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Case study
Publication date: 20 January 2017

Julie Hennessy and Charag Krishnan

In 2008, Shaheen Mistri, founder of the nonprofit Teach For India (TFI), was grappling with applying and adapting the business and recruitment models of the successful U.S.-based…

Abstract

In 2008, Shaheen Mistri, founder of the nonprofit Teach For India (TFI), was grappling with applying and adapting the business and recruitment models of the successful U.S.-based Teach For America and UK-based Teach First to meet the challenges of the education sector in India. The case provides a review of the U.S.- and UK-based models, as well as an analysis of the factors that drove their growth in their respective markets. However, the adaptation of these models to create one that could succeed in the Indian context was not straightforward. The case describes a number of ways the challenges in India differ from those in the United States and United Kingdom—namely, the size and magnitude of educational inequity, the motivations of undergraduate students as potential teacher-volunteers, the part that parents play in making career decisions for their children, and the attitudes of school officials.

Students reading the case will discuss the roles of various constituencies involved in these models. After identifying how crucial constituencies are served by the U.S. and UK models, the students will then brainstorm concrete ways that these models could be adjusted for India so Mistri could successfully recruit her program's first cohort of TFI fellows

  • Understand that crucial constituencies and value propositions often change as a for-profit or nonprofit business moves from one country (or part of the world) to another

  • Apply the disciplines of market positioning of for-profit businesses (target market selection, frame of reference, and point of difference or superiority) to a nonprofit business

  • Create value propositions for the various constituencies of a nonprofit organization, including volunteers, funders, and aid recipient

Understand that crucial constituencies and value propositions often change as a for-profit or nonprofit business moves from one country (or part of the world) to another

Apply the disciplines of market positioning of for-profit businesses (target market selection, frame of reference, and point of difference or superiority) to a nonprofit business

Create value propositions for the various constituencies of a nonprofit organization, including volunteers, funders, and aid recipient

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 20 January 2017

Daniel Diermeier and Gregory L. Hughes

United Learning is a family-owned leader in the K-12 supplementary teaching material market. In January 2001, United Learning realized that sales for one of its flagship products…

Abstract

United Learning is a family-owned leader in the K-12 supplementary teaching material market. In January 2001, United Learning realized that sales for one of its flagship products, a drug and prevention program, were rapidly deteriorating because the program was not mentioned on a recently released U.S. Department of Education list of recommended products. United Learning must decide on which action to take: regain sales or focus on its other educational products--which are also threatened by changes in the regulatory environment.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 17 October 2012

Peter Jones, David Hillier and Daphne Comfort

Corporate social responsibility, sustainability and business ethics.

Abstract

Subject area

Corporate social responsibility, sustainability and business ethics.

Study level/applicability

This case has been designed for undergraduate students, with two target audiences. The first is business and management students following modules in corporate social responsibility (CSR), sustainability and business ethics. Here the accent is on allowing the students to explore and debate how CSR agendas are emerging within a specific sector of the retail economy. The second is students pursuing fashion, clothing, textile, retailing and consumer studies degrees and here the focus is on how some of the leading fashion goods retailers are addressing CSR. More generally the case can also be used on “Contemporary Issues” modules within general business and management programmes.

Case overview

This small case offers an exploratory review of the emerging CSR issues currently being publicly addressed by the world's leading fashion goods retailers. It includes a brief introduction to CSR; a brief thumbnail sketch of the fashion goods industry; details of the method of enquiry; a description of the CSR issues currently being publicly addressed by the top ten fashion good retailers on their corporate web sites; and some critical reflections on the CSR agendas being pursued by these retailers. The case study is novel in two ways. First, it focuses upon what is an emerging market issue rather than on emerging markets per se though a number of the issues raised in the case have major implications for emerging economies. Second, it addresses the CSR issues being addressed by a number of the leading fashion goods retailers and as such it a not a case which relates to individual decision making. While the case is principally focussed upon the retail sector it ranges across the whole of the supply chain.

Expected learning outcomes

The paper provides an accessible review of the CSR issues and agendas currently being pursued by the leading fashion goods retailers and as such it will be of interest to academics, students and practitioners who are interested in both the fashion industry and corporate sustainability.

Supplementary materials

Teaching notes are available, please consult your librarian for access.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 January 2022

Steven Zwane, Motshedisi Sina Mathibe and Anastacia Mamabolo

Students will be able to: describe the entrepreneurial traits required for successful business venturing; evaluate the entrepreneurial risks associated with a rapid business…

Abstract

Learning outcomes

Students will be able to: describe the entrepreneurial traits required for successful business venturing; evaluate the entrepreneurial risks associated with a rapid business expansion in the early start-up phase of an entrepreneurial venture, especially in crisis; select and defend appropriate management systems that will contribute to the sustainability of a business post the crisis and rapid expansion; and evaluate the online social media optimisation strategies.

