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Case study
Publication date: 1 October 2011

Diana Kao and James Higginson

International business, emerging markets, strategy.

Abstract

Subject area

International business, emerging markets, strategy.

Study level/applicability

Year 3 and 4 university level.

Case overview

Kevin, an Indian citizen living in Oman, is the founder and president of Quality Tailors, Textiles, and Embroidery (QTTE). He is faced with a number of questions, including whether or not to establish a new division, in what direction to take the three existing divisions, and how to work with an organization culture that is resistant to change and reluctant to make decisions without his involvement. Perhaps, most pressing is the fact that the company's sponsor is demanding increased payments, since under Omani law, a foreign-owned company must have an Omani sponsor who is entitled to a share of the profits and, in the extreme, can take over ownership and control of the business.

Expected learning outcomes

Upon completing this case, students will practice:

  • identifying and using proper tools (5-forces, SWOT, VRINE) to analyze the external and internal environments of the company;

  • identifying key issues in the case, both long- and short-term;

  • identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and

  • proposing an implementation plan with a time line.

identifying and using proper tools (5-forces, SWOT, VRINE) to analyze the external and internal environments of the company;

identifying key issues in the case, both long- and short-term;

identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and

proposing an implementation plan with a time line.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 4
Type: Case Study
ISSN: 2045-0621

Abstract

Subject Area

Strategic management, operation management, health and safety

Study Level/Applicability

The authors have been developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety.

Learning outcomes

The learning outcomes are as follows: to understand the importance of animal disease prevention and the correct procedures for dealing with disease outbreaks in an animal facility; to reinforce the importance of adherence to strict procedures and chain of command by Life Sciences and Conservation sections in preserving the health of animals, zoo staff and visitors; to recognize the importance of disease monitoring and control in wildlife conservation; and to understand the importance of concrete experience in related positions to provide leaders like Director Mark Craig with the skills to handle such a big responsibility. Al Ain Zoo has such leaders along with a dedicated and resourceful management team that has proven capable of placing the institution among the best conservation parks in the world.

Case overview/synopsis

Large collections of animals of diverse species found in zoos and animal parks present a considerable challenge to facility managers in developing and implementing programs to prevent and control the spread of animal diseases. One need to only think about the nightmare consequences of an illness that could decimate a population of animals in a public setting such as a zoo and, in a worst-case scenario, spread to staff, visitors and even the public at large. Biologists have clearly shown how certain types of animals can act as reservoirs for disease viruses, for example, chimpanzees harboring the simian immunodeficiency virus that mutated to HIV or chickens and ducks spreading avian influenza virus to poultry workers and then to the public. Thus, disease control in zoos is an issue of the utmost importance, and managers and operators neglect it at their peril. The reputation and indeed the very existence of an animal park rests in the hands of a dedicated group of managers, veterinarians and technical staff, as well as zoo workers who must strictly follow procedures to prevent and contain animal-borne diseases. This case study focuses on the work of one man in a large internationally known facility to develop, implement, test and evaluate an innovative program for animal disease control. So, what would you do if you were the director of a large metropolitan zoo and your staff veterinarian came to you and said that there was an outbreak of a serious viral disease among a group of animals? Could you have prevented the disease? How will you treat the sick animals and stop the disease from spreading? Is there a risk of the zoo staff contracting the disease from handling sick animals? What about zoo visitors? These are all questions that are addressed in this new and intriguing case study focused on managing animal diseases in the setting of a zoo or wildlife park. Mark Craig, Director of Life Sciences at the Al Ain Zoo in the United Arab Emirates, has plenty to say about the planning, science and management skills necessary to insure that a large population of diverse wild animals remains healthy and thriving. The Al Ain Zoo is the largest of its kind in the Middle East, and while he has been in charge of the animal welfare program for more than six years, there have been few incidents of disease and all have been contained. What can be learned from his effective strategies and leadership skills is clearly discussed and illustrated in this unique real-world case study.

