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1 – 10 of 12In January 1996, the chief financial officer must fashion a response to a raider who claims that a major business segment of the company should be sold because it is not earning a…
Abstract
In January 1996, the chief financial officer must fashion a response to a raider who claims that a major business segment of the company should be sold because it is not earning a satisfactory rate of return (ROR). The case recounts the debate within the company over the use of a single hurdle rate to evaluate all segments of the company versus a risk-adjusted hurdle rate system. The students’ tasks are to resolve the debate, estimate weighted-average costs of capital (WACC) for the two business segments, and respond to the raider. Because the case was prepared to serve as part of an introduction to estimating investors’ required rates of return, it would best follow one or two class sessions introducing techniques for estimating WACC. Although the numerical calculations required are light, some of the subtleties about the use of risk-adjusted hurdle rates will require time for the novice to absorb. The case can be used to pursue a variety of teaching objectives, including (1) extending risk return (i.e., mean variance) analysis to corporate finance; (2) surveying classic arguments for and against the use of risk-adjusted hurdle rate systems; (3) assessing the assumptions and limitations of risk-adjusted hurdle rate systems; (4) exercising the estimation of segment WACCs; and (5) considering possible organizational barriers to the implementation of risk-adjusted hurdle rates.
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Mayank 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.
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Supply chain management.
Abstract
Subject area
Supply chain management.
Study level/applicability
The case is suitable for post graduates in management, and for those managing small sector supply and manufacturing systems.
Case overview
ACPL is an organisation which moved from trading to manufacturing a technology product instrument transformers (ITs) for power utility companies for 11 years, competing with the best in industry, reducing internal costs, and modernising the supply chain. ACPL was started as a trading organisation in electrical items in Delhi by Munish Kumar, an engineer by profession in 2001. In 2004 he ventured into manufacturing, which expanded in two locations in Ghaziabad, NCR Delhi. Later his two sons, engineer and management graduate, respectively, joined the organisation. In less than a decade, by 2007, ACPL had grown to be a private limited organisation. ACPL manufactures ITs required by power boards and companies for conversion and usage of high voltage (11 kV/33 kV) transmitted power into 220 V single phase/440 V three phase power. From tender/enquiry through manufacturing to inspection and despatch takes a long supply chain cycle time holding space as well as inventory. An interview with the chairman of ACPL in the case highlights issues affecting its margins and growth. The long process to delivery time may be in vogue in this type of industry but this holds up a huge inventory. The company management has been working to resolve this crisis along with an urgent need to grow in a competitive environment. The problem is being addressed.
Expected learning outcomes
This case study should help students to understand the concept of the supply chain and supply cycle, in a manufacturing company in particular. It has been found that students understand the supply chain as part of the marketing function dealing with finished stocks, warehousing and delivery to end customers as per agreements, and arranging payments from customers. The supply chain also deals with in bound materials management. Raw materials planning, purchasing, inventory management are crucial for effective business operations management in any organisation.
Supplementary materials
Teaching notes are available; please contact your librarian for access.
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Robert F. Bruner, Philippe Demigne, Jean-Christophe Donek, Bertrand George and Michael Levy
In April 1992, this multinational consumer foods and beverages company is the focus of takeover rumors, which have prompted an assessment of the firm's returns. The student must…
Abstract
In April 1992, this multinational consumer foods and beverages company is the focus of takeover rumors, which have prompted an assessment of the firm's returns. The student must choose among the principal methods of estimating the weighted-average cost of capital (WACC) for GrandMet and its three main business segments, and must then produce WACC estimates in order to evaluate the firm's performance.
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Richard R. Johnson, Jordan Mitchell, Paul W. Farris and Ervin Shames
This case (an abridged version of UVA-M-0663) describes the history of the Red Bull brand and how the company stimulated and harnessed word of mouth to build a new product…
Abstract
This case (an abridged version of UVA-M-0663) describes the history of the Red Bull brand and how the company stimulated and harnessed word of mouth to build a new product category (functional energy drinks) and brand franchise. The case concludes by asking the reader to consider where Red Bull will take its brand, product line, and marketing next, in light of many competitive challenges in the United States. The case was written to foster discussion of nontraditional brand-building strategies and the growing globalization of brands and products targeted toward younger consumers.
