a result of this international expansion, a major challenge was to ensure consistent branding in the different countries.

Expected learning outcomes

The expected learning outcomes are: to explore the challenges of international expansion into new markets; to understand global brand building strategies, how to create a consistent identity and how to build a services brand; to understand the challenges of implementing a marketing change strategy across different countries with different cultures and with employees with different agendas and to highlight the importance of people in providing a service and in delivering the brand promise.

Supplementary materials

Teaching note.

Details

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

Keywords

Case study
Publication date: 16 April 2015

Shalini Rahul Tiwari and Rakesh Chopra

Social Entrepreneurship/management of non-profit organizations (and non-government organizations).

Abstract

Subject area

Social Entrepreneurship/management of non-profit organizations (and non-government organizations).

Study level/applicability

Undergraduate/MBA/Executive MBA.

Case overview

PUKAR is a niche non-government organization (NGO) working on a unique concept of “Right to Research”. It has several themes aimed at democratizing research and broadening access to knowledge among the disenfranchised or the weakly institutionalized groups. The resulting output is disseminated through media such as lectures, Web site, books and newsletters, thus initiating local, national and global debates about future of these groups. PUKAR conceptualizes all projects around this philosophy, which are supported by few specialized funding organizations. Funding organizations, on the other hand, are trying to support many causes aimed at improving the quality of life of citizens of various countries. Thus, PUKAR's growth is constrained by limited funds. Nevertheless, PUKAR has been able to create transformation in the lives of youth who carry out these projects. PUKAR, therefore, faces a continuous challenge of conceptualizing proposals that are meaningful and impactful for the society and to stay true to its core philosophy.

Expected learning outcomes

The expected learning outcomes include: to understand the nature of challenges (both strategic and operational) faced by a niche NGO; to analyze how the strategy of an NGO evolves with time; to analyze the impediments of growth for a niche NGO; and to analyze the strategic options for growth and sustenance of an NGO.

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. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 May 2016

Sulagna Mukherjee, M. Durga Prasad and Sudeep S. Kumar

Financial Accounting and Corporate Finance.

Abstract

Subject area

Financial Accounting and Corporate Finance.

Study level/applicability

Undergraduate, Post Graduate and Executive Education.

Case overview

T.A. Pai Management Institute (TAPMI), a leading B School in South India had established its new campus in Badagabettu village, about 5 km away from Manipal, Udupi District, Karnataka. Though the campus housed about a thousand inmates, comprising students, staff and faculty members, a proper public transport system did not develop commensurate with other facilities. The TAPMI administration was flooded with requests from various stakeholders to find a solution to this vexed problem. The Dean Administration had three options before him namely convincing the existing private bus operator to run a new bus en route TAPMI, TAPMI purchases the bus by either paying cash or availing loan from a bank or TAPMI can take a bus on lease. The predicament before Dean was to find out the most economically viable solution.

Expected learning outcomes

At the end of this case discussion, the participants will be able to: understand the application of breakeven analysis; prepare income statement, balance sheet, cash flow statement and forecast of cash flows; evaluate financing and investing decisions by using various techniques; discuss and debate the different alternatives available to the organization.

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 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 August 2021

Wendy Du Plessis and Mark Peters

The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the…

Abstract

Learning outcomes

The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs.

Case overview/synopsis

The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable.

Complexity academic level

The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 9 September 2020

Thiroshnee Naidoo and Charlene Lew

The learning outcomes are as follows: understanding of the principles of choice overload and the impact of consumer choice overload on company sustainability and growth prospects;…

Abstract

Learning outcomes

The learning outcomes are as follows: understanding of the principles of choice overload and the impact of consumer choice overload on company sustainability and growth prospects; understanding of how several heuristics inform consumer decision-making; applying nudge theory to interpret and clarify the impact and consequences of nudges on consumer decision-making; and considering the challenge of a newly appointed CEO to influence consumer choice.

Case overview/synopsis

The case study and teaching note offers insights into the use of behavioural economics principles in consumer choice. The case study methodology was used to design, analyse and interpret the real-life application of behavioural economics in the retail sector. The case demonstrates how choice overload, dual process theory, decision heuristics and nudge theory play a role in consumer decision-making. The case offers insights into the application of behavioural economics to support the sustainability of a company in an emerging market context. Managers can use the findings to consider how to use behavioural economics principles to drive consumer choice. The application of behavioural economics to an industry facing challenges of sustainability offers new insights into how to design spaces and cues for consumer choice.

Complexity academic level

The case study is suitable for course in business administration, specifically at postgraduate level.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing

Abstract

Subject area

Economics, business management

Study level/applicability

The case study is relevant for MBA, Master's and under graduate (economics, international and business economics) students.

