Search results

After working through the case and assignment questions, students will be able to do the following: • Analyse the aspects of strategic leadership and evaluate effectiveness of the leadership in the case study. • Identify stakeholders in a large-scale project and differentiate between their needs and sources of power. • Establish what behavioural mechanisms can be used by leaders to gain support from stakeholders with seemingly divergent pro-poor and pro-growth development orientations for expansion in an emerging market context. • Generate recommendations to communicate the benefits of expansion plans.

On November 8, 2019, Jack van der Merwe, the chief executive officer of the public rapid rail organisation, Gautrain Management Agency (GMA), was considering how to influence stakeholders to support the pace of the expansion planning phase, without alienating the surrounding communities and balancing the various and sometimes opposing stakeholder interests. The case highlights the background to this dilemma in offering the financial background of the Gauteng province and the evolution of the Gautrain project in the context of an emerging market country characterised by institutions at different development levels and how the unique characteristics of the protagonist could influence stakeholder orientations. The case illustrates how the Gautrain is at the centre of a complex transport conflagration in the South African transport ecosystem. Specific stakeholders and their needs are exposed in the case to enable students to analyse their several levels of influence on the project and proposed expansion. The differences between pro-poor and pro-growth development orientations are also highlighted in this case as input to describe the dilemma Van der Merwe faced in his influencing role in this particular South African context. Students will gain insight into how to manage the tensions between pro-poor and pro-growth orientations.

The case is suitable for a graduate-level course on strategy; organisational behaviour; or leadership. The case is also suitable for a post-graduate-level course on an MBA or MPhil program on strategy and leadership.

Teaching notes are available for educators only.

CSS 7: Management Science.

Research for the case study was conducted using a combination of semi-structured interviews and secondary data sources.

This case traces the international expansion of Sadowsky Guitars’ bass guitar product line. Roger Sadowsky is one of the most respected instrument makers in the world and gained early acclaim for his outstanding repair and restoration work on guitars and basses. Some of his early clients included Prince, Will Lee (The Tonight Show), Tom Hamilton of Aerosmith, Jason Newsted of Metallica, Eddie Van Halen and Marcus Miller. Roger’s reputation and the demand for his instruments led to some customers having to wait for more than a year to obtain the chance to purchase a Sadowsky instrument, while others were unable to do so due to financial constraints. In 2003, Roger made the decision to form Sadowsky Japan to begin the contract manufacturing of more affordable Sadowsky instruments in Tokyo, Japan. As the company grew in size, Roger realized he was becoming more focused on running a business than building instruments. Furthermore, his Japanese partners were only interested in serving the Japanese market. This required him to handle the sales and distribution in the remaining parts of the world. In December of 2019, he announced a new, exclusive licensing agreement and distribution partnership between Sadowsky Guitars and Warwick GmbH & Co Music Equipment KG. The new agreement allowed Roger to continue running the Sadowsky NYC Custom Shop while Warwick would take over building and distributing the Metro instruments and a less-expensive, Chinese-built version of the MetroExpress instruments.

This case is appropriate for undergraduate and graduate-level courses related to marketing and consumer behavior. The case walks students through a real-life scenario when the founder of a well-known musical brand sought to expand internationally as a way to meet growing market demand. Students are asked to consider the advantages and disadvantages of the five key international market entry strategies: exporting, licensing, contract manufacturing, joint ventures and investment (equity/acquisition).

The case works well in the classroom, even if people are unfamiliar with the musical instrument retail industry. Participants are most likely aware of some of the artists and musicians mentioned in the case. Some may also be or know musicians. The instructor should be able to quickly engage participants in a lively discussion about Roger Sadowsky’s vision for his instruments and the opportunities and challenges of expanding product offerings and increasing market share.

Teaching notes are available for educators only.

Following discussion and analysis of the case, students should be able to explore how an individual’s background affects his/her perspective on entrepreneurial opportunities; analyse leadership behaviours that support an innovation process; and understand that constraints can enhance innovation.

This real-life case explores the main protagonist, Joni Brenner, an arts university professor at the University of Witwatersrand (Wits) in South Africa, and how over the past 10 years she worked with a group of co-operative beaders in Zimbabwe who developed hand loomed necklaces that were sold locally and internationally, placed in the African section of museum stores.The case provides an opportunity to explore the evolution of the Marigold product, the characteristics of an entrepreneur and how innovation can come from a very focused and constrained approach. Brenner’s involvement with the co-operative involved the supply of materials, design innovation and product sales. Innovation had come through focusing on the evolution of the core product, through different designs and colour combinations, learning through mistakes and through other artistic collaborations. The case concludes with Brenner questioning whether the innovation approach should be adapted to meet the needs of a potential new customer.

This case is appropriate for undergraduate, graduate and post-graduate, MBA and executive education students focusing on entrepreneurship, small business development and/or innovation.

Teaching notes are available for educators only.

CSS 7: Management Science.