Search results

1 – 5 of 5
Case study
Publication date: 2 February 2022

Sahar E-Vahdati, Wan Nordin Wan-Hussin and Oon Hun Ling

This study enables to critique the development of a sustainability strategy brand; integrated reports, sustainability reports, usage of safe internet and online learning skills to…

Abstract

Learning outcomes

This study enables to critique the development of a sustainability strategy brand; integrated reports, sustainability reports, usage of safe internet and online learning skills to reduce inequalities and increase stakeholders’ values.

Case overview/synopsis

Digi Telecommunications (Digi) has been publishing annual sustainability reporting in line with Global Reporting Initiatives since 2009. Albern Murty, Chief Executive Officer (CEO) of Digi, the largest player in the mobile telecommunications industry in Malaysia by the number of subscribers, decided to establish a responsible business brand known as Yellow Heart in 2018 to better serve their stakeholders demand. There was a low stakeholder understanding of Digi’s sustainability efforts and societal impacts. Digi’s Sustainability department aspired to make Yellow Heart the best industry practice for continuous improvements by making Responsible Business commitment one of the main pillars of the company’s strategy and vision. Yellow Heart was linked to Sustainable Development Goals (SDG)10 on reducing inequalities by focusing on Digital Inclusion and Resilience to increase safe access opportunities, provide marginalized communities with opportunities to pursue interests in digital learning pathways and create a more sustainable digital future for all. The case study illustrates the sustainability management at Digi and the planned migration from sustainability reporting to integrated reporting to build trust in the business with all the stakeholders. The case dilemma involves the challenges that Philip Ling Oon Hun, the Head of the Sustainability, faced in deciding the SDGs to focus on and measuring and reporting their outcomes to contribute to the greater good, not only in pure business terms but also to society at large.

Complexity academic level

This case is appropriate for undergraduate or graduate-level programs in Accounting, Corporate Governance and Strategy Implementation.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Case study
Publication date: 14 September 2023

Sherry Lee Finney and Megan Penney

Information for this case was gained first-hand as the case authors are also the protagonists. Care was taken to ensure case material was presented in an unbiased and accurate…

Abstract

Research methodology

Information for this case was gained first-hand as the case authors are also the protagonists. Care was taken to ensure case material was presented in an unbiased and accurate manner.

Case overview/synopsis

Sherry Finney, co-manager and partner at Escape Outdoors (EO), North Sydney, Nova Scotia, has just about completed a social media campaign collaboration with Cape Breton outdoor influencers, Davey and Sky. This was the company’s first collaboration with social influencers, and EO had done it to increase their follower base, particularly on Instagram. Defining measures of success was the task now facing Finney and her Sales and Marketing Assistant, Megan Penney. The campaign costs were in the range of $500, and if EO were to do this campaign again, they needed to understand the pros and cons and if it was a success. The campaign would end in a few days, and before it was finalized, Finney and Penney had to decide what final metrics would be required for evaluation and, specifically, how the campaign would be evaluated.

Complexity academic level

This case is intended for courses in social media marketing, marketing management, marketing analytics, digital marketing or entrepreneurship. The typical user of this case will be an undergraduate or graduate business student who has completed an introductory marketing concepts course.

Details

The CASE Journal, vol. 20 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 15 December 2022

Hetal Jhaveri and Ashutosh Dash

Identify and explain the factors that contribute to the success of a restaurant business. Analyse different sources of entrepreneurial finance. Identify and explain local…

Abstract

Learning outcomes

Identify and explain the factors that contribute to the success of a restaurant business.

Analyse different sources of entrepreneurial finance.

Identify and explain local entrepreneur’s expectations from a funding agency.

Evaluate investment decision-making criteria for entrepreneurial funding agencies.

Case overview/synopsis

Kartikey Rajput, the promoter of a food park Urban Chowk, was waiting for the Covid regulations in the country to be relaxed. The entrepreneur in him found a business opportunity to provide hygienic food with a beautiful ambience and floated a food park (Urban Chowk) with the support of his wife Nikita Agrawal in 2017 and the second edition amidst Covid in 2020. The business model was well-appreciated by food vendors as well as customers. Rajput could see future growth potential in urban India. But his aggressive business plan to open five food parks in different cities in the next three years was disrupted due to the Covid pandemic. The expansion required huge investments, and post-pandemic challenges were plenty. The decision to go beyond Ahmedabad required the selection of cities besides the major challenge of the financing choice. The new cities might have huge footfall potential but finding the right location at the right price was a different challenge. Rajput was also concerned with the sources of getting the required finances. The entrepreneur was contemplating and evaluating the alternative sources of finance available to a start-up.

