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Case study
Publication date: 2 January 2020

Arun Bhattacharyya, Sangeeth Varghese and Amit Gupta

Learning outcomes are as follows: understanding the importance of aligning an entrepreneur’s personal orientation and values (e.g. detachment from the enterprise) with business…

Abstract

Learning outcomes

Learning outcomes are as follows: understanding the importance of aligning an entrepreneur’s personal orientation and values (e.g. detachment from the enterprise) with business decisions related to enterprise development; appreciating how prior exposure to business settings can be a source of entrepreneurship pursuits for an entrepreneur; and understand whether a different type of leadership can be instrumental in the creation, running and growth of an entrepreneurial venture, especially in terms of introducing differentiated offerings in the target market.

Case overview/synopsis

The case is about an entrepreneur, Sangeeth Varghese, with a very humble and conservative background, who worked in various firms, small and large, and become a young global leader at World Economic Forum, before foraying into entrepreneurship. He is driven by the core values of detachment and democratization, which is reflected throughout his life course and has developed his own views on leadership. After running his first venture LeadCap Ventures with some measure of success, Sangeeth is about to launch his new venture LeadBurg, a web- and mobile-based application for behavioral rating and competency discovery for individuals. The predicament for Sangeeth is about the uncertainties related to the new launch from a business perspective, as well as the concern whether the core principles of democratization and detachment that he identified with, would stand the test in this launch.

Complexity academic level

Master level program (e.g. MBA).

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 8 April 2021

Wiboon Kittilaksanawong and Huijing Liu

Students will be able to analyse competitive situations of the focal firm in the platform market, factors that make the focal firm become dominant in the sharing economy through…

Abstract

Learning outcomes

Students will be able to analyse competitive situations of the focal firm in the platform market, factors that make the focal firm become dominant in the sharing economy through the technology platform and the focal firm’s motives and growth strategies through mergers and acquisitions and overseas expansion, as well as give recommendations on the focal firm’s strategies to move forward to achieve and maintain its competitive position in the platform market.

Case overview/synopsis

On 4th April, 2018, Meituan-Dianping (Meituan), a Chinese group-buying website for consumer products and retail services acquired Mobike, a Chinese dockless bike-sharing platform for US$2.7bn. Mobike had raised several rounds of funding for its large investments and operations in this highly competitive and cash-intensive industry. However, it was still struggling to survive and make a profit in the Chinese and overseas markets. It was believed that the merger between the companies was the only viable alternative. Had Meituan’s Chief Executive Officer made the right decision in acquiring Mobike? After Mobike became an integral part of Meituan, what should be done to turn this technology platform to be profitable in the Chinese and overseas market?

Complexity academic level

The case is intended for senior undergraduate or graduate-level courses in business schools.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 17 May 2021

Ben Otieno Ngoye, Halima Saado and Caroline Wambui Gachari

The case will be useful in helping learners: to appreciate concepts in and develop the necessary understanding to apply relevant theories in crisis communications; to identify…

Abstract

Learning outcomes

The case will be useful in helping learners: to appreciate concepts in and develop the necessary understanding to apply relevant theories in crisis communications; to identify communications issues along with the evolution of a crisis; to understand the importance and role of a crisis communications team; and to develop skills in writing a crisis communications plan.

Case overview/synopsis

The case is a narration of the experiences of the Kenya Red Cross Society (KRCS) as it launched the Kenya drought appeal in March 2019, and the unexpected media and public backlash that ensued. The background is that of an unusual-yet-previously-predicted dry spell, consequent drought and famine, alleged famine-related deaths, mixed signals from the national and county government and a hitherto well-regarded institution (the KRCS) coming in to launch an appeal aimed at raising funds to help alleviate the effects of the prolonged drought and consequent famine in the northern parts of the country. Unfortunately, a major media and public backlash that was not foreseen by KRCS ensued, and it threatened the reputation and very existence of the organization. Drawing on interviews and secondary material in the public domain, the case focuses on how the KRCS navigates the media and public backlash that ensued following the funding appeal. The case is interesting because of the type of organization involved (a not-for-profit institution set up as auxiliary to the government and of good repute), the nature of the problem (reputational crisis and attendant risk management), the setting (a LMIC in sub-Saharan Africa) and the level of analysis (organizational rather than individual decision-making).[AQ1]

Complexity academic level

Masters level – MBA, Executive MBA, Master’s in Public Management, Master’s in Communication and/or similar courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 June 2023

Fernando Garcia, Stephen Ray Smith and Marilyn Michelle Helms

Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not…

Abstract

Research Methodology

Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not disguised.

The survey was developed using existing instruments from the Organizational Behavior and Human Resources Literature. Instruments were listed in Exhibits 2 through 7. The survey administration had the support of the Vice President for Resources and Facilities, and employees and their supervisors were given time to complete the surveys. The data gathered was analyzed by the researcher using SPSS statistical software.

