Search results

1 – 10 of 218
Case study
Publication date: 10 March 2022

Satyanandini Arjunan, Minu Zachariah and Prathima Bhat K.

After reading this case, the students will be able to comprehend the conceptual framework of entrepreneurial learning to tap business opportunities; identify the challenges of…

Abstract

Learning outcomes

After reading this case, the students will be able to comprehend the conceptual framework of entrepreneurial learning to tap business opportunities; identify the challenges of small businesses; understand the structure of the franchise business model; and recognise the need for succession planning for business sustainability and evaluate various options for succession.

Case overview/synopsis

“Jute Cottage”, the two-decade-old brand, was operating through its own stores and franchise outlets. The brain behind the brand was Nasreen and her husband Bilal. Dire times led the duo, venture into this business. It was in 1992, the family had relocated from Kolkata and was trying to make a living in Bangalore. Nasreen joined as a teacher and her husband focused on his existing trading business in jute packaging material. This was when Nasreen tried selling jute bags from home that were bought from Kolkata. After a few years, when Bilal’s business had a setback, Nasreen thought of giving a push to her home business. This was how a business that was started at a small level grew slowly and steadily under Nasreen’s leadership to become a brand and reach the current level of owning four stores and 10 franchise outlets across South India. As Nasreen and Bilal were growing old and wanted to retire, they expected their only son, Ataullah, to take over the reins of their business. But to their dismay, he was not interested, as his focus was on movie-making and designing.

Complexity academic level

The case can be taught to MBA/PGDM students to give them experiential learning in the courses on Entrepreneurship and Strategy. It gives insight on how to tap the business opportunities, grow and sustain. The case also highlights the need for succession planning for business continuity.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2011

John Luiz, Amanda Bowen and Claire Beswick

Sustainable development; business, government, and society.

Abstract

Subject area

Sustainable development; business, government, and society.

Study level/applicability

The case is designed to be taught to students at MBA and MA level.

Case overview

In February 2009, Justin Smith, manager of the good business journey at Woolworths, a leading South African department store, was a worried man. Woolworths had launched its five-year sustainability strategy just under two years before. After undertaking an impact assessment, Smith was concerned that the original targets – which covered transformation, social development, the environment and climate change – had been set without a clear understanding of exactly what it would take to achieve them. Woolworths had recently identified ten key risk areas that impacted on the achievement of its original goals. If the sustainability goals were not reached, Woolworths could lose credibility among its shareholders, staff, and consumers. What did Woolworths need to do to ensure that it achieved its sustainability goals? And had the company been too ambitious in the targets it had set initially, he wondered?

Expected learning outcomes

To examine the differences, if any, between sustainable development in South Africa and other developing nations and sustainable development in developed nations; to impart an understanding of sustainability in its broadest sense; to investigate the challenges in implementing sustainability strategies in business; to look at ways of measuring the success of sustainability strategies; and to explore whether and how sustainability strategies should differ across industry sectors and across companies.

Supplementary materials

Teaching notes.

Details

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

Keywords

Case study
Publication date: 6 March 2017

Sylvie Albert

The case begins in mid-2014 and provides an opportunity for students at the undergraduate and graduate level to complete several strategic assessments of an entrepreneurial…

Abstract

Synopsis

The case begins in mid-2014 and provides an opportunity for students at the undergraduate and graduate level to complete several strategic assessments of an entrepreneurial department within a post-secondary institution. The continuing education department of a university in Canada has been transferred to the dean of an academic faculty. The department has had a history of budget deficits and the new dean and executive director (ED) were tasked to develop and implement a turnaround strategy.

Research methodology

The case is written by the dean who had firsthand experience with the turnaround strategy. The written case was reviewed for accuracy by two principal actors: the ED responsible for implementing the plan, and the vice-president academic who is the dean’s supervisor and was kept apprised of all developments throughout the turnaround. Some of the data were produced by staff within the operation of Professional, Applied, and Continuing Education and acknowledged in the case.

Relevant courses and levels

This case is suitable for courses in business strategy, operations management, and includes various implications for human resource management, organizational behavior, and entrepreneurship suitable for undergraduate and graduate courses. It has a focus on turnaround strategies and strategy implementation.

Theoretical bases

Theoretical underpinnings for this case include strategic visioning and communication: portfolio management and innovation; internal environment analysis and positioning; structuring and resource management; and monitoring and control systems.

