The case is intended to be used by graduate students of Management and Entrepreneurship in the courses of Strategic Management and Entrepreneurial Management.
One of the first private wineries in Republic of Macedonia, a developing country which entered market economy in the end of 1990s, has successfully been using the advantages of good soil and weather conditions to provide opportunity for excellent wine making. After almost 20 years of blazing a successful entrepreneurial trail built on innovation, strict quality control, brand building and close family hands-on management, the market soon became too small; thus, internationalization was the next logical step. This case provides local and global data on the wine industry, the Mac Wine facts and figures and financial data to help answer the questions about its future management and marketing strategies and the ownership transition.
Expected learning outcomes
This case has been documented to help students to understand the concept and applicability of the growth strategy of a new venture in the developing country. The students will understand how this growth was realized by answering the following questions: What are the factors that contributed to the growth of this venture? Evaluate the Mac Wine decision to build a brand based on production of high-quality wines. Is Mac Wine’s marketing strategy adequate? Is the family-owned business more of a strength or a weakness at the time being? And in the future?
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CSS 3: Entrepreneurship.
When established markets in the West are stagnating or in crisis, companies increasingly look to emerging markets, especially the so-called BRICs, for growth potential…
When established markets in the West are stagnating or in crisis, companies increasingly look to emerging markets, especially the so-called BRICs, for growth potential. However, these new markets also pose unique challenges, for which the best practices and assumptions of Western managers are not automatically suited. Setting up supply chains in new regions confronts firms with multiple challenges in terms of regulation, resources, culture, and infrastructure. In this case study, students will accompany a successful German FMCG manager as he plans his company’s expansion into Russia, and is forced to look at the opportunities and challenges from a new perspective.
A computer‐based expert system to help industry diagnose and solve corrosion problems has been developed by the U.K.'s National Physical Laboratory and Harwell's Metals Technology Centre. A prototype of the system has already been demonstrated widely in both the U.K. and the U.S. Other industrial sectors could well follow this lead and develop similar systems using expert systems. The main users of this system will be those associated with the metal, process and petrochemical industries. Such a system will be able to provide direct and rapid access to an extensive database on corrosion together with diagnostic and evaluation facilities for identifying and solving corrosion problems. The aim is to construct the full knowledge system and link it with the database in the same way as existing expert systems have been developed. One of the key elements of this system is the use of STATUS, the U.K.'s Harwell information storage and retrieval software package.
As part of an ongoing Ashridge Management College project, attempts to understand some of the reasons why there is a certain reluctance on the part of management educators to become too heavily involved in evaluation. In terms of its methodology, it is based on ten in‐depth, semistructured interviews with a sample of course tutors across a broad range of subject disciplines. Begins by outlining the emerging major themes from the perspective of the provider. Then goes on to discuss an evaluation system, adapted from the literature, which is intended to be viewed as organic, meaning that it is, intentionally made up of systematically interrelated parts. Concludes by discussing the implications of applying such a model to the emerging major themes.
The Management Charter Initiative (MCI) has now been in existence for several years. Its major objective is to promote the notion of “competency” and facilitate the introduction of a list of generic management standards into British organizations. In the light of the debate which this movement has provoked, attempts to summarize the major conceptual issues. Takes a big picture overview of the major advantages, disadvantages and “grey” areas as they are perceived by British management generally (i.e. organizations and academia). As far as possible, it is a balanced review, which it is hoped will assist human resource practitioners in the area of strategy formulation.
Proposes a framework for gaining a greater understanding of alltypes of managerial learning which builds upon Gregory Bateson′s (1973)notions of levels of learning. Goes…
Proposes a framework for gaining a greater understanding of all types of managerial learning which builds upon Gregory Bateson′s (1973) notions of levels of learning. Goes on to discuss a major emergent issue, which has implications for the everyday realities of course content and design, namely a cyclical view of the learning process. As a means of grounding theory in reality, concludes by exploring the rudiments of a particular Ashridge course, which uses this framework extensively to guide its development. Ultimately, the course is guided by the notion of “individually tailored learning”.
Nelco were pleased to announce the appointment of Mr George Grant to the position of Sales Manager from June 1st 1990. Mr Grant, who has considerable stature in the industry and brings a wealth of experience to Nelco from his previous 13 years with Gould Foil Division and more recently as Sales Director with GTS Flexible Materials, will report to Mr Charles Carter, President European Operations.
Proposes a framework for gaining a greater understanding of all types ofmanagerial learning, which builds on Bateson′s notion of levels oflearning, which provides an ideal…
Proposes a framework for gaining a greater understanding of all types of managerial learning, which builds on Bateson′s notion of levels of learning, which provides an ideal context in which to position the range of views expressed by the management tutors. Reveals that their assumptions and beliefs about learning and teaching tend to be guided by the essential nature of their respective subject discipline, which revolves around the notion of “hard” and “soft” disciplines and, hence, provides a rationale for teaching different types of learning and affects course content and design. Analyses the differences of approach by dissecting the learning process into a series of phases which are part of a cyclical model. Reveals large variations in the degree of importance placed on pre‐ and post‐course activity. Explores this model in greater depth by discussing a particular Ashridge general management programme, which uses this framework extensively to guide its development. Concludes by suggesting that management educators should refrain from deluding both themselves and their clients that all tutors, from a variety of subject disciplines, share the same basic assumptions about learning. In fact, it is imperative that they do not share the same basic assumptions, if they are really serious about tailoring learning to individual client needs.
This paper aims to understand what leadership is and how it occurs within organizations.
Highlights four key principles which serve as a guiding template or frame of reference to help enhance managers' confidence and credibility and encourage strong leadership inside an organization.
Followers choose our leaders – leaders do not choose their followers. This kind of relationship and connection between people goes beyond the transactional (i.e. managers and their direct reports) and into the realm of the transformational.
The phenomenon we call leadership/followership is an episodic series of events intending significant change. So, to be clear, leadership does not reside in a person or even several persons; it resides in a dynamic and ever‐changing relationship among people.
Creating leadership energy is an inside job, the stimulus for it comes from inside an individual. It can come from inside any individual of any type. This sits in opposition to the view that there is a universal list of character traits which determines who becomes a leader in any culture or any industry.
A method has been developed for the solution of inverse heat diffusion problems to find the initial condition, boundary condition, and the source and sink function in the heat diffusion equation. The method has been used in the development of a source‐and‐sink method to find the boundary conditions in inverse Stefan problems. Green's functions have been used in the solution, and the problems are solved by using two approaches: a series solution approach, and a time incremental approach. Both can be used to find the boundary conditions without reliance on the flux information to be supplied at both sides of the interface. The methods are efficient in that they require less equations to be solved for the conditions. The numerical results have shown to be accurate, convergent, and stable. Most of all, the results do not degrade with time as in other time marching schemes reported in the literature. Algorithms can also be easily developed for the solution of the conditions.