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Business ethics, corporate social responsibility (CSR), corporate strategy and public administration.

Undergraduate (final year) and Master level course (e.g. MBA, EMBA, Master in management and Master in public administration).

This case accounts the experience of a Malaysian Governmental Development Agency cum City Council, Bintulu Development Authority (BDA), in organizing and strategizing its CSR initiatives so as to discharge its self-interests and societal expectations. BDA was established following the discovery of huge reserves of natural gas and oil offshore in Bintulu, an industrial town in the state of Sarawak, Malaysia. It serves as the governmental instrument to undertake and coordinate development initiatives in Bintulu. There have been several driving forces prompted BDA to be more vigilant in discharging its social obligations along with its statutory obligations as a development agency and municipal services provider. They are, namely, the BDA Ordinance 1978 that governs its legitimate existence, the emergence of social media era that alters the access of people to information, the growing ecological and social concerns, and the unpredictable geopolitical environment that makes the logic of long-term strategic planning questionable. To ensure discharging its statutory and social obligations, BDA articulated vision and mission statements with strong social orientation. Two master development plans, embedded with social and environmental considerations, have guided BDA in translating its strategic mission into real structured development and action plans from 1978 to present. Through institutionalization of CSR elements as part of the organization's core business routines, annual budget allocation, performance control and reward mechanisms, CSR becomes an organizational routine of value to BDA.

This case has three learning objectives: it assists students to understand the contextual background of the case so as to establish the strategic position of CSR initiatives within the organization; it assists students to assess the embeddedness of CSR in an organization's core business routines and its potential sources of value creation; and it encourages students to examine the possible critical factors that enable or impede the initiation and implementation of regular CSR programs in an organization.

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This case study focuses on the problems that a company have in segmenting a local market of a gas distribution company and some strategies that they can use for developing a viable market segmentation to target the right segment that will provide a good economics, revenue base customers who also have the mindset to change to a new product. At the end of this exercise, students should have a clear understanding of the following: the essentials concepts of market segmentation, targeting and positioning and how they can be leveraged so that businesses increase their returns; the main elements/steps that drive market segmentation and business positioning; the appropriate methods for market segmentation when targeting local markets for a city gas project; and the challenges companies might face when changing a product.

In 2018, commercial customers began asking Abu Dhabi National Oil Company (ADNOC) Distribution to provide a sustainable solution to ensure a continuous supply of safe gas and avoid the interruptions and hazards associated with the supply of liquefied petroleum gas (LPG) to their premises. The request was discussed with the ADNOC marketing, supply and trading (MST) Division to investigate the possibility of growing the natural gas business in the Emirate of Abu Dhabi, thus contributing to the Emirate’s security, economy, environment and community, and ultimately to ADNOC Strategy 2030. Khaled Salmeen, Director of the ADNOC MST Division, believed that industrial customers accounted for higher business volume and profitability. Nevertheless, he advised Shuhab Al Shehhi, the City Gas Project Manager, to study the potential benefits in targeting both residential and commercial customers as part of ADNOC’s responsibility towards community engagement and investments. Al Shehhi had to address several questions: How could the City Gas Project be strategized and positioned so as to target all market segments? What were the potential outcomes? Would targeting all market segments strengthen ADNOC’s brand position?

This case study was written for Marketing and Strategic Management courses in Bachelor of Business Administration programs.

Teaching Notes are available for educators only.

CSS: 8 Marketing

The case helps to introduce some of the elements of strategic management process, which are vital for competitive advantage, particularly for the public utility services such as MSWM. It intends to achieve the following objectives: analyse the external environment for MSWM industry in India; analyse the internal organizational environment for a firm’s strategic competitiveness; introduce the concept of value and value chain understand the role of Stakeholder groups; understand the concept of public–private partnerships (PPP); and understand the role of technology in sustaining a competitive advantages.

This case focuses on entrepreneurial venture of Gaurav Sharma and his team who intend to transform the landscape of Municipal Solid Waste Management (MSWM) industry in the country. THANKYOU (letsthankyou.com) is a Jaipur, India-based enterprise offering waste management solutions across different verticals. It was founded in 2016, following an opportunity in the waste management industry unleashed by the Government of India’s (GOI) new MSWM 2016 rules making it mandatory for the waste generators to manage (segregate, process, transport and disposal) their own waste. After initial examination of MSWM service scenario in the country, Gaurav and his two team members realize that a lack of integration among the multiple entities of waste management value chain is the root cause of the current poor state of affairs. So, they come up with an online marketplace, which offers a one-stop solution for the waste management of general households, residential settings and corporate. With initial projects implemented in the decentralized mode offering unit-level services such as door-to-door waste collection, on-demand waste pick-up and waste audits for corporate, the company has eventually got an opportunity of working on a centralized MSWM project for a leading hotel. Indeed, the company has the first mover advantage of entering the government controlled MSWM industry. However, to move forward, the THANKYOU team must address some fundamental issues in the industry: How to integrate the informal and formal sectors involved in waste management to achieve economies of scale? How to make land-filling the least preferred option of waste management? How to use technology to enhance the efficiency of MSWM value chain?