Details

The CASE Journal, vol. 13 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 19 February 2018

Shalaghya Sharma and Anjani K. Singh

Social entrepreneurship

Abstract

Subject area

Social entrepreneurship

Study level/applicability

The case can be a learning resource for management students and budding entrepreneurs with aspirations for a career in the field of social entrepreneurship.

Case overview

This case examines the organizational change and dilemmas social entrepreneurs have to face when enterprises grow. The organization under study “Action for Children Today” (ACT) aimed to help under privileged children. The organization was the brain child of young, energetic, media professional Ananthi Subramanian. Ananthi had never dreamt of being a social entrepreneur, but her mission of inclusion for underprivileged orphans in mainstream society by educating and inculcating skills, took her towards a new life and career. The endeavour began as a shelter for homeless children, but Ananthi came across other issues faced by the children, so new ventures were added under the umbrella of ACT. Although it was never an easy journey, Ananthi’s commitment kept her motivated to work for the cause and the organization that started with just one child has been home to more than 300 children up to the present day. ACT had its share of ups and downs through its journey and the case is based on certain issues and challenges that the organization had to face and how it overcame those hurdles.

Expected learning outcomes

Expected learning outcomes are as follows: a better understanding of different forms of social entrepreneurship; an understanding of problems and challenges faced by social entrepreneurs; and an understanding of how to implement new 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: 3 Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Human Resource Management & Social Entrepreneurship.

Study level/applicability

The target audiences for the case study are undergraduate and postgraduate (e.g. BSc, MSc as well as MBA) students and also management trainees and executives who are interested in understanding the social capital enhancing practices, policies and strategies adopted by the world’s largest commercial employer to ensure complete satisfaction and contentment of 1.7 million employees and their family. Even senior management teams could be targeted in executive education programs, as this case discusses time tested practices, policies and strategies which have been sparsely discussed so far and hence can be expected to provide insights to senior corporate managers. The case also demonstrates the application of different frameworks on social capital and corporate social responsibility which can be used by the participants in their firms to assess the social capital.

Case overview

Indian Railways (IR) remains the world’s largest commercial employer, with approximately 1.7 million employees, which conveys the huge magnitude of social capital inventory accrued. This social capital, especially people side of IR, played a very crucial role in running the organization successfully for more than a century. As an organization, IR has guaranteed heavy importance for its employees while making decisions on strategic level. But recently, IR was moving towards automation and was cutting on cost incurred for its employees. IR was already exhibiting decreasing trend in the number of employees employed in the organization. These initiatives were resisted by IR employees due to fear of job losses and insecurity. In 2013, Chief Personnel Officer’s (CPO) of different zones have to rethink about their HR practices to assure confidence for employees on the security of their jobs and sustain the social capital accrued by IR over years. The objective of this case study is to describe the social capital accrued by IR over the years by offering livelihoods for nearly 1.7 million families across the country. Teaching note applies the frameworks on social capital in literature in the context of IR. Teaching note also discusses how CPOs of IR can pursue the change initiatives among the employees without affecting the social capital accrued so far.

Expected learning outcomes

Case study’s primary objective is to apply frameworks available in literature on social capital and corporate social responsibility to understand the social capital accrued by IR over decades. The case study attempts to answer the following assignment questions which forms the learning objectives of this case study: How do the existing frameworks on social capital measurement explain the social capital accrued by IR over decades? How can a firm assess its accrued social capital? How can one demonstrate the same using the case of IR? How can IR pursue change initiatives when it comes to its employees without affecting the social capital accrued over time?

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:10 Public sector management.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

General Management/Strategy.

Study level/applicability

Post-graduate/MBA.

Case overview

Case A: Mr Grandhi Mallikarjuna Rao, founding chairman of GMR, was considering a proposal to bid for an upcoming international airport in Hyderabad, India. The strategic move would have marked GMR’s foray into the Indian airport infrastructure sector. GMR had been involved in the development and operation of power plants and had thrived on public–private partnerships for all its projects. Mr Rao is thinking: Should GMR make another major investment in infrastructure development by bidding to build the airport in Hyderabad, India? Further, how should the organization prepare itself for this strategic move? Case B: On April 4, 2013, the meeting of GMR’s Group Executive Council (GEC) was scheduled to take place. Srinivivas Bommidala, G.M. Rao’s son-in-law and Chairman of GMR’s airports business, was gearing up for the meeting. The meeting was called to discuss a proposal for bidding for an upcoming airport project in the Philippines. It had been more than a decade since GMR entered the airport infrastructure sector. The organization had built substantial airport operating expertise during that period. It adopted a joint venture (JV) model for expanding in the airport infrastructure business. Until now, the organization had always formed JVs for all its airport projects. JVs with existing airport operators were necessitated by the bid conditions that required a certain minimum airport operating experience for qualifying as a bidder for various projects. In some cases, a JV with a local player helped GMR with market knowledge for functioning in a foreign market. GMR also used JVs to access the capabilities it lacked for operating in this sector and gradually learnt from its partners for building capabilities in-house. The group now had the required operating expertise in the sector to qualify as a bidder. One of the key issues the GEC was contemplating was: Whether GMR should continue to form JV for bidding for the upcoming project or should it go solo? Further, if it had to form a JV then, in which areas should it seek a partner?