Complexity academic level

The authors have developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety.

Supplementary materials

Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 June 2016

Mohammed Laeequddin and K. Abdul Waheed

Business-to-business (B2B) marketing, microeconomics and strategic management.

Abstract

Subject area

Business-to-business (B2B) marketing, microeconomics and strategic management.

Study level/applicability

Target audience can be MBA students who are taking B2B marketing, microeconomics and strategic management courses.

Case overview

On 1 January 2015, Hamza joined Hisham Packaging, Dubai, United Arab Emirates (UAE) as the CEO. Hisham Packaging specialises in production of corrugated boxes of various sizes, both in plain and printed forms. Most of Hamza’s experiences have been in the automobile industry, where his focus was on Lean operations rather than marketing. After joining Hisham Packaging, he learnt that in service industry like printing and packaging, the business focus is more customer-oriented than process-orientated. In the packaging industry, each customer’s requirement is unique and customised with variety and small volumes. What was shocking to him was that there is an informal cartel arrangement among major corrugated box suppliers in the country and without the consent of the cartel members, he cannot take any major decision like expanding the business or accepting or dropping a customer. Hamza discussed the scenario with his sales manager Ahmad to see what strategy to adopt for the growth of the company. He was trying to figure out what next? Like any other newly joined CEO, Hamza also had plans to increase the market share and make the operations Lean. He quickly found that it would be difficult for him to make any major impact on the existing business due to the constraints and he needed a different strategic move to grow the company.

Expected learning outcomes

The outcomes include understanding of market dynamics, cartelization of companies based on market structure and strategy building. Students learn that an organization’s performance is just not dependent on how the managers plan, organize and control but it also depends on the competitors and customer’s strategies. Students learn how to apply strengths, weaknesses, opportunities, and threats (SWOT) analysis, Porter’s Five Forces analysis and PESTEL analysis in developing business strategy.

Supplementary materials

Teaching note is attached.

Subject code

CSS 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 27 February 2019

K. V. Sandhyavani, Arun Kumar, G. Taviti Naidu and Goutam Dutta

This is a case of a crisis project management which showcases the unpredictable nature of the project and the role of management in handling the crisis. It is the case of a very…

Abstract

This is a case of a crisis project management which showcases the unpredictable nature of the project and the role of management in handling the crisis. It is the case of a very severe cyclonic storm hitting the city of Visakhapatnam plant during October, 2014. The whole city was devastated and so was the situation in the Steel plant as it was under zero power conditions for around 10 days. This case gives need for managing an integrated steel plant in case of very severe cyclonic storm and documents the sequence of events and managing unforeseen uncertainty using NTCP concepts.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 31 October 2019

Doa'a Darwish and Syed Zamberi Ahmad

International Business Management, Global Business Strategy and Human Resource Management

Abstract

Subject area

International Business Management, Global Business Strategy and Human Resource Management

Study level/applicability

This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses.

Learning outcomes

The learning outcomes are as follows: to figure out the appropriate staffing approaches for the foreign investment projects; to understand the challenges that companies face when they expand in the foreign market; to understand the different foreign markets entry modes.

Case overview/synopsis

The Nayel and Bin Harmal Investment Co. LCC. is an experienced company that owns a hotel chain with three properties in the UAE. In 2011, it decided to invest in Africa and build a new hotel – Ayla Djibouti Hotel – in Djibouti. The hotel’s construction is nearly complete. This has urged Bashar Al Tamimi to begin devising a staffing strategy for the hotel. Of particular concern is Djibouti’s lack of manpower with hospitality qualifications and expertise. Consequently, Al Tamimi must grapple with some difficult questions: Should he hire staff with the appropriate international hospitality experience? Or should NBHI invest in the human capital in Djibouti and train Djiboutian people to operate the hotel? Which strategy or approach will lead to the most successful and profit-making outcome for Ayla Djibouti

Complexity academic level

This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses.