The case can add value to a course on strategic management at the post-graduate level. It highlights the role of external and internal environment analyses in the formulation of business strategy, ultimately leading to a firm’s strategic competitiveness. In a strategic management course, the case can be used to discuss introductory topics such as the analysis of internal and external environment; value creation by leveraging internal resources and capabilities; analysis of a firm’s dependence on its stakeholder groups; ascertainment of the profitability driver for a firm’s business model; and the concept of PPP.

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CSS 11: Strategy

The case learning objectives and discussion questions relate very closely to several theories related to branding, including brand positioning, brand growth, brand management, customer value proposition, brand matrix and brand identity.

The information provided in this case was gathered by the author through personal interviews and email exchanges with Jordan Boyes, managing broker and owner of Boyes Group Realty Inc. Secondary research was also conducted to gather relevant academic materials, as well as industry and competitor information.

Jordan Boyes opened Boyes Group Realty Inc. in 2015 after working as a Realtor® at another private realty firm in Saskatoon, Saskatchewan for several years. They offered buying and selling services in the areas of commercial, residential and farm real estate. Over the past five years, they had experienced strong sales numbers and growth in the number of new agents joining the company. However, Boyes saw untapped potential in the marketplace and wanted to develop a brand strategy that took the best advantage of brand extension opportunities to drive the continued growth of his company.

This case is suitable at the undergraduate level for a branding course, marketing strategy course or services marketing course. The case is best used to apply the concept of developing brand identity and making strategic decisions in a service-based organization.

Marketing, entrepreneurship, operations management, and transportation/logistics.

The case is suitable for junior, senior undergraduate and first-year graduate business classes. It can be used entirely in business classes in marketing, entrepreneurship, operations management, and transportation/logistics, and parts of it can be used for discussions in classes related to emerging economies/markets, environmental management, sustainability, and technology management.

The case builds on the expansion plan considered by a young software company, called Hangzhou Omnipay located in the city of Hangzhou, China. Mr Chao, Vice President (VP) of Omnipay, is the main character of the case. He was aware of the current car-sharing industry leader – Zipcar headquartered in Boston and also identified multiple stakeholders in the city for decision making. By collaborating with a global student project team, Mr Chao collected a great deal of information and data. This teaching case provides students and educators ample opportunities to examine, from a multitude of aspects, the viability of a car-sharing service in Hangzhou.

The central goal is to help students gain a comprehensive understanding of the role of car-sharing service in a country's development in sustainability, socio-economy, environmental commitment, and new urban life style, as well as in a technological company's active pursuit of business expansion opportunity. In addition, students will not only understand the social, cultural, technological and strategic perspectives of car-sharing service implementation, but also develop and enhance analytic skills needed to conduct fundamental cost analysis, determine a base-line pricing scheme, and service location network design.

Teaching notes are available, please contact your librarian for access.

The learning outcomes of this study are as follows: identify key elements of luxury branding in the context of a new residential real estate brand; select target segment/s and outline the sales pitch for a luxury residential real estate brand; plot the pre-sales stage of the customer journey path (CJP) for a luxury residential real estate brand; and plan a pre-sales customer engagement strategy for a luxury residential real estate brand.

This case enumerates Aldeola de Siolim, Goa’s (ASG) pre-sales promotional challenges. ASG was an upcoming luxury residential property in Goa, India. Venky Infar – the developer of ASG – a family-owned civil construction firm – wanted to diversify into Goa’s vibrant luxury housing market. In India’s housing market, the success of a project often depends on the “pre-sales,” i.e. attracting target customers and maximizing the sales before the construction. V. Rama Rao, the project manager’s task, was challenging because ASG and Venky were new entrants in a mature and competitive market. However, Rao was determined to capture a slice of this lucrative market. The case discusses the following four points to help the students understand the marketing challenges and decision context. First, ASG’s key attractions, second, overview of the Indian real estate market, third, characteristics of Goa’s luxury home market and finally, Customer Journey Path for residential real estate purchase. The case elaborates on the nuances of strategic dilemmas and and presents competitors' practices and emerging consumer trends.

The case will help students analyze and formulate a pre-sales promotional plan for a luxury real estate product. It is suitable for marketing elective courses, e.g. branding, sales management and luxury management.

Teaching notes are available for educators only.

CSS 8: Marketing

This case study focuses on basic business approaches in the decision-making by considering owners and stakeholders’ perspective in highlighting the related issues in customer service, marketing (marketing mix and product mix), strategy, business management and operational management of the sport business in the private sector of Abu Dhabi. At the end of this exercise, students should have a clear consideration of the following: understanding of the equestrian business products and services elements, description of the marketing mix the equestrian business products and services elements, definition of the product mix approach of the marketing mix in equestrian business management, distinguishing needs of product mix alternative decisions approach in equestrian business management in the private sector and labeling of two main customer services based issues and propose a solution using product mix alternatives approaches (expand/eliminate).

