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After completion of the case study, the students will learn about the blue ocean strategies that are adopted by entrepreneurs when they are entering into a new business territory and be able to perform an industry analysis and understand the competitive advantage that a firm possesses in a new market using Porter’s five forces framework.

This case study is about Sushant, an entrepreneur, who started his entrepreneurial venture in water sports tourism along the coastlines of India. His core business was into offering kayaking and camping activities. However, he planned to scale up his business by expanding its geographical reach. To fulfill this, he was also planning to manufacture his own kayaks, which would increase economies of scale in the long run. This case study investigates the dilemma of whether he should first increase his service offerings before expanding geographically or focus on geographical expansion and then increase service offerings.

This case is designed to be taught at the post-graduate level (Master of Business Administration) for an entrepreneurship course.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

The learning outcomes of this study are to assess the shared value model and elaborate on new multi-stakeholder approaches to business, where the stakeholders include the founders, investors, partners, employees, clients and the surrounding community; to consider the synergies between community development, environmental stewardship, sustainable business practices and the long-term health of organisations and communities, considering these as the new fundamentals of business; to examine the interconnectedness of vision, strategy, purpose and leadership in creating and evolving the shared value model; to explore the relationship between shared value practices and collective well-being, and a specific reference to nurturing transformative experiences through nature, personal development and community upliftment is made; and to assess Grootbos’ ability to translate their purpose and value proposition into a strategy and sustainable vision with a possibility of Grootbos achieving global impact through its evolving model, beyond the founder.

This case study explores the evolution of Grootbos Private Nature Reserve and Foundation, a luxury hospitality lodge and award-winning ecotourism destination, from humble beginnings in the Western Cape of South Africa to a global example of conservation, community, commerce sustainability and transformative experiences. The establishing of Grootbos and its growth and widespread recognition can be attributed to the vision and inspirational leadership of its founder, Michael Lutzeyer. Although much success has been achieved in conservation, community upliftment and individual development of community members within their region, Lutzeyer’s and ultimately, Grootbos’ vision extended well beyond South Africa and aspired to elevate their floral kingdom and model of development and conservation to a global platform of awareness. Although a shared value vision and strategy had transformed the business, placing Grootbos as a leader in transforming their industry and sparking an evolution in the shared value model itself through the interjection of transformative experiences, the larger question remained: How can Grootbos extend the impact, towards people and planetary well-being, beyond the scope of their individual place-based business and their industry? And in terms of the dilemma Lutzeyer and the management team at Grootbos faced: How will this vision and global ambition continue through succession, beyond Luzeyer’s personal drive at the helm?

Experienced leaders within a graduate degree program, executive Master of Business Administration (MBA) or executive education in the areas of leadership development, strategy, shared value and international business.

Teaching notes are available for educators only.

CSS4: Environmental management.

This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality and tourism management; special event planning and management; and attraction management.

This case study is useful to both undergraduate and graduate students specializing in hospitality and tourism management.

This case study explored the nature of two forms of tourism development; resort-based and resource-based, and aimed to determine which is the more viable and sustainable option for the future of tourism in Jamaica, an island destination in the Caribbean which depends highly on the tourism industry. The literature established that both forms of tourism are challenged by several and varying factors and so their synergistic integration appears to be the most functional option for sustainable tourism development in Jamaica along with the involvement of the relevant stakeholders.

The students should be able to:

• Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

• Explain the usefulness and drawbacks of both types of tourism model.

• Discuss the nature of culture and heritage tourism and eco-tourism.

• Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

• Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

• Assess the role of the private sector in encouraging and facilitating resource-based tourism.

Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

Explain the usefulness and drawbacks of both types of tourism model.

Discuss the nature of culture and heritage tourism and eco-tourism.

Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

Assess the role of the private sector in encouraging and facilitating resource-based tourism.

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

This case study conceptually and empirically analyzed the tourism model in Jamaica to ascertain whether or not the future of Jamaica's tourism should remain dependent on resort-based tourism or should it opt for resource-based tourism as a more viable and sustainable option. The discussion however, indicates that resort-based tourism can synergize with resource-based tourism to achieve sustainable development along with the involvement of all the relevant stakeholders including the government, hotel operators and the residents. The case synopsis likewise presented a concise summary of the literature reviewed regarding the concepts of resort-based tourism and resource-based tourism; and the case of Jamaica's tourism.