Complexity academic level

This case is appropriate for a graduate and post-graduate level programme in the courses like entrepreneurial finance, entrepreneurship and strategy. This case can also be used in an executive programme on management and Management Development Programmes (MDPs) on entrepreneurship or entrepreneurial finance.

Supplementary materials

Teaching notes are available for educators only.

Subject Code

CSS 1: Accounting and Finance.

Case study
Publication date: 26 July 2023

Jacqueline Pereira Mundkur

After working through the case and the assignment questions, students will be able to understand the current practices and importance of influencer marketing strategies within…

Abstract

Learning outcomes

After working through the case and the assignment questions, students will be able to understand the current practices and importance of influencer marketing strategies within overall marketing strategies; appreciate both the debate and dissonance that surround influencer performance measures; outline the key elements of Qoruz.com’s investments and efforts that brought them success; understand the strategic intent and justify the logic of operationalisation of Qoruz.com by creating two different SBUs after they launched a vastly improved tech platform; and evaluate potential strategies that Qoruz.com could use to move ahead and cement its supremacy in the influencer marketing space.

Case overview / synopsis

Interest in influencer marketing which found many takers during the pandemic was expected to intensify and form the core of many brand strategies. Coupled with this heightened interest and increased budget overlay, demands from brands and agencies alike for clearer ROI linkages and KPIs that have better correlation with business goals, have gained momentum. Qoruz, an early entrant in the influencer marketing space in India, attributed their success to their focus on product innovation and service quality. From a predominantly narrow service offering providing analytics that facilitated decision-making for influencer marketing campaigns, their recently launched multi-feature platform enabled them to expand their services and consolidate their position. However, today, in an increasing volatile market, drawn by the high growth trajectory of the influencer marketing space, many players had jumped in and tried to introduce technology-based platforms with almost similar features while aggressively playing the price card. With the monetary and economic conditions under pressure and constantly changing demands of clients, Qoruz.com found itself faced with a dilemma to protect their first mover advantage. The co-founders of Qoruz realised that to give confidence to their loyal client base, and really cement their leadership, they would need to urgently take stock and relook at their strategy afresh relying on their deep experience of the industry, loyalty of their customers and their tech-centric DNA to build a holistic and ambitious strategy.

Complexity academic level

This case is designed for use by graduate and under-graduate level students in marketing management and strategic management courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 10 April 2020

Abdul Rehman Shaikh and Asad Ali Qazi

The learning outcomes are as follows: to understand and develop the framework for the selection of location; to understand the resource-based theory (RBT) of entrepreneurship and…

Abstract

Learning outcomes

The learning outcomes are as follows: to understand and develop the framework for the selection of location; to understand the resource-based theory (RBT) of entrepreneurship and develop the framework for RBT; to project a firm’s growth path in terms of achieving size; to analyze the important obstacles for same; and to calculate and forecast accurate market demand and customer footfall.

Case overview/synopsis

Abdul Jabbar Soomro recently quit his corporate job to achieve one of his dreams. He had always wanted to establish his own business venture and to be a successful entrepreneur. After completing his MBA in 2005, he started his career with one of the multinational companies at a very handsome salary. However, after 10 years of a corporate job, he left the job and started his own food venture. He faced a lot of challenges from his family, but he pursued his dream and started searching for the best location. By October 2015, he was all set and ready for the inauguration of his branch. He received a very positive response from market, and the number of customers kept on increasing on a daily basis. The major reasons behind his success were the environment, ambiance and product quality as promised. After two years of successful operations, Abdul Jabbar Soomro was wondering either to start a new branch or to proceed for expansion and better space management at the existing branch. He was unable to accommodate all the customers at his existing space.

Complexity academic level

BBA

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 3 Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 5 of 5