Case overview

Biocon is one of the top 20 companies from India in the Forbes list of “Best under a Billion” companies. It has emerged from being an enzyme-producing firm to a biotech powerhouse under the guidance of Ms Kiran M. Shaw. It is an innovative company with a varied scientific skill base and progressive manufacturing facilities for developing and commercializing biopharmaceuticals. This study attempts to explore the international foray of Biocon using the eclectic OLI framework. Entrepreneurship, need for integrated business model, innovation, quality control, etc. constituted the ownership (O) factors, important for Biocon to earn the more than compensating advantage in the overseas market. The locational factors were less important in case of Biocon as the global expansion was driven by a motive of either market seeking or cashing in on the cost advantage of its operations. The dominant mode of entry has been the joint ventures. The overseas patterns exhibited by Biocon can be captured fully by the O-L-I framework.

Expected learning outcomes

To understand the economic theory of OLI and the ownership, locational and internalisation advantages, link the OLI framework with the international foray of Biocon, Biocon's internationalization journey, major overseas deals signed and the economic rationale behind the deals.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 September 2022

Sasmita Swain and Sri Krishna Sudheer Patoju

This paper aims to explain the theory of stakeholder, value chain analysis and triple bottom line sustainability approach.

Abstract

Theoretical basis

This paper aims to explain the theory of stakeholder, value chain analysis and triple bottom line sustainability approach.

Research methodology

The present case was developed from both primary and secondary data sources. The primary sources included visits to Global Enterprises and collected data through a structured interview. The secondary sources included enterprise annual reports and websites.

Case overview/synopsis

This case presents the innovative approach adopted by a for-profit social enterprise, utilizing locally available resources, changed products and an improved business model to deliver the desired social impact. It highlights the challenges social entrepreneurs face and how the people at the grass-root level are uplifted through the success of a social entrepreneurial venture. The case study is based on an interview conducted with the founder and managing director of Global Enterprises and other stakeholders (farmers, women artisans and employees). An interview schedule was used for conducting the interviews. The researchers tried to understand the business model deployed, stakeholders involved, challenges faced, competencies needed and strategic decisions made by the social entrepreneur that helped the enterprise become sustainable. The social problems identified by the entrepreneur include unavailability of quality raw material at a reasonable price on time; financial scarcity and massive dependence on non-institutional financial sources; lack of product development, market research and production; and the high price of handmade products compared to factory-made products. The case explains how the entrepreneur addressed the problems of cotton farmers, women artisans and local youths through his enterprise. The case also explains how he could make a social venture sustainable in the long run.

Complexity academic level

This case targets graduate-level students and is designed to be taught in Entrepreneurship, Social entrepreneurship, Rural entrepreneurship, Business administration and Entrepreneurship development. It can also be used for other programmes, where problem identification, opportunity recognition, stakeholder analysis and porter's value chain analysis are taught.

Details

The CASE Journal, vol. 18 no. 6
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 14 January 2019

Venkatesh Murthy

The learning outcomes are as follows: to gain insights into an immigrant community with an emphasis on positioning stakeholders using power, legitimacy and urgency constructs; to…

Abstract

Learning outcomes

The learning outcomes are as follows: to gain insights into an immigrant community with an emphasis on positioning stakeholders using power, legitimacy and urgency constructs; to help participants dwell on a decision-making process under challenging circumstances; and to help learners understand the level of commitment and efforts needed in initiating and sustaining a volunteer initiative. At the micro level, the case helps learners understand the nature of an interaction between two distinct social groups (ragpickers and volunteers). At the macro level, the case helps the learners understand the way marginalised migratory communities think and behave in the larger scheme of politics, religion and ever-increasing migration at the global level.

Case overview/synopsis

This case is about an informal educational activity initiated by a group of volunteers who intend to eradicate illiteracy amongst ragpickers’ children in Rohtak, a small city in Haryana, India. This town has a population of <0.4 million and houses several immigrant families who come from different regions of India. Most immigrant families are into construction and rag picking. The localites mostly perceive ragpickers as undocumented immigrants from Bangladesh. Usually, most ragpickers’ children engage in garbage collection and do not attend school. In this backdrop, a group led by Mohan set up an evening class in an open ground, which in turn attracted several children from both the ragpicker and local communities alike. However, after a few days, the harsh weather made the volunteer team to shift the classes to a closed room. The shifting from the open ground to the closed room infuriated the parents and resulted in the parents not allowing their children to go to school. In this context, the volunteer team has to decide whether to continue the voluntary school or shut it down.

Complexity academic level

Executive, Under-Graduation and Post Graduation

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

Keywords

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