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This case describes how eight entrepreneurs discover different opportunities for new businesses to exploit a single technological invention. The case focuses on the process of entrepreneurial discovery and its implications for the creation of new firms. Many of the teaching materials on entrepreneurship assume that entrepreneurs have already discovered an opportunity. While these materials provide useful information about the process of creating new enterprises, they miss the crucial first step in the entrepreneurial process: identifying an opportunity. The case illustrates the theoretical concept of the role of information in the discovery of entrepreneurial opportunities. It can be used in a class on entrepreneurship or management of technology.

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

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.

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.

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.

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

Manufacturing, Western management theories and Japanese management practices.

This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.

This case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.

It is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.

Teaching notes.

The case study will help improve systemic gender-related challenges for women in STEM, male-dominated nontraditional workplaces, such as mining, and contribute to CASE FOR WOMEN database of women-centered business teaching cases.

The learning objectives are as follows: discuss gender issues in nontraditional science, technology, engineering, mathematics (STEM)–related male-dominated industries; conduct a strategic competitive strengths and weaknesses, the opportunities and threats analysis and political, economic, social, technological, legal and environmental analysis; evaluate relevant information and decision criteria to assess the options; provide recommendations for strengthening vision mission and strategy; and analyze the business model using the Business Model Canvas.

Alicia Woods (she/her), founder of Covergalls Inc., was facing an unexpected challenge during the COVID-19 worldwide pandemic restrictions and lockdowns which had created an unprecedented disruption to her business. Should Covergalls continue on its current path, or was it time to branch out?

This case is suitable for diversity, equality and inclusion, strategic management, entrepreneurship, marketing or leadership courses at the undergraduate BBA and graduate MBA level on campus or online.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

The case provides an opportunity for participants to step into the shoes of Doshi and plan a way to expand Vardhman Envirotech (VE) business by either entering the government segment or by undertaking international market expansion. In doing so, participants should understand the existing strategy by taking into consideration the aspects regarding the manner in which VE’s Injection Recharge Well differs from the existing recharge well solutions. VE lack of experience in government segment, as well as international markets provides an interesting context for the case discussion wherein participants have to examine the positives and challenges of both expansion opportunities and decide the way forward.

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

CSS3: Entrepreneurship.

Greg Mills describes his search for the perfect engagement ring which includes an analysis of the prices of 6,000 diamonds. An engineer, Greg hopes to impress Sarah Staggers by using regression to find an underpriced diamond. Students are asked to either select one of the 6,000 diamonds or provide point forecasts for prices of 3,142 diamonds in a hold-out sample. The instructor can use the actual prices of the held-out diamonds to evaluate student pricing models.

After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The startup phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations.

Data were collected through interviews with business owners and a review of company documents, production processes and the company website.

This case exercise will suit strategy and entrepreneurship students at both the senior undergraduate level and graduate level. The case discussion will ask students to consider operations, supply chain management, marketing and other issues, all through the lens of a holistic vision for the company. This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher level entrepreneurship course. It is appropriate for both undergraduate seniors and graduate students.

This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher-level entrepreneurship course. The case may be used to help students understand external and internal analysis, identifying the sources of value creation and competitive advantage, and creating an appropriate strategy for growth. It provides a rich context to discuss and apply the following conceptual tools: the application of a value chain analysis and the application of a business model canvas (key partners, key activities, key resources, value propositions, customer relationships, distribution channels, customer segments, cost structure and revenue streams). The case may also be used to reinforce the applications of growth phases in a young firm that are part of the entrepreneurial setting, for example, value proposition, ideal customer, revenue streams and key performance indicators.

Identify the types of innovation that Gastón Acurio’s proposal has created. Understand the key strategies developed to grown and consolidate Peruvian food as a category internationally and as part of Acurio’s business. Identify elements of the business model using the business model canvas. Explain how elements of a business model are related, reinforce each other and drive results. Evaluate strengths, opportunities, weaknesses and threats to a business model. Analyze changes to the model that can capitalize upon or mitigate these factors based on evidence.