Case overview/synopsis

In July 2019, Lekau Sehoana launched branded sneakers called Drip. It took Lekau six weeks to sell the first 600 pairs of shoes from his car boot, not having applied any robust marketing strategies. During the interactions with customers, it became clear that there was a demand for a new South African sneakers brand. In December of the same year, he manufactured and within a few days, sold 1,200 sneakers. This rapid achievement was enough confirmation for Lekau that there was a need for locally manufactured and branded shoes. Based on this success, Lekau started to consider the launch of his own business. However, during the process of the formal launch, the world was suddenly experiencing the impact of the Covid-19 pandemic. During the planning stage regarding the mode of operation and the full business launch, in March 2020, South Africa was placed into the Covid-19 Alert Level 5 lockdown, complicating the decision-making process even further. Despite the extremely severe lockdown regulations that lasted more than a year, in May 2021, Lekau had already managed to open 11 stores in reputable malls and sold hundred thousands of his sneakers. This instant success, putting pressure on the manufacturing ability, distribution and costing structure, led to Lekau becoming concerned about having grown and still growing too fast too soon during a pandemic. His concern was what would happen when the country would move back to normal, without the constraints caused by the lockdown, would he be able to sustain the growth and how would he achieve this, and how would he be able to manage the fast-growing venture?

Complexity academic level

Entrepreneurship, Innovation, General Management and Marketing courses at the Postgraduate Diploma and Masters level.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CCS 3: Entrepreneurship.

Details

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

Keywords

Case study
Publication date: 1 October 2011

Stephanie Jones and Gregory J. Scott

Organizational behavior, human resources, culture, international business, international entrepreneurship and emerging market studies.

Abstract

Subject area

Organizational behavior, human resources, culture, international business, international entrepreneurship and emerging market studies.

Study level/applicability

MBA and MSc students (and some advanced-level undergraduates) in an MBA module being taught face-to-face in an emerging market context. MBA courses such as managing cultural diversity, cross-cultural management, organizational behavior, human resource management, international business and business in emerging markets. The exercise is also relevant to teaching the subject of assignment- and dissertation-writing, given the element of data collection and analysis.

Case overview

This exercise is designed to be an MBA class exercise in which students try to answer the question: what are the national cultural characteristics of the typical executive or manager in my country? Are these behaviors as the textbooks describe, or have they changed, especially with economic development?

The example of country chosen for the class exercise can be any emerging market country, especially one undergoing significant change. Much of the research on cross-cultural management conducted in emerging markets was carried out 20 or 30 years ago and the changes in emerging markets have been dramatic since then. It is highly likely, when reaching the results of this exercise, that the culture of the chosen country has indeed changed dramatically, becoming more like a typical developed or “emerged” country. Much of the original cross-cultural management research was also based on a similar group – employees of US-based high technology companies, arguably similar to the sample to be involved in our exercise here.

Expected learning outcomes

National cultural characteristics can be described and defined in ways which will allow for comparisons, to gain useful insights – and these behaviors are not good or bad, just real and different.

Cultures can change or stay the same, due to certain demographic, economic and social influences, which we can study and measure.

If we proactively interview colleagues and other contacts to test our understanding of these national culture constructs, we can gain more insights and awareness (rather than just listening to a lecture).

Supplementary materials

Teaching notes, student assignment.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 January 2015

Sanjeev Tripathi and Kopal Agrawal Dhandhania

The Olympic Gold Quest (OGQ) was founded as a Non-profit to support Indian athletes in their quest to win Olympic Gold medals by bridging the gap between the best athletes in…

Abstract

The Olympic Gold Quest (OGQ) was founded as a Non-profit to support Indian athletes in their quest to win Olympic Gold medals by bridging the gap between the best athletes in India and in the world. The support from OGQ has been instrumental to India in winning its highest number of medals at any summer Olympics. Buoyed by this success, OGQ has set up a target of achieving eight Olympic medals at the 2016 Rio Olympic Games. With OGQ relying on donations to support the athletes, the challenge is to market the Olympic cause by creating, communicating, and delivering the right offering for its donors.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 20 January 2017

David Besanko, Sarah Gillis and Sisi Shen

The years 2011, 2012, and 2013 witnessed both significant developments and setbacks in global polio eradication efforts. On the positive side, January 13, 2012, marked a full year…

