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1 – 10 of over 1000Marius Oosthuizen and Caren Scheepers
The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy…
Abstract
Subject area
The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy, environment of business, innovation, digital disruption and organizational change as they relate to the firm’s ability to adapt to changes in the environment of business in an emerging market context.
Study level/applicability
The case was developed with master's-level students in mind, particularly those seeking a master of business administration, masters in strategic foresight or related management degrees.
Case overview
The case of NEDBANK, a longstanding and successful financial services firm based in South Africa is confronted with major challenges from competitors because of technological change in the industry as well as having to expand their market penetration across Africa. A rising regulatory burden, tough economic conditions and the need to access low income markets, provide a significant organizational development challenge as a decades-old bank, known for a relational approach to banking, has to navigate the new domains of “fintech”, micro-lending and public sector banking.
Expected learning outcomes
Students will gain comprehensive insight into the industry environment in emerging markets, understand the strategic management challenge before financial services firms in this environment and be able to consider the alternative strategic interventions that may be used to ensure corporate sustainability amid these challenges. Simultaneously, the case provides a comprehensive view into the use and application of scenario-planning for strategic management.
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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Madhavi Nandi and Santosh Nandi
After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an…
Abstract
Learning outcomes
After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an operations standpoint. Through this case, student will discuss and evaluate the scenarios of ERP implementation arising from different deployment alternatives. Students will also learn to comprehend the case organization’s unique operational context and explore the challenges of introducing change into workplace environment and stakeholders’ overall expectations.
Case overview/synopsis
This case introduces students to the dilemmas of managerial decision-making that large companies face while implementing organization-wide technological upgrades, such as ERP. The case is set at a time point where ABC Mining Company – a large public-sector mining company – was trying to identify the most optimal ERP option based on its organizational structure and organizational processes. The information related to ABC’s organizational context included their business, structural and operational scenarios at the time. The information related to ABC’s stakeholders’ expectations reflected their perception about ERP and future implications. The information related to managerial conflicts reflected the understandings of the managers, in terms of need for ERP, needed skill to handle ERP and different types of ERP implementations that others have adopted. The case calls students for extensive analysis of the gathered information to identify and evaluate impacts and risks of all possible ERP alternates, and finally pick upon the most optimal ERP alternate. The case assumes a live 90-min class session conducted by an instructor. The instructor is recommended to assign the case to students for mandatory pre-reading before coming to class. The instructor is provided with a teaching plan to navigate the case.
Complexity academic level
The case is designed as an introductory case for an undergraduate or a graduate course pertaining strategic decision-making of ERP systems implementation.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
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Keywords
Ku Nor Izah Ku Ismail, Wan Nordin Wan Hussin and Mat Supian Salleh
Management Accounting and Financial Modelling.
Abstract
Subject area
Management Accounting and Financial Modelling.
Study level/applicability
Undergraduate and post-graduated levels.
Case overview
Aiman, the Area Manager of GEZ Berhad, realised the importance for petrol station operators to have an understanding of fundamental management accounting concepts such as cost behaviour and cost–volume–profit (CVP) analysis. He also believed that the petrol station operators should be proficient in using Microsoft Excel functionality and able to construct “intelligent” financial model with extended sensitivity analysis. Being a manager responsible for training the petrol station operators, Aiman would like to introduce the CVP concepts and spreadsheet model-building process to the petrol station operators, to aid them in planning and decision making. To construct the Excel spreadsheet model, Aiman sought the assistance of Rizal, a university lecturer in accounting, who in turn gathered the relevant operational and financial data from Baron Service Station, a typical petrol station under GEZ stable. The model should be flexible enough to allow the petrol station operator to anticipate, for example: What will happen to overall profitability of the petrol station if the fuel prices go up? What is the minimum volume of fuel that needed to be sold to break even? How much extra profit can be generated if credit card sale is reduced? and Is it viable to install an automated teller machines (ATM) kiosk and incurring administrative charges from bank to lure more customers to visit the petrol station? As the petrol station sells multiple products (petrol, diesel and convenience goods), the owner is also interested to know which product lines are the most and least profitable. Thus, the model should be able to generate segmented income statement with appropriate allocation of the common fixed costs to the each of the products.
Expected learning - outcomes
The case discussion is intended to achieve the following learning outcomes: students are able to prepare a financial model which include a segmented contribution income statement based on the information on product mix; students are able to calculate the break-even point and distinguish between fixed and variable costs; students are able to differentiate between traceable fixed costs and common fixed costs; students are able to build a financial model that is sufficiently flexible to allow various what if analysis to be performed; and students are able to use what if analysis tools in Excel such as Goal Seek and Data Tables.