This case addresses several issues dealing with entrepreneurship, including identification of opportunities, valuation, and most importantly, partnership splits among founding…
Abstract
This case addresses several issues dealing with entrepreneurship, including identification of opportunities, valuation, and most importantly, partnership splits among founding partners.
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Robbin Derry and Sachin Waikar
To recapture lost market share, tobacco giant R. J. Reynolds (RJR) developed Uptown, the first cigarette brand created and targeted specifically at a minority group—in this case…
Abstract
To recapture lost market share, tobacco giant R. J. Reynolds (RJR) developed Uptown, the first cigarette brand created and targeted specifically at a minority group—in this case, African-Americans. RJR planned to launch a six-month test market in Philadelphia in February 1990, which coincided with national Black History Month. The launch generated grassroots opposition from the black community in Philadelphia, which became intent on ensuring there was “No Uptown in our town or any town.”
After analyzing the case, students should be able to:
Identify some of the complex issues surrounding targeting specific populations
Recognize the importance of understanding cultural context
Recognize the limits of profit-based decision-making
Identify some of the complex issues surrounding targeting specific populations
Recognize the importance of understanding cultural context
Recognize the limits of profit-based decision-making
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The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all…
Abstract
Learning outcomes
The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all organisational levels, understand the importance of adopting a proactive approach to change perceptions and discriminatory behaviours and processes and appreciate the role that an inclusive culture within an organisation can play in advancing and championing women’s progression to senior management roles.
Case overview/synopsis
The case highlights the challenges facing women in leadership positions in emerging economies and societies in transition like South Africa and explores the role that gender plays in the world of work. It focuses on the dilemmas faced by Alison Bourne, newly promoted to the CEO role at Bergmann Engineering Works (SA).The case shows that, despite the positive contribution resulting from the inclusion of women in organisations, women experience a multitude of obstacles. Some of the limitations highlight that women must work even harder to be perceived as legitimate leaders. These challenges come about despite research showing that the inclusion of women in the workforce improves company performance, enriches the knowledge base and improves the decision-making quality of company boards.
Complexity academic level
Postgraduate business students at the master’s level.
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 6: Human Resource Management
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Oksana Kukuruza, Natalia Golovkina and Natalia Golovkina
The learning outcomes are as follows: Identify obvious and hidden impediments to women’s careers; offer initiatives that change women’s career opportunities; explore available…
Abstract
Learning outcomes
The learning outcomes are as follows: Identify obvious and hidden impediments to women’s careers; offer initiatives that change women’s career opportunities; explore available instruments to change the corporate culture to deal with gender issues management; and identify tools that help secure changes in these uncertain times.
Case overview/Synopsis
The case is based on the situation that Nadia Omelchenko, Vice President of IT.Integrator, the leading Ukrainian systems integration company, faced in 2021, when COVID-19 put her thus-far successful initiatives aimed at promoting women’s careers at risk. In 2020, lockdowns were being imposed and lifted, and remote-work practices were evolving. Most women in the IT sector opted for working from home and infrequent attendance at in-office, face-to-face meetings offices because of increased family responsibilities. Her executive team members had become disgruntled about continuing to invest resources in women’s development programs. They believed that the whole idea of women’s promotion was a waste of time because in critical situations they prioritized family obligations and neglected their managerial responsibilities. One of Omelchenko’s main tasks was to secure the company’s ability to recruit and retain the best talent and reinforce the company’s position in the market. As in many emerging economies, a serious skill shortage was the common refrain in Ukraine. Many employers were facing the need to offer more than just monetary remuneration. Moreover, many Ukrainian IT companies were competing with international companies that had more financial resources and policies in place for retaining talent. This case study examines the Ukrainian IT sector, its legal and regulatory framework, and the implication of COVID-19 for the sector. The gender-equality situation is reviewed. Omelchenko's personal journey toward fostering opportunities for women and diversity, as well as her programs and initiatives to change the corporate culture and unlock women’s potential, are discussed.
Complexity academic level
MBA and Masters students or senior BBA and participants of the executive development programs
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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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.
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