Mandara Equestrian Club (MEC) was the culmination of a dream for Faysal Urfali, a Lebanese entrepreneur, and his wife, who lived in (and loved) United Arab Emirates (UAE) for more than 20 years ago. The dream started in 2012, when the Urfali family was vacationing in Spain. They fell in love with the Arabian breed of horses, famous for their wide, flat forehead, soulful eyes, broad muzzle, erect ears, slender neck and flowing, shining mane. Arabian horses are also renowned for their beauty, loyalty, strength and intelligence. Arabian horses are an intrinsic part of Arabian tradition and heritage, always described in Arabic literature as a sign of pride, courage and dignity, in recitation legends of wars. The Urafalis did not have experience with horses during that period, but that did not stop them from starting an equine business in the UAE, specifically in the Emirate of Abu Dhabi. Urfali started MEC in Al Rahba City, a small town in the north site of Abu Dhabi, the Capital of UAE. At its inception in 2013, MEC was open only for private use. In 2014, Urfali decided to open the club to the public due to high demand from visitors and horses’ lovers who were visiting the place to see the horses and request horse rides. MEC carries forward Urfali’s passion for Arabian horses, as it specializes in the care and training of show horses. MEC also offers other equine activities and services for both horse owners and horseback riders. In early 2019, Urfali conducted a meeting to assess MEC’s financial statements and discuss daily business operations. The meeting determined that the club was facing several business challenges to address which, it needs some substantial changes in order to maintain its smooth-functioning. Challenges the club faced involved customer relationship management, customer attraction and skill shortages in the industry. Urfali understood that focusing on MEC as a business operation means raising the marker of success to more than just the fulfillment of a dream. Will MEC be able to keep its focus with such changes?

Undergraduate students majoring in Business Management, Marketing and Strategic Management.

Teaching Notes are available for educators only.

CSS 11: Strategy

In entrepreneurship courses, the case would allow discussing the contribution of social innovation. On the other hand, in strategy courses the case would allow proposing the business model for a social enterprise, to evaluate the creation, delivery and capture of value of a social enterprise. Depending on the course and approach you want to give to the case discussion, it can serve as support for the following objectives: arguing the contribution of social innovation to solve problems in a region; propose the resources and value proposition of the business model of a social enterprise; and attitudes promotion: understand the importance of ethics and responsibility in the development of social enterprises.

The case addresses the opportunity of the school “Brillo de Luna,” when developing social entrepreneurship, which requires projection, evaluation and management support. In this context, the director of the school must propose a business model that is sustainable in the long-term in the market and that generates shared value. The institutional relationship of the school “Brillo de Luna” with the Cristalchile company, through the social entrepreneurship of glass recycling, could generate economic, environmental and social value to the school community and the company.

Courses in which the case could be applied: entrepreneurship and strategy.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

Entrepreneurship, Entrepreneurial Marketing and Services Marketing.

The New Wella Salon case (B) is suitable for teaching at MBA level and last-year students of undergraduate-level courses in services marketing and entrepreneurship.

This case discusses the challenges faced by a young entrepreneur Mr Meer, who has successfully brought a new trend in the salon industry of Sukkur City. The new trend focuses on trendier and sophisticated services keeping in mind the changing mindset of consumer and services provided by leading salons of Pakistan. Though, the new salon has proved to be a great success. But recent developments have badly shaken the well-established brand. The most challenging issue was the loss of customers to competition, showing a negative sign for the future of this leading brand of local salon industry. He was confused and upset about the future of the leading salon brand of the local industry. He knew that he has to make some strategic decisions to secure his career and family business but appeared to be confused about how to operationalize these. He soon realized that word-of-mouth publicity and running a Facebook page would not be enough to promote his business effectively; so, he has to explore some new ways to promote his unique and nascent service other than advertising. But what should those be? To capture the growing demand of trendy services and scattered populations as a result of growing competition from similar salons, Meer has chalked down two different options: open another salon at a promising avenue and/or offer more services.

To identify and differentiate between traits of an entrepreneur and traditional businessman. To discuss how services companies can create and sustain competitive advantage. To understand the various strategic aspects of the small businesses that lever their decision-making. To work out strategic choices available to a new entrepreneurial firm, evaluate the alternatives and devise strategies for successful expansion of the business. To assess the usefulness of traditional and non-traditional marketing channels for promoting a small business.

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CSS 8: Marketing.

The author used narrative research as a research methodology.

Winston Thompson is the new Residential Manager of Drayson Residential Complex at Sybel University. After meeting with staff in his area of responsibility and learning about the complexities of his new position, Winston needs to determine the best way to build positive relationships with each member of the leadership team in his complex. In this case, students are challenged to determine the best relationship building approach for each staff member using concepts from leader–member exchange theory while also taking into consideration issues of race, age and gender.

This case is written for undergraduates in either an upper level leadership or organizational behavior course. The case can be adapted for graduate courses and executive education depending upon the work experience of the individuals.