The learning outcomes are intended to guide the teaching- learning process and stimulate students' understanding of the concepts of resort-based tourism and resource-based tourism and their specific implications in terms of tourism development in Jamaica. This knowledge can also be generalized to other destinations with similar historical background and tourism resources. The applied questions will guide the discussions and provide additional resources for assessment purposes. They will also help the students to critically assess the dynamics of tourism development.

The case synopsis is consistent with the learning outcomes, corresponding applied questions and course recommendations. A total of two to three-hours teaching session can be used to discuss the constructs, analyze the case in point and answer the applied questions.

Sport marketing, sponsorship, marketing strategy, event management.

Undergraduate and Postgraduate Business and Management.

This case discusses sport marketing within an emerging market business environment. PromoSeven Sports Marketing is the focus company. PromoSeven name is synonymous with major events particularly Emirates Airline Rugby 7s and the Olympic Council of Asia. The case highlights the challenges facing sponsorship, event management, sport marketing and PromoSeven's own business strategy after the 2009 economic downturn drew attention to Dubai's financial situation.

This case can be used to teach sport marketing, sponsorship, event management, and marketing strategy. It can also be used to identify target market segments for sports and the positioning that may appeal to those segments.

A teaching note is available on request.

The proposed areas of study for this case are strategic management, marketing, tourism planning and development, hospitality management, attraction management and special event planning and management.

The case is suitable for undergraduate and graduate students pursuing courses in the areas of strategic management, marketing, tourism planning and development, hospitality and tourism management, attraction management and special event planning and management.

The Denbigh Showground located in the parish of Clarendon, Jamaica, is the venue of the annual Agricultural and Industrial Show. Three separate studies conducted indicated the need for its development to enable the use of the facility all year round and to contribute to the socio-economic development of the parish. Suggested development options from these studies included a fun and amusement park, a site for eco-tourism and a multi-purpose agri-cultural facility with linkages to the parish's cultural legacies and places of interest. The large land acreage could facilitate its development, making the property a leading “agri-cultural” attraction concept.

he students should be able to: identify the typology of the Denbigh Showground as an attraction; categorize the product offerings of the Denbigh Showground from a marketing perspective; explain the factors to consider regarding the development of the showground; analyze the socio-economic contributions of the facility to the parish of Clarendon and the community's attitude towards the development of the showground; discuss the potential uses of the Denbigh Showground that can make it a leading international “agri-cultural” attraction; synthesize the concept of sustainable tourism development and its importance to the development and viability of the attraction for future generations; and assess other tourism concepts such as community-based tourism, special interest tourism and alternative tourism and how they relate to the development of the Denbigh Showground.

This case study will help students understand the concept of an agri-cultural attraction and its impact on the socio-economic development of the surrounding communities and the country as a whole. The case will contribute to the existing body of knowledge in the areas of community development and residents’ perception regarding tourism development. It offers insights to both potential and current investors; provides practical guidance to the government and other tourism planners to enable better planning for the areas’ future growth and development; and serves as a reference for academicians as well as undergraduate and graduate students.

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.

Management Strategy.

Management Graduates and Post-Graduates.

Today, tourism is one of the fastest growing industries throughout the world. The tourism industry plays a very crucial role in the country’s economy, as it not only contributes towards the national income but also brings beneficial spillover directly or indirectly on the other industries. Tourism is the most important source of income for many emerging countries. India, a newly emerging economy, also depends, to a great extent, on tourist income. However, this sector continues to not make optimal contribution in India. In today’s competitive arena, the state tourism corporations must use all possible means to maximise growth and profitability through pegging up the rate of tourist arrivals. There is a general agreement in the tourism industry at the theoretical level about the imperative of a public – private partnership (PPP) in serving this objective. PPP aims to synergise the efforts of the two components in the general development of society and increase in competitiveness. The public–private partnership in tourism industry is at an emerging stage and could be developed in various ways. This case study highlights the key learning from Delhi Tourism’s experience on how PPP can be implemented in the tourism sector. This case study discusses an opportunity for Delhi Tourism which can alter the landscape of the tourism industry of India and also the rejuvenation of Delhi Tourism, a public sector corporation, through PPP.

