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1 – 7 of 7Julie Hennessy and Evan Meagher
This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.Helmut Schmidt, product manager for Hohner…
Abstract
This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.
Helmut Schmidt, product manager for Hohner Musikinstrumente GmbH & Co. KG, the world's foremost manufacturer of harmonicas, accordions, melodicas, and ukuleles, was sitting at his desk reviewing his first assignment from the company's senior executive team. Schmidt had been asked to calculate the break-even point for the company's flagship product, the Marine Band harmonica, under a number of different scenarios.
After completing the exercise, students should be able to:
Calculate unit contribution and margin
Calculate break-even units and market share
Calculate unit contribution and margin
Calculate break-even units and market share
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Keywords
Wiboon Kittilaksanawong and Margaux Afanyan
Competing in Emerging Markets; Internationalization of Service Firms; Global Marketing.
Abstract
Subject Area
Competing in Emerging Markets; Internationalization of Service Firms; Global Marketing.
Study level/applicability
Senior undergraduate or graduate students in business schools.
Case overview
Uber first entered the South Korean taxi hailing service in Seoul in September 2013. In March 2015, the company shut down its operations after being charged for operating an illegal service. However, in January 2016, Uber decided to re-launch Uber’s premium service, UberBLACK after working with the city government. Given the country’s unique characteristics, was the decision to re-enter the market justifiable? Would Uber’s new strategies including partnering with a local company be sufficient? How could Uber gain more market share against its local powerful competitors?
Expected learning
Outcomes This case allows students to understand the challenges of internationalizing services of a global company in an emerging market that has strong national cultures and domestic preferences. The students will learn how to analyze the country and industry external environment as well as internal resources and capabilities to formulate the appropriate market entry strategies and to effectively implement them. The students will also learn the critical role of host country government and how to manage its relationship, the first- and second-mover advantages/disadvantages and the sustainability of innovative business models.
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
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Pooja Sharma, Sanjay Bhattacharya and Avi Jain
This case study aims to understand the criticalities of hiring in a knowledge-based start-up; the various ways of retaining talent in a knowledge-based start-up; the competency…
Abstract
Learning outcomes
This case study aims to understand the criticalities of hiring in a knowledge-based start-up; the various ways of retaining talent in a knowledge-based start-up; the competency requirements of human resource professionals in start-up organizations; the trade-off between business profitability and the R&D drive of the company; and the various organizational structures available for a knowledge-based start-up.
Case overview/synopsis
Ayush Jain, a first-generation entrepreneur, is facing a challenge with his start-up, TechShlok. TechShlok is an IT solution provider with its headquarters in Jaipur, India. The company is doing very well and is able to achieve many accolades. As the company grows in business and employee strength, it is facing talent acquisition and retention challenges. Ayush is in a fix to solve the talent issue and retain the key talent of the organization.
Complexity academic level
The case can be taught in a Human Resource Management course, including “talent management” and “human resource planning”. The case may be taught at upper undergraduate levels. It can also be taught in courses of entrepreneurship and knowledge-based start-ups.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Boris Urban, Stephanie Althea Townsend and Amanda Bowen
At the end of the case discussion, the students should be able to: evaluate the factors influencing entrepreneurship in an African context; discuss the relevance of developmental…
Abstract
Learning outcomes
At the end of the case discussion, the students should be able to: evaluate the factors influencing entrepreneurship in an African context; discuss the relevance of developmental entrepreneurship in an African context; assess an enabling environment and ecosystem for stimulating entrepreneurship; analyse and resolve practical issues in starting a business under challenging conditions; understand how accelerator programmes work in an African context; appreciate how partnerships can be leveraged to foster entrepreneurship; evaluate relevant business models and their challenges to grow enterprises; and understand the social entrepreneurship journey of a founder.
Case overview/synopsis
In March 2019, Elena Gaffurini, managing partner of DEV Mozambique (DEV), sat down to evaluate the business. DEV, based in Maputo and launched in 2015, was a consulting and services company supporting entrepreneurial development in Mozambique, by training and supporting small businesses in agricultural-related sectors to improve food security. Gaffurini – a self-proclaimed purpose-driven person – now questioned whether DEV’s impact on social and economic development was significant enough to justify the effort she and her team put into it and whether DEV should reconsider its current business model to create more impact.
Complexity academic level
Postgraduate: MBA and Executive Education.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
Details
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This case presents the challenges facing a new pastor at Whitney Avenue Congregational church. For many years the church has seen declining membership. Karl, the new pastor, is…
Abstract
This case presents the challenges facing a new pastor at Whitney Avenue Congregational church. For many years the church has seen declining membership. Karl, the new pastor, is expected to help foster growth, but as he has learned, some organization members fear that he may want to change more than they would like to see changed. Karl must decide how to conduct himself at the next church council meeting. He also must decide on an approach to effect positive change in the organization.
Tathagata Bandyopadhyay, G. Raghuram, Yashoverman Sharma and Niraja Shukla
Kolkata Port (KoPT) had achieved a turnaround from having made a loss of Rs 7.5 crores (cr) in the year 2000–01 to a net surplus of Rs 465.1 cr in the year 2006–07. A variety of…
Abstract
Kolkata Port (KoPT) had achieved a turnaround from having made a loss of Rs 7.5 crores (cr) in the year 2000–01 to a net surplus of Rs 465.1 cr in the year 2006–07. A variety of initiatives had been taken during the intervening years with a focus on tariff rationalization, revenues from alternate sources, infrastructure development and productivity improvements. While these had yielded results, there was a fundamental issue of operational complexity and inability to compete due to the locational disadvantage. KoPT was a riverine port with two locations, 232 kms and 115 kms upstream on the Hooghly with draft limitations.
Two significant studies having implications for future strategies of KoPT had recently been submitted in March and November 2007. The top management of the port, including the Chairman who was responsible for driving many of the initiatives, was concerned that it may not be possible to achieve long term sustainable growth continuing with the strategies used so far. A well thought out future roadmap, breaking away from the present thinking, was essential sustained growth.
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Amrita Harshvardhan Bihani and Nimit Ashwinkumar Thaker
The case focuses on the following theoretical basis: • conflict management and its resolution; • multiculturalism and workforce diversity through the lens of Hofstede model; and …
Abstract
Theoretical basis
The case focuses on the following theoretical basis: • conflict management and its resolution; • multiculturalism and workforce diversity through the lens of Hofstede model; and • the Policies, Legal, Universal, and Self model of ethical of building an ethical organization.
Research methodology
Field study with the leadership team as well as with the key talent (people).
Case overview/synopsis
Conflictorium, situated in Ahmedabad since 2013, is a museum which acknowledges and discusses conflict through various art forms. Since its inception, the museum has fostered values like diversity, transparency and care reflecting in how it deals with its people and finances. Now, as the museum plans to reach out to new audiences, it is confronted with a challenge to preserve its cherished values and still expand its activities.
Complexity academic level
This case study is intended for graduate and postgraduate management students.
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