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.
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Kim Poldner, Olga Ivanova and Oana Branzei
Sustainable fashion.
Abstract
Subject area
Sustainable fashion.
Study level/applicability
Bachelor Degree/Master Degree, Master of Business Administration (MBA), PhD.
Case overview
The case focuses on Osklen, one of the world’s first eco-fashion brands, founded in 1989 by Oskar Metsavaht. For the past 26 years, Osklen had become Brazil’s foremost sustainable luxury venture, and since 2012, under first minority and then majority corporate ownership, pursued an aggressive global expansion strategy. The dilemma of the case juxtaposes Osklen’s creative aesthetics, which leverage unique Brazilian beauty in nature and heritage, with the financial pressures of global expansion. The tension is exacerbated by the 2015 corruption scandal, which decelerated the Brazilian economy and reduced consumer spending on sustainable luxuries in Osklen’s home market; it also risked compromising the appeal of Brazilian brands elsewhere. The case explores the complex interconnections between local and global aspects of sustainability and brings forward the environmental, social and cultural aspects of brands and business to the foreground. The case also illustrates how economic crises impact brands from the initial creative inspiration to the prospects of global expansion.
Expected learning outcomes
Students will master tools for strategic analysis (VRIN framework and scenario planning) to a company evolving in an emerging economy. They will learn about the ways to consider and communicate sustainability. Students will be exposed to the importance of aesthetics and multi-sensoriality in business activities.
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
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Aasha Jayant Sharma and Swapnil Samant
This study aims to introduce students to uncontrolled and unprecedented business scenarios and strategies to deal with them, to make students understand the importance of…
Abstract
Learning outcomes
This study aims to introduce students to uncontrolled and unprecedented business scenarios and strategies to deal with them, to make students understand the importance of contingency planning and create what-if scenarios, to step by step guide students how to build a network contingency planning tool and to enable students to use tools such as solver to build up a dashboard with given information.
Case overview/synopsis
The case is about Godrej Commercial, a vertical of Godrej and Boyce that handles warehousing and transportation support to five verticals under the banner of Godrej operating pan India. How Godrej is trying to deal with COVID pandemic, what were their coping strategies and how contingency planning is done is what this case is all about. The main focus of this case is understanding how network contingency planning is done and what parameters should be considered. How a dashboard can be developed that can be used as a base for taking strategic decisions related to networking given the uncertainties due to COVID. The case gives hands on to students to use solver and build a dash board, plus gives a peep into Godrej and its operations.
Complexity academic level
This study is suitable for students of undergraduate or first year MBA level. Specifically, the case can be used in business strategies, operations and supply chain management courses.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and Logistics.
Details
Keywords
The case would be relevant to undergraduate level or an introductory master's level course in operations management (OM), supply chain management and production.
Abstract
Study level/applicability
The case would be relevant to undergraduate level or an introductory master's level course in operations management (OM), supply chain management and production.
Subject area
The case can be used as part of a core OM course in the MBA curriculum or any OM or supply chain elective.
Case overview
As a highly diversified manufacturing services company, Jabil's S&OP solution supports customers across many industries such as automotive, cloud computing, consumer packaging, healthcare, mobile, retail and telecommunications. Jabil's customers expect a rapid and accurate response to their demand within hours. Previously, Jabil used a series of legacy disconnected planning tools, unsynchronized data required time-consuming manipulation with Excel. Processes were conducted in siloes leading to a “load and chase” approach, which resulted in excess inventory, component shortages and inadequate capacity. The case focuses on one of the Jabil executives, Lizet Tymon (she). Struggling with the issues caused by the disconnected planning tools, Lizet champions implementing a fully integrated suite of services (built on top of the Kinaxis' RapidResponse software platform). The technology solution proposed by Lizet was ultimately implemented across the company, and the project received high marks, and it opened up career opportunities for her. However, it was not a smooth ride at the very beginning. The case focuses on the issues experienced by Lizet, as she is introducing a new technological solution approach and trying to earn support from her team, her peers, her immediate supervisor, her customers and her higher-level executives.