The case will give a clear understanding of the dynamics and environmental factors governing a mixed economy like India. The reasons for the PPP can be analysed through the case. Students can understand the strategic choice of taking a private partner by a public sector in a very dynamic industry, i.e. the tourism sector.

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Tourism & Hospitality

Post graduate

The South African-based Sun International Group (SI) develops, operates and manages hotels, resorts and casinos. In its mission statement, SI describes itself as a “leisure group offering superior gaming, hotel and entertainment experiences”. In 1984, SI was listed in the travel and leisure sector on the Johannesburg Stock Exchange. SI is looking for growth opportunities.

Strategic options analysis to create new market spaces. Practical application of blue ocean thinking frameworks.

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

Teaching notes are available upon request.

The purpose of this paper is to enable tourism management and strategic management students to evaluate and analyze tourism activities in the United Arab Emirates by TCA. Students will gain a comprehensive understanding of developing tourism in rural areas in the United Arab Emirates and to build up proper strategies. They will be able to perform the organization’s competitive standing using Porter’s Five competitive forces and analyze its business strategies as well. They will be able to analyze the current status of the organization using SWOT analysis and to design alternative strategies for the company using TOWS analysis.

The Department of Tourism and Culture – Abu Dhabi, also known as the TCA, is a governmental tourism authority in the Emirate of Abu Dhabi established 14 years ago as part of an economy-diversifying strategy for the non-oil era. The TCA is responsible of creating tourism activities to generate new tourists in Abu Dhabi, which will increase the revenue of the authority and as well increase the gross domestic product of the United Arab Emirates (UAE) economy. Tourism activities have been focused on Abu Dhabi City as is it considered the capital city of the UAE. However, other cities are also part of this strategy, e.g. Al Ain City, which is located in the eastern region of the Emirate of Abu Dhabi, and Al Dhafra City, which is located in the western region of the Emirate of Abu Dhabi, both of which lack the required infrastructure, population, and tourism activity, due in part at least to the fact that the TCA’s strategy plans have been focused on Abu Dhabi City. Sultan Al Mutawa Al Dhaheri (Al Dhaheri), the TCA’s Executive Director of Tourism, has been responsible for developing tourism in Al Ain City and Al Dhafra, but due to the current situation of the two cities regarding the low revenue growth (and the consequent lack of investors willing to invest) and no critical mass (i.e. a sufficient number of hotel rooms available), Al Dhaheri is facing a dilemma regarding achieving TCA strategy in Al Ain City and Al Dhafra City.

This case study will be useful for undergraduate and postgraduate level students majoring in Tourism and Hospitality Management, Business Administration and Strategic Management.

CSS 12: Tourism and Hospitality.

Strategy, Emiratisation (national policy); human resources (recruitment, training and development, organizational culture and values) and marketing (branding, communication), tourism (destination image).

Undergraduate and Postgraduate Business and Management.

This case highlights the strategy and initiatives taken by Etihad to attract Emirati employees (local nationals) to join the organization. Etihad Airways is the national airline of the United Arab Emirates (UAE), based in Abu Dhabi, the national capital. Since its inception in 2003, the airline has grown faster than any other in commercial aviation history; it currently flies to more than 60 destinations in Africa, Asia, Australia, Europe, the Middle East and North America. In the UAE, nationals or Emiratis comprise only 20 per cent of the overall population. According to the UAE 2021 Vision, the government's focus is on building the human capabilities on knowledge and innovation for Emiratis. This vision is reinforced in the Abu Dhabi Economic Vision 2030, which aims to boost national participation, encourage women (national women are on average more highly educated than the men) and decrease the education – market demand gap through training.

This case can be used to teach strategy from the point of view of government, human resources and marketing. From the government point of view parallels can be drawn to other nations whose government have focused on policies to create opportunities for and to encourage local employability. An example of a similar programme that was very successful is the “Bumiputra” programme created for indigenous Malaysians in 1971. In the area of human resource strategy, recruitment, training, inculcation of corporate values are some areas that can be reinforced. Form the point of view of marketing; the case can be used to discuss branding from the point of view of people, loyalty building (internal) and communication (internal and external). Destination branding and the role airlines play can also be a discussion point from the strategic point of view with some opportunity for macro-environmental analysis using the PESTLE model.

A teaching note available upon request.

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