Expected learning outcomes

Case A: To understand the relationship between key concepts in strategic management, including diversification, capabilities and core competence. To help students understand the various factors managers consider when deciding on the diversification strategy of an organization. To create an understanding of the organizational processes required to facilitate diversification into a new segment. To teach students how to evaluate a potential market opportunity that may require a firm to take on a diversification strategy. Case B: To help students understand how companies use alliances as growth strategies. To understand the rationale for formation of various alliances. To explore various factors managers consider when deciding on alliance strategy of an organization. To understand the challenges associated with using alliances as a strategic option. To understand the pros and cons of internal development (i.e. going solo) vis-à-vis strategic alliances.

Subject code

CSS 11: Strategy.

Details

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

Keywords

Case study
Publication date: 3 December 2021

Vinita Srivastava and Rajiv R. Thakur

Micro Finance Institution (MFI) named Rojiroti had been doing good work for weaker sections of the society and had brought about significant transformation in the lives of poor…

Abstract

Case overview

Micro Finance Institution (MFI) named Rojiroti had been doing good work for weaker sections of the society and had brought about significant transformation in the lives of poor people, especially the Scheduled Castes, in villages of Patna district, the capital city of Bihar, India. Rojiroti was run by Centre for Promoting Sustainable Livelihood (CPSL) and had tested successfully a unique innovative model in micro financing which focused on helping the weaker sections by addressing their imminent needs which usually required very small loan amounts. With the various types of benefits people got from buying government subsidized ration to health and education in family to construct home or buy small livelihood assets. The beneficiaries developed high level of respect and trust for the MFI, Rojiroti. Rojiroti had received international recognition from universities such as University of Nottingham, UK; the University was not only researching on the model and its contributions to society, but also had supported it with funding to cater to its audience. Rojiroti did not believe in just providing finance to people like other microfinance institutions (MFI) or corporate social responsibility (CSR) funding by private and public sector organizations; its model focused more on creating capacities in the beneficiaries to sustain their livelihoods. However, after a decades time, Sunil, the protagonist in the case found himself in a situation where he had to decide for the future journey of Rojiroti after having reached a decent stage of growth The case discusses the journey of Rojiroti where the protagonist Sunil had a significant role to play and dwells upon the Rojiroti business model, its beneficiaries and value offerings to them, the changing environment outside and leaves the discussion open on the question of the choice of best road suited for Rojiroti.

Teaching objectives

The case is intended for the course on Strategic Management with a focus on business models topic. The case introduces the working of social cooperative business model and the nuances around it which is very much pertinent in today’s times where social enterprises have gained space in business and where businesses work around inclusive business models. The case is designed to provide supplemental support or discussion piece while dealing with business model / cooperative enterprise business model. This case provides opportunity to discuss strategic framework for an organization from the promoter’s perspective. The teaching notes is written from the perspective of the entrepreneur (the protagonist in this case, Sunil) who initiated the enterprise, with a learning goal to empathize and develop skills to have strategic decision making for a social enterprise.

Leaning objectives

The case is designed to provide supplemental support or discussion piece while dealing with business model / cooperative enterprise business model. This case provides opportunity to discuss strategic framework for an organisation from the promoter’s perspective. The teaching notes is written from the perspective of the entrepreneur (the protagonist in this case, Sunil) who initiated the enterprise, with a learning goal to empathize and develop skills to have strategic decision making for a social enterprise.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS: 3 Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 27 November 2020

Kelly Alexander

The learning outcomes are as follows. Students can assess effective business strategies, determine the role of business in shaping informal institutions, understand managing…

Abstract

Learning outcomes

The learning outcomes are as follows. Students can assess effective business strategies, determine the role of business in shaping informal institutions, understand managing issues in social enterprises, from talent management to expansion to mission drift, and develop deeper understanding of the African context.

