Search results
1 – 10 of 68Mayank Jaiswal and Robert Maxwell
The theoretical linkages are with dynamic nature of PESTEL analysis, Porter’s five forces, resource-based view of the firm and characteristics of an entrepreneur.
Abstract
Theoretical basis
The theoretical linkages are with dynamic nature of PESTEL analysis, Porter’s five forces, resource-based view of the firm and characteristics of an entrepreneur.
Research methodology
The names of the institutions and individuals involved have been disguised. However, the material facts of the case are authentic.
Case overview/synopsis
This case discusses strategy in the context of a crisis situation in a small business. JTH Inc. was a computer subcontract manufacturing (SCM) firm serving the New England region of the USA. The influx of international competition (mainly from China) due to recession led to significant challenges for JTH and the SCM industry. JTH was struggling and the situation was further complicated by the founder’s (Robert Maxwell) personal and emotional situation. Robert had to decide whether to keep the business running, close it down, merge with/be acquired by a competitor, innovate the business model or do something else.
Complexity academic level
This case is designed to target undergraduate students of Strategic Management; it may also include Entrepreneurship students. It should most probably be taught in the first half of the course after concepts such as PESTEL, Porter and resource-based view of the firm have been taught.
Details
Keywords
Mark Satterthwaite and John-Lindell Pfeffer
Describes Nintendo's rise to dominance in the home video game industry in the late 1980s. Then presents the challenges Nintendo faced in 1990 as 16-bit processors entered the…
Abstract
Describes Nintendo's rise to dominance in the home video game industry in the late 1980s. Then presents the challenges Nintendo faced in 1990 as 16-bit processors entered the market against the 8-bit Nintendo Entertainment System.
Details
Keywords
ONGC vs. Sumitomo – Supreme Court of India, 28 July, 2010 – is an example of a dispute in an international contract, with an arbitration clause, which could have been avoided…
Abstract
ONGC vs. Sumitomo – Supreme Court of India, 28 July, 2010 – is an example of a dispute in an international contract, with an arbitration clause, which could have been avoided. Ironically, it took almost two decades to be finally decided. The purpose of this case is to make the readers think about dispute avoidance vis-à-vis dispute resolution. The case presents the most relevant aspects of the judgment in simple language, devoid of legal jargon. A number of questions have been suggested towards the end.
Details
Keywords
Nestor U. Salcedo, Miguel Garcia-Cestona and Katherina Kuschel
A student can evaluate the variables related to the corporate governance decision for the future of the companies while simultaneously facing other internal factors, such as…
Abstract
Learning outcomes
A student can evaluate the variables related to the corporate governance decision for the future of the companies while simultaneously facing other internal factors, such as understanding the owner's address style. In addition, the student will be able to balance and weigh current resources, understanding that the conceptual frameworks of agency theory, resource dependence theory, agency and transaction costs, as well as the types of leadership and power are useful to understand this type of companies, common in emerging markets.
Case overview/synopsis
This case describes the actions of Nestor Salcedo Guevara, founding partner of Industrial Andina S.A. and owner of NSG Service Stations, companies focused on industrial manufacturing and retail fuel sales, respectively. The case covers a period of 40 years, from the founding of Industrial Andina S.A. in 1978, its restructuring into a family business in 1982, the strategic decisions concerning the political and economic situations from the eighties to the new millennium, and the creation of NSG Service Stations in the year 2000, until August 2018, when Nestor faced the decision to expand NSG Service Stations and reactivate Industrial Andina SA with new projects. Therefore, Nestor must decide the next steps for the future of both companies. This case study highlights several challenges of business economics and administrative strategy facing entrepreneurs or experienced managers and allows to discuss in class concepts of corporate governance such as ownership structure, incomplete contracts, management styles and defensive strategies associated with the power of the CEO - Owner.