Case overview/synopsis

Established in 1957, J&J started as a family-owned business but had grown and diversified its product offerings by focusing on commercial flooring. It survived several economic downturns and remained competitive in a market dominated by more prominent flooring manufacturers. J&J Industries strived to empower its 800 employees with various incentive programs. Employees remained loyal to J&J; many had worked for the company for over 15 years. However, management wanted to measure the impact of empowering and initiatives on employee performance and satisfaction to determine the real power of employee incentive programs. The Resources and Facilities Vice President employed Professor Lopez, a Management Professor, to develop a survey to measure these constructs and analyze the data to guide future incentive programs. Data from the employee and supervisor survey was provided along with the statistical analysis results for interpretation and recommendations for VP Fordham.

Complexity academic level

The target audience for this case is primarily students in a research methodology course and students studying quantitative regression analysis and interpretation. The focus is predominantly on graduate-level students in Master of Business Administration or Master of Accounting programs in business. Graduate students should have completed courses in management or organizational behavior, business statistics or quantitative methods or data visualization and cleaning as background knowledge for this case. Specifically, students should understand regression analysis and know when and how the tool is used for managerial decision-making.

Case study
Publication date: 10 March 2022

Arindam Das and Sumantra Guha

On completion of analysis of this case, students would be able to: appreciate the context of a typical delisting decision of a public company that is part of a large business…

Abstract

Learning outcomes

On completion of analysis of this case, students would be able to: appreciate the context of a typical delisting decision of a public company that is part of a large business group; analyze the complex nature of the relationships among the promoter shareholders, minority shareholders, government-controlled financial institutions, independent directors and executive directors in such a situation of transfer of value; and develop the best possible course of action for the promoters, independent directors and public shareholders, keeping into consideration the principles of corporate governance and the objective of shareholders’ wealth maximization.

Case overview/synopsis

The case presents an opportunity to examine the corporate restructuring and governance issues associated with the delisting attempt of India-based mining company Vedanta Ltd., by its London-based parent company, Vedanta Resources. The case focuses on the conflict of interests between the promoters of a business group and the public shareholders of a subsidiary, and the pivotal roles independent directors and proxy advisory firms play in supporting the public shareholders.

Complexity academic level

The case can be discussed in a graduate-level corporate strategy course that deals with restructuring and governance issues in companies, especially large group companies. It can also be discussed in a course of corporate governance where students have the opportunity to understand the potential conflict between promoters and other shareholders, and the moderating roles the independent directors and institutions may play in resolving such conflicts.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 April 2022

Som Sekhar Bhattacharyya and Christo Fernandes

During the COVID-19 pandemic micro-, small- and medium-sized businesses were hit hard. This was specially so in the restaurant business where physical lockdown and social…

Abstract

Theoretical Basis

During the COVID-19 pandemic micro-, small- and medium-sized businesses were hit hard. This was specially so in the restaurant business where physical lockdown and social distancing norms were challenging. Thus, small business performance was a concern (Akpan, Udoh, & Adebisi, 2020). This case study addressed this theoretical aspect. Zhang, Gerlowski, & Acs (2021) had highlighted the challenges of business continuance and enterprise sustenance, during the COVID-19 pandemic. This case study provided insights regarding how these aspects of business continuance and enterprise sustenance were addressed by “Café Tato”. Bhattacharyya and Thakre (2021) had deliberated regarding how firms through strategic initiatives and tactical responses were required to manage COVID-19 pandemic and economic lockdown. Café Tato case study was in line with these recommendations for firms. Barbieri et al. (2020) and Reardon et al. (2021) had outlined steps regarding maintaining business operations reliance given a business crisis situation like during the COVID-19 pandemic. Café Tato case study described this. Café Tato case study accommodated perspectives regarding business crisis situation, business continuance, enterprise sustenance, operations reliance, organizational strategic versus tactical initiatives and finally small business performance.

Research methodology

The teaching case study was written based upon primary data collected from the owners of Café Tato. Furthermore, secondary data was used for building the case.

Case overview/synopsis

Café Tato was the most popular and the oldest tea cafés in Goa, India. It had a presence in Panjim and Margaon in Goa. On 24 March 2020 India went into an economic and physical lockdown because of COVID-19 pandemic related crisis. One week down the line on 31 March 2020, Mr Pranav Dhuri (hereby referred as Pranav), one of the owners of Café Tato, was contemplating how to ensure business continuance once there was semi-normalcy restored. What would the initiatives that need to be undertaken was critical for success of Tato the legendary café in Goa was playing in the mind of Pranav.