Abstract

The years 2011, 2012, and 2013 witnessed both significant developments and setbacks in global polio eradication efforts. On the positive side, January 13, 2012, marked a full year since India had detected a case of wild poliovirus. On the negative side, polio continued to be endemic in three countries-Pakistan, Afghanistan, and Nigeria-and in those countries the goal of eliminating polio seemed more challenging than ever. Between December 2012 and January 2013, sixteen polio workers were killed in Pakistan, and in February 2013, nine women vaccinating children against polio in Kano, Nigeria, were shot dead by gunmen suspected of belonging to a radical Islamist sect. In addition, after a 95 percent decline in polio cases in 2010, the number of cases in Nigeria rebounded in 2011. Recognizing that polio was unlikely to be eliminated in these countries in the near term, the Global Polio Eradication Initiative moved its target date for eradication from 2013 to 2018.

These setbacks sparked a debate about the appropriate strategy for global eradication of polio. Indeed, some experts believed that recent setbacks were not caused by poor management but were instead the result of epidemiological characteristics and preconditions that might render polio eradication unachievable. These experts argued that global health efforts should focus on the control or elimination of polio rather than on the eradication of the disease.

This case presents an overview of polio and the Global Polio Eradication Initiative and recounts the successful effort to eradicate smallpox. The case enables a rich discussion of the current global strategy to eradicate polio, as well as the issue of whether eradication is the appropriate global public health objective. More generally, the case provides a concrete example of a particular type of global public good, namely infectious disease eradication.

After analyzing and discussing the case, students will be able to:

  • Understand the nature of a global public good

  • Perform a back-of-the-envelope benefit-cost analysis of polio eradication

  • Discuss the appropriate strategy for eradicating an infectious disease

  • Apply game theory to analyzing which countries would be likely to contribute funds toward global polio eradication

  • Discuss the role of private organizations in the provision of global public goods

Understand the nature of a global public good

Perform a back-of-the-envelope benefit-cost analysis of polio eradication

Discuss the appropriate strategy for eradicating an infectious disease

Apply game theory to analyzing which countries would be likely to contribute funds toward global polio eradication

Discuss the role of private organizations in the provision of global public goods

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 27 April 2022

Anagha Shukre and Sreejith Ummathiriyan

This case study is a compilation of data gathered from secondary data sources.

Abstract

Research methodology

This case study is a compilation of data gathered from secondary data sources.

Case overview/synopsis

Roger Federer has won a record setting 20 grand slam titles in his career and has an impressive 103 ATP singles titles to his name. He has stood the test of time and is widely acknowledged as one of the most distinguished players of all times. His personal charisma, classic shot making abilities and consistent stylish on-court performance over a long period of time has created a brand – Roger Federer. Inevitably, as he will have to wind down his career, it would be challenging to brace the brand and identify ways for its endurance. Various models of brand management, namely, Brand Identity Prism and Customer-Based Brand Equity model, have been applied for the brand – Roger Federer. An analysis of brand-building practices can help to understand how sportspersons build brand equity and factors which characterize personal brands that develop in a professional arena. This case study also helps to dwell on how human brands will sustain themselves after the players retire.

Complexity academic level

This case is designed to teach the concepts of brand in courses such as brand management, marketing management and sports marketing to both undergraduate and postgraduate classes of business management. This case can also be used in various executive programs and in customized short-term courses.

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: 1 April 2011

Meeta Dasgupta

Strategic management and management of innovation and technology.

Abstract

Subject area

Strategic management and management of innovation and technology.

Study level/applicability

The course can be used for undergraduate and postgraduate students. The case would be relevant in the strategic management course to understand the concept of technology strategy and the various evaluation parameters guiding firms in their technology decisions. A refresher of the concept of value chain analysis can also be done through the case. It can also be used to teach innovation and technology management to understand the innovation process and the importance of various organizational factors for taking technology decisions.

Case overview

The case tries to bring together different aspects of technological innovation and technology strategy at North Delhi Power Ltd, Delhi which has taken various initiatives to turnaround the dilapidated power distribution industry in India. It details the various technological initiatives taken by the company to revamp the power distribution situation of the country. Discussion in the case also revolves around the technology decisions (technology strategy) taken by the company to drive the technological initiatives. The organizational culture supporting technology decisions and the technological initiatives are also woven into the case.

Expected learning outcomes

After a discussion on the case students will be in a better position to appreciate various decisions which firms take with respect to technology. They will get an understanding of what is technological innovation and about the technological innovation process. The importance of organizational factors to supplement technology decisions and innovation will be brought out in the case.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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