Complexity academic level
Undergraduate students in Business Administration or Economics and post-graduate MBA. Business Economics courses, Strategic Management, Corporate Governance courses.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Stephen J.J. McGuire, Ellen A. Drost, K. Kern Kwong, David Linnevers, Ryan Tash and Oxana Lavrova
A family business founded by Chinese immigrants grew into a $133 million toy and costume maker by exploiting seasonal niche segments in the highly competitive, global toy…
Abstract
A family business founded by Chinese immigrants grew into a $133 million toy and costume maker by exploiting seasonal niche segments in the highly competitive, global toy industry. Sales of traditional toys stagnated when replaced by game consoles and electronic toys. Unable to compete in high tech toys, MegaToys moved instead toward seasonal products. In 2007, brothers Peter and Charlie Woo were about to pitch what they hoped would be $63 million in Easter basket sales to Wal-Mart. If Wal-Mart took the full order, it would come to represent over half of MegaToys' revenue.
The company was faced with the dilemma of how to grow, and at what pace. Charlie Woo knew that MegaToys could continue to grow as long as it was able to satisfy Wal-Mart's demands. Peter Woo wondered if this was the smartest way to grow the business. “Growth is a good thing as long as you don't sell your shirt to get it,” he noted. Should MegaToys continue to increase its sales to Wal-Mart, or would dependence on Wal-Mart eventually threaten the firm's success? Were there other, untapped opportunities for MegaToys that were well aligned with its strengths, resources, and capabilities?
Zoltan Bakonyi, Erik Gyurity and Adam Horvath
The purpose of this paper is to demonstrate how a business idea can be successful in the long run in a rapidly changing environment. Students could learn about the carsharing…
Abstract
Learning outcomes
The purpose of this paper is to demonstrate how a business idea can be successful in the long run in a rapidly changing environment. Students could learn about the carsharing market and the world of start-ups. During the lesson, students could practice business modelling based on “Value proposition Canvas”. With this model, they can understand the real needs of the customers and the services, with which companies can provide gains for the clients and decrease users’ pain. Beside business modelling, the case provides the opportunity to learn about the concept of First Mover Advantage, which describes the possible advantages of being first on a market. Three different sources can provide first mover advantage: technological leadership; pre-emption of scarce assets; and customer loyalty. Start-ups should systematically think about acquiring some of the above to sustain their advantage.
Case overview/synopsis
This case is about a carsharing start-up GreenGo, which was the first company introducing the concept of carsharing in Hungary. GreenGo was founded in November 2016 in Budapest. Until today, it has approximately 170 cars and could establish a solid customer base with 6,000 subscribers. After one year of monopoly, GreenGo got a competitor, when MOL (one of the largest companies of the Central European region) entered the market with its new carsharing service: MOL Limo (Limitless Mobility). MOL Limo is using the same business model and marketing mix as GreenGo and started to operate with 300 cars. The case describes the urban transportation of Budapest, the business model and value proposition of GreenGo and MOL Limo in depth. It also presents some possible options for GreenGo to react to the new market situation.
Complexity academic level
Master in management, MBA.
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: Strategy, Case study organisation: GreenGo.
Details
Keywords
Jennifer Brown and Craig Garthwaite
At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their…
Abstract
At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their new planes. At about the same time, the two industry heavyweights began developing new aircraft families to address the future market needs they each projected.
Aircraft take many years to develop, so by the time the new planes made their inaugural flights, significant changes had occurred in the global environment. First, emerging economies in the Asia-Pacific region and elsewhere were growing rapidly, spawning immediate and long-term demand for more aircraft. At the same time, changes to the market for air travel had created opportunities for new products. These opportunities had not gone unnoticed by potential new entrants, which were positioning themselves to compete against the market leaders.
In October 2007, the Airbus superjumbo A380 made its first flight. The A380 carried more passengers than any other plane in history and had been touted as a solution to increased congestion at global mega-hub airports. Four years later the Boeing 787, a smaller long-range aircraft, was launched to service secondary cities in a point-to-point network.
The case provides students with an opportunity to analyze the profit potential of the global aircraft manufacturing industry in 2002 and in 2011. Students can also identify the actions of participants that weakened or intensified the pressure on profits within the industry.
Audio format (.mp3 file) available with purchase of PDF. Contact cases@kellogg.northwestern.edu for access.