Case overview/synopsis

The case presents the challenges facing the award-winning CEO/Founder of Tanzanian social enterprise Girls’ Technical Education (GTE). GTE provides technology and coding skills in Tanzania, focussing on educating women and girls. GTE has experienced significant success – expanding into neighbouring Malawi. GTE has a strong vision and mission, clearly articulated and prioritised by the Founder and his Board. Hybrid organisations, blending a social and financial mission, are expected to experience management tensions or mission drift, yet GTE seems to have avoided this. As an emerging organisational form, social enterprises – like GTE – often face hurdles regarding legitimacy and acceptance in the markets in which they operate. GTE is working to understand the Tanzanian and regional contexts and challenges in these ecosystems, seeking to influence norms and bring about positive impact.

Complexity academic level

Postgraduate courses including MBA, Executive Education and courses focussing on Organisation Studies, Management and Strategy.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 7 Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 August 2022

Meena Galliara, Swati Sisodia and Pragya Nagpal

The learning outcomes are as follows: to analyze the driving forces that lead non-government organizations (NGOs) to develop need-based programs; to evaluate the strategy adopted…

Abstract

Learning outcomes

The learning outcomes are as follows: to analyze the driving forces that lead non-government organizations (NGOs) to develop need-based programs; to evaluate the strategy adopted by NGOs in attaining the organization’s mission and creating a social impact, corporate social responsibility, inclusion, labor market, social enterprise, strategy and vocational learning; to apply social business canvas for analyzing the business model deployed by NGOs to develop market linkages; to analyze the challenges in setting and scaling NGO programs and strategies designed to address the same; and to enable students to brainstorm in creating future growth options for scaling up and replicating NGO programs.

Case overview/synopsis

The case describes the journey of Salaam Bombay Foundation (SBF), a national-level NGO registered in 2002 in Mumbai, India. In March 2020, SBF had an annual budget of INR 13.98 crores (US$1.84m). It addresses the challenging environments children from economically constrained families face by engaging them in continuing school education and providing vocational training. Since its inception, SBF has launched and executed many in-school and after-school programs. To successfully transit skilled adolescents and teenagers into the labor market and help them make informed career decisions, SBF launched “DreamLab,” a stipend-based “internship” model, in August 2018. Gaurav Arora, Vice President SBF, was assigned the responsibility to scale up skills@school and DreamLab internship programs. With disruptions caused by the pandemic in March 2020, Arora struggled to operationalize DreamLab as initially planned. The case is at a crucial decision point where clouds of uncertainty have made Arora and his team anxious about their future course of action.

Complexity academic level

The case is intended for students of undergraduate and graduate programs in Business Management, Social Entrepreneurship and Social Work programs. Executives of management development programs can also use the case to analyze the effectiveness and management of the skill development program.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 19 April 2013

Poul Houman Andersen

Development of business models, base of the pyramid (BoP) markets.

Abstract

Subject area

Development of business models, base of the pyramid (BoP) markets.

Study level/applicability

This study can be used at Bachelor as well as on Master's level courses to reflect activities and practices within corporate sustainability, base of the pyramid and international expansion of MNEs.

Case overview

This is a case study of Grundfos LIFELINK's development process, relating to the successful development of a business model for serving base of the pyramid (BoP) markets for potable water. Grundfos LIFELINK is a turnkey water solution that encompasses a solar-driven pump facility, a GPS-based monitoring system, and charges based on digital payments of water credits. Together, they represent the business model of Grundfos LIFELINK. At the same time the modules represent a business architecture that can be mixed and matched to match the skills and ensure the adaptive involvement of local partners in BoP markets. Since its cautious start in 2009, Grundfos has successfully expanded its operations to 30 villages in Kenya and LIFELINK systems will operate in 70 villages in Kenya within the next two years.

Expected learning outcomes

In an international business/international management context, especially the first and the last part of the case could be used as a showcase of the current transformation efforts multinational companies (MNCs) in the developed world are pursuing. Pressured by the cost advantages of Dragon multinationals from Asia, India and Brazil, MNCs search for new ways to provide value and at the same time utilize their existing knowledge. The Grundfos LIFELINK case shows some of the important consequences and challenges that multinational organizations are facing, once such business models needs to be integrated in the current MNC 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.

Details

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

Keywords

1 – 10 of 218