Complexity academic level

This teaching case study could be used in the class for strategy planning and implementation in the course of strategic management. This case study could apply for teaching both bachelor’s and master’s students of business management. The case could also be taught to management students for helping them understand how small business firms, while confronting challenges of COVID-19, planned and implemented strategies in the course of strategic management. This study helped strategic management students understand the importance of organization culture in any business as it directly influenced the profitability and sustenance of business. The Dhuri family had all along laid stress on keeping the culture alive by taking various steps at critical times in improvising and maintaining the standards. The study also helped to understand the importance of good leadership and its direct impact on the employees in a crisis situation (COVID-19) work environment and ensure business sustenance.

Case study
Publication date: 2 July 2018

Ralph Boe and Marilyn Michelle Helms

This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and…

Abstract

Synopsis

This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and resulting product quality issues during the late 1990s. The case profiles CI’s position in the UK marketplace as well as highlights the growing international competition from Europe and Mexico. Comparisons between customer’s preferences for carpeting in the USA vs the UK are included. Additionally, the case introduces first-mover advantages in the application of innovational ideas applied to a mature industry in another country.

Research methodology

This case study was written by the CEO of the company as the lead author. The case is not disguised.

Relevant courses and levels

This case is appropriate for undergraduate strategic management/business policy classes.

Details

The CASE Journal, vol. 14 no. 4
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 1 December 2005

Laurence Weinstein and Cindi Bigelow

Ms. Cindi Bigelow, COO and third generation in her family to head the R.C. Bigelow Tea Company, located in Fairfield, CT, believed one strategy to move her business forward would…

Abstract

Ms. Cindi Bigelow, COO and third generation in her family to head the R.C. Bigelow Tea Company, located in Fairfield, CT, believed one strategy to move her business forward would be to attract a younger audience for her product line. Hot tea appeals primarily to women 45+ who typically drink the beverage for its soothing effects. A test market, designed to make hot tea more appealing to a college-age audience, was conducted at a nearby university by a Students in Free Enterprise (SIFE) team drawn from the chapter's membership. Key words: Target audience, market segmentation, demographics, market research, promotion mix, advertising, copy development, media selection.

Details

The CASE Journal, vol. 2 no. 1
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 28 August 2023

Sanduni Ishara Senaratne, Piruni Deyalage, Hashini T. Wickremasinghe, Thilini Navaratne and Kinchigune Gamaralalage Chanaka Chameera Piyasena

This case study has been developed based on the primary data obtained through a series of interviews held with the senior management of Cargills, and the secondary data obtained…

Abstract

Research methodology

This case study has been developed based on the primary data obtained through a series of interviews held with the senior management of Cargills, and the secondary data obtained from the company’s corporate website www.cargillsceylon.com/,annual reports and publicly available sources of information such as newspaper articles.

Case overview/synopsis

This case study focuses on the strategic responses employed by Cargills (Ceylon) PLC – a leading business conglomerate in Sri Lanka – in response to the challenges posed by the COVID-19 pandemic. The duration of this case study is from January 2020 to September 2021. The case study particularly examines the key business sectors of Cargills (Ceylon) PLC – retail, food manufacturing and quick service restaurants – which elaborate on the change management practices and strategies deployed by the company in each of these sectors during this challenging period. This study is based on the primary data gathered from the interviews held with the Cargills (Ceylon) PLC team, and the secondary data obtained from the corporate website of Cargills (Ceylon) PLC. This case study is most suitable to be taught in academic courses related to strategic change management.

Complexity academic level

The case is most suited to be discussed with undergraduates (3rd year and 4th year) following business and management studies related disciplines. While the pivotal area around which the case has been developed is strategic change management, covering environmental analysis, strategic analysis and process of change management, the case could also be used in strategic management classes, to discuss environmental analysis, strategic planning approaches and business and corporate level strategies.

Subject code

CSS 11: Strategy.

Details

The CASE Journal, vol. 20 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 8 May 2018

Richard C. Hoffman, Wayne H. Decker and Frank Shipper

This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why…

Abstract

Synopsis

This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why Jerry Pritchett, one of the co-founders of Pritchett Controls, decided to convert it to an employee-owned company. In the body of the case, it details the efforts of the company to operate under its new ownership structure in an increasingly competitive environment. Although Pritchett established employee owners, only selected High Performance Work Systems (HPWS) practices have been implemented. The issue that reader must grapple with is whether other HPWS practices should be adopted or not.

Research methodology

Primary data were collected by interviewing eight managers including the current and former CEO at two of the firm’s three locations. Secondary data were used to supplement industry and competitive information.

Relevant courses and levels

Human resources courses, especially those that focus on strategic human resource management, organizational development, and how high performance organizations can be built, would be most appropriate for this case.

Theoretical bases

The primary theoretical foundations for this submission are shared entrepreneurship and HPWS. Knowledge of leadership, employee ownership, human resources, corporate governance, organizational culture and strategy would also be helpful in analyzing this case.

Details

The CASE Journal, vol. 14 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

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