Expected learning outcomes
The teaching objectives include: understanding and appreciating the supply chain complexities experienced by a global contract manufacturer; helping students think critically regarding the issues around the sales and ops planning; identifying the data needs for the operation and management of a worldwide, connected supply chain; investigating agile solution approaches for information sharing, decision-making and decision-sharing; and exposing the challenges associated with a large-scale technology adaptation.
Social Implications
This case study describes the supply chain challenges experienced by a global manufacturing solutions provider and illustrates the technology adaptation led by a female executive.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 9: Operations and Logistics
Details
Keywords
Siew Mui Kong, Rajendran Muthuveloo, Josephine Ie Lyn Chan and Ai Ping Teoh
This paper aims to enable students craft a winning corporate strategy applicable for organizations in various contexts. The practical approach consists of conducting scenario…
Abstract
Learning outcomes
This paper aims to enable students craft a winning corporate strategy applicable for organizations in various contexts. The practical approach consists of conducting scenario planning based on internal and external environment analysis, identifying the winning factor, proposing an implementation strategy of entry and exit strategies, and future customers, and evaluating matching of business ethics and legality.
Case overview/synopsis
Wesley Chen, the executive director and group chief executive officer, has the ultimate challenge of leading his management team to operate from a sole proprietorship management style to a listed large company in the Malaysian Stock Exchange. He identified the gap in the need to craft a winning corporate strategy for business sustainability. The corporate strategy should address expansion of their service offerings and needs to be carefully crafted to suit TopSteel’s risk appetite and overall business strategy. The strategy must also consider the internal and external factors that TopSteel faced with, identify the core competency of TopSteel, build in strategic agility in the implementation plans to address the dynamic business landscape, and most importantly ensure the corporate strategy must be in compliance to ethical and legal standards. The case study documents the one year of transition of TopSteel’s operations with a strong focus on the strategic management process direction for a winning OEM+ model through the use of SWIM concept.
Complexity academic level
This case is suitable for undergraduate or postgraduate programs or even executive courses in strategic management.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy
Details
Keywords
Amol Subhash Dhaigude, Manikandan Vandavasi and Apurva Rakesh Kasera
Operations Research and Operation Management.
Abstract
Subject area
Operations Research and Operation Management.
Study level/applicability
Undergraduate/MBA/Postgraduate.
Learning outcomes
The case depicts an opportunity for students to be exposed to optimization techniques using linear programming (LP). This case intends to: generate the LP model (identification of objective function and constraints); apply MS-Excel solver to arrive at an optimal solution; analyse manufacturing scenarios; and plan decision dependencies.
Case overview/synopsis
VBK Fibreo Tech Industries was a manufacturer of fibre reinforced plastic (FRP) products for industrial and domestic applications. Despite being a new entrant, it managed to exhibit great performance and attract a loyal base of customers. This case brings to light the problem that the company was facing that is demand exceeding capacity. The protagonist of the case Madhav, the Production Manager, was tasked to solve the problem of “product mix”. He was in a dilemma on how to fulfill customer orders while minimizing losses for his company. He knew that while losses were inevitable in the current scenario, they could be minimized with appropriate planning. Students are expected to use data and facts from the case and exhibit to formulate LP, by identifying the objective function and the constraints. They are also encouraged to use MS-Excel solver to find the optimal product mix and understand the decision dependencies.
Complexity academic level
This case can be used to teach LP in an undergraduate/postgraduate-level course on operations research. Students are exposed to the creation of a mathematical model for optimization and along with devising the implementation plan.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and logistics.
Details
Keywords
Melodena Stephens Balakrishnan
Crisis management, reputation and brand management, corporate communication, logistics, organization strategy.
Abstract
Subject area
Crisis management, reputation and brand management, corporate communication, logistics, organization strategy.
Study level/applicability
Post-graduate and executive education.
Case overview
The Eyjafjallajökull Iceland Volcano erupted on April 14, 2010, causing an estimated loss of US$1.7 billion for the aviation industry. At one stage in this weeklong event, 1.2 million passengers were affected with 100,000 flights being grounded across Europe. This case documents the way Etihad, a leading global airline company managed the crisis and continues to learn for future scenarios.
Expected learning outcomes
Adaptation strategies, reputation management, brand management, crisis planning and implementation, communication and stakeholder management, scenario analysis.
Supplementary materials
Teaching notes.
Details
Keywords
Melodena Stephens Balakrishnan and Immanuel Azaad Moonesar
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Abstract
Subject area
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Study level/applicability
This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.
Case overview
ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.
Expected learning outcomes
Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.
Supplementary materials
Teaching notes.
Details