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 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 August 2023

Subhashis Sinha, Nikunj Kumar Jain, Sachin Singh and Ranjeet Nambudiri

The case has the following learning objectives: to understand the dilemmas that an emerging market MNC faces during pre-and post-acquisition scenarios; understand and appreciate…

Abstract

Learning outcomes

The case has the following learning objectives: to understand the dilemmas that an emerging market MNC faces during pre-and post-acquisition scenarios; understand and appreciate the basic tensions that arise when two different companies with different cultural setups are integrated; understand the importance of creating a culture integration road map to leverage the synergies of two successful companies; and understand the role of leadership in leading and managing change.

Case overview/synopsis

Asian Paints Ltd. has been a market leader in the Indian paint market for over five decades (since 1967). Over the years, starting in 1978, the company has steadily spread its footprint in the international arena as well. As of 2017, Asian Paints was a leader in 10 overseas markets, one of the top 3 paint companies in the Middle East, the largest paint manufacturing company in South Asia, and served 60 markets across the world. The international business contributed to around 12% of the company’s group turnover. In line with its long-term vision and to consolidate its presence in emerging markets, the company acquired Causeway Paints, a leading paint company in Sri Lanka, in April 2017. Asian Paints had a presence in Sri Lanka since 1999. Mr. Jatin Upadhyay, International Business Unit Head for Asian Paints, had played significant roles in the past in such acquisitions and was well aware of the impending challenges that came with such acquisitions. How would the integration of the two distinct entities be made possible without losing the overarching objective? How would the transition be managed? How would the cultural transition take place? What and how would the role be handled by the General Manager (GM) of Causeway Lanka? How would the new organisational structure support the transition? The case illustrates the complex management challenges that arise when a leading enterprise from a different country (Asian Paints) acquires a leading company in a different country, in this case, Causeway Paints, Sri Lanka.

Complexity academic level

The target audience for this case study is the students pursuing a post-graduate programme in management or an executive post-graduate programme in management. The case can also be used for management development programmes for experienced participants who are interested in understanding the possible scenarios that may arise after an acquisition when managing an international subsidiary in a different cultural setting.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 27 May 2022

Benudhar Sahu and Indu Perepu

This case is meant for MBA/MS/executive MBA students.

Abstract

Study level/applicability

This case is meant for MBA/MS/executive MBA students.

Subject area

Entrepreneurship development, leadership.

Case overview

This case is about the successful entrepreneurial journey of Kiran Mazumdar-Shaw, founder of India-based biotechnology company Biocon Limited. Mazumdar-Shaw established Biocon in 1978 as a joint venture company. As a woman entrepreneur, Mazumdar-Shaw faced many challenges and setbacks during her initial days. She overcame these and took Biocon to new heights. Later, Mazumdar-Shaw decided to make a strategic shift in Biocon’s business model – going from manufacturing enzymes to biopharmaceuticals with the vision of making an impact on global health care by providing access to affordable, life-saving drugs.

Expected learning outcomes

The learning outcomes are as follows: understand the ecosystem of women entrepreneurs in developing countries; examine the challenges faced by women entrepreneurs in their entrepreneurial journey and how successful entrepreneurs convert challenges into opportunities; and analyze what entrepreneurial leadership is and understand how these leadership qualities play an important role in the success of entrepreneurial ventures.

Social implications

Mazumdar-Shaw was able to break through the gender barrier that was highly prevalent in Indian society then and successfully established her entrepreneurial venture in biotechnology, a discipline that was still nascent in the1970s. Though she has scaled great heights in the biotechnology area and developed her business, she has remained sensitive to the problems of those who are unable to get affordable medicines. Firmly believing that she should share the prosperity of the company with the poor and the marginalized, Mazumdar-Shaw, through her philanthropic venture, Biocon Foundation, started providing essential drugs at affordable prices to them.

Subject code

CCS 3: Entrepreneurship.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN:

Keywords

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