Gastón Acurio is a successful Peruvian chef and restauranteur who was key in shaping the country’s gastronomic industry. His innovative business model distinguished him from other Peruvian restauranteurs and allowed him to grow and take advantage of opportunities in Peru and internationally. His success and growth attracted US$52m in investment funding. However, his model’s challenges surfaced during a difficult restaurant launch exacerbated by a harsh review in the New York Times. Students must identify and analyze the key elements of Acurio’s business model to evaluate and propose changes to better take advantage of its strengths and opportunities, as well as to mitigate weaknesses and threats.

Master’s or MBA.

Teaching Notes are available for educators only.

CSS 12: Tourism and hospitality.

Josh Williams is a Student at the NAU who has driven buses on campus and wants to improve the transportation on campus. He is convinced that purchasing a new type of bus that is more fuel efficient, has larger capacity, better designed for boarding, and has a longer life is worth the higher purchase cost. He sets out to prove it by creating a discounted cash flow (DCF) analysis. Since many of the estimates for the DCF analysis are uncertain, he decides to perform a Monte Carlo simulation (MCS) analysis. Students are asked to step into Josh’s role and perform the analysis.

Josh Williams was a Student in the authors’ MBA program. Both authors teach in this program and one author was the Advisor for Net Impact and worked with Josh to present his idea to the university administration. The authors have changed a name or two but otherwise, the case describes a real situation in a real organization without disguise.

The authors have used this case in a first semester MBA-Applied Management course, Decision Modeling and Simulation. Students already have experience with DCF analysis and have been introduced to MCS. With this case, students apply MCS at the conclusion of a three-week module on predictive analytics. Students have run at least two MCS models and have become comfortable with the software. The case would also be appropriate for a senior-level undergraduate course such as business analytics or management science. It might also be useful for other courses that include the MCS modeling technique learning objectives such as project management.

This case provides an opportunity for students to perform an MCS analysis. MCS is useful when many of the inputs to a DCF analysis (or any model) have been estimated and the modeler is concerned that the estimates are uncertain and could perhaps be a range of values. MCS can be used to understand the effect of this uncertainty on NPV which in turn may affect the decision. The case could also be used without MCS focusing just on the DCF analysis with deterministic sensitivity analysis.

This case has been written after extensive field research. It is designed specifically for the International Marketing course. However, it can be used in Brand Management, Consumer Behavior and Marketing Management courses as well.

Final-year BBA students or first-year MBA students.

Although introduced in Pakistan in 1999, Veet, a personal hygiene brand, has failed to realize its potential even after a decade. Pakistan is a conservative society and women feel embarrassed buying hair-removing creams. Humayun Farooq, the new brand manager, is at a crossroad; he believes in giving the brand a bold take-off by using fashion as a platform, whereas both top management and his assistant brand manager are skeptical of his proposition, as they see it as risky. His decision is critical, as there is pressure to strike a balance between global standardization and local cultural norms.

The students will be able to: understand how global brands need to conceptualize and implement local brand strategies, given the different market challenges; and apply key theoretical concepts in International Marketing such as cultural product adaptation.

Instructors must ask the students to study the following before discussing the case in class. For the on-air 2009 advertisement of Veet in Pakistan, visit: www.youtube.com/watch?v=8Va9bA-ebqE. Although the case sheds light on the relevant Pakistani cultural and religious norms, students may further research and study the Pakistani culture. Nijssen, E.J. and Douglas, S.P. (2011). “World World-mindedness and attitudes toward product positioning in advertising: an examination of global versus foreign versus local positioning”, Journal of International Marketing, Vol. 19 No. 3, pp. 113-133. Shivkumar, H. (2006), Managing global brand advertising, World Advertising Research Centre.

CSS 8: Marketing