Details
Keywords
Ming-Jer Chen, Alexandre Zimath, Andrea Maat, Fabiano Lopes, William Reynolds, Nivaldo Silva, Charles Vaughters and Aaron Watt
The CEO of Embraer, reflects on his company's dramatic ascent to its position as the world's leading regional aircraft manufacturer. Since becoming a private company, Embraer had…
Abstract
The CEO of Embraer, reflects on his company's dramatic ascent to its position as the world's leading regional aircraft manufacturer. Since becoming a private company, Embraer had successfully introduced seven commercial aircraft models to the market, including its latest, the 118-seat EMBRAER 195. Now, he is concerned because Embraer does not know what to expect from Bombardier, Boeing, and Airbus regarding their competitive response to his company's recent attacks on the commercial aircraft market. How would they respond to Embraer's successful launch of its recent family of jets? Would Bombardier really follow through with its launch of the CSeries? Would Airbus and Boeing perceive the latest attacks by Embraer and Bombardier as attacks on its own family of jets? Most importantly, given Embraer's expectations of rivals' future competitive moves, what should it do next to protect its position and influence its competitors' actions?
Details
Keywords
Liesl Riddle, Tjai M. Nielsen and George A. Hrivnak
Entrepreneurship, management and emerging markets.
Abstract
Subject area
Entrepreneurship, management and emerging markets.
Study level/applicability
Undergraduate and Graduate courses in Entrepreneurship, Managing in Developing Countries/Emerging Markets, Small Business Management, Social Entrepreneurship, International Business
Case overview
IntEnt is a business incubator that provides training and other support services to nascent entrepreneurs, helping turn their investment ideas into successful business ventures. But IntEnt focuses on a unique clientele: diasporas, or migrants and their descendants, who dream of establishing a new venture back in their country of origin.The incubator is well known and respected by policymakers and migrants alike. Despite these successes, Mr Molenaar has struggled to grow and diversify IntEnt's funding base. He also is under increasing pressure from the foundation's stakeholders to define and measure the foundation's performance. But Molenaar is committed to expanding IntEnt's operations and continue to bridge the divide between diaspora investment interest and action.
Expected learning outcomes
To understand and describe the financial-, human-, and social-capital challenges faced by transnational diaspora business ventures during the business development and launch phase.To explain how business incubators can provide solutions to the specific, unique problems that transnational diaspora entrepreneurs face, particularly in emerging markets. To discuss the governance challenges associated with operating a transnational business venture as well as those of an incubator aimed to support transnational entrepreneurship.
Supplementary materials
Teaching note.
Details
Keywords
Prashanth Kumar Sreram and Savitha Chilakamarri
The learning outcomes of this study are as follows:1) illustrate the project management failures that contributed to the fire accident at Grenfell using a fishbone diagram;2…
Abstract
Learning outcomes
The learning outcomes of this study are as follows:
1) illustrate the project management failures that contributed to the fire accident at Grenfell using a fishbone diagram;
2) identify and classify the power and influence of various stakeholders involved in a brownfield project using a relevant framework; and
3) elaborate the need for following effective stakeholder management processes and project leadership, especially in the context of a refurbishment/renovation project.
Case overview/synopsis
On 14th June 2017, the Grenfell Tower in North Kensington, West London, UK, caught fire. The fire raged for 60 h and around 72 people lost their lives. Many criticized the response of the London Fire Brigade (LFB) and their lack of preparedness to respond to such an emergency. There were calls for Dany Cotton, the Chief of LFB, to resign. However, there had been a major cladding-related refurbishment at Grenfell, and subsequent investigations revealed that the use of combustible materials, a lack of compliance with the fire-safety norms and a blatant disregard for resident safety had contributed to the fire. The tragedy was a cumulative outcome of failure on two counts: effective project management and stakeholder management during the process of refurbishment, especially in the context of a low-cost housing project. Given this situation, this case considers whether Dany Cotton should own up to her responsibility and resign from her position. In the process, the case considers Grenfell refurbishment from the theoretical lens of project management in the construction management scenario to understand the factors that could have led to an “avoidable” tragedy.
Complexity academic level
Postgraduate students of construction management; final year undergraduate engineering students who have a foundational course on project management; and architects.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 2: Built environment.
Details