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Human resource management.

Postgraduate and graduate management programs.

Watson and Lilly (W&L) Berhad is the subsidiary of Wanger Group of Company, established in 1822 by Wanger Watson Group, and engages with transportation and logistics, communication and media, and electricity storage activities. The company provides freight forwarding by air, sea, and land, warehousing and distribution, industrial logistics, and stevedoring and port services. The case is all about the issues related to operations and human resource management in W&L Berhad, company in Malaysia. The company management observed that there has been an increasing trend on the number of mis-shipment. The investigation report was too worrisome to the Managing Director. The mis-shipment recorded in September 2011 was 5.91 per cent and by the end of first quarter in November 2012, the mis-shipment increased to 6.71 per cent. On the second quarter starting from December 2012, the mis-shipment continues to increase to 6.99 per cent and by February 2013, the mis-shipment was at 7.56 per cent. An independent consultancy was assigned to analyze the root causes of the issues. The agency found that the business having high operating cost due to operational inefficiency, documentation issues and human resource issues. The case study proposed several solutions to enhance the manpower efficiency, operational effectiveness, and achieving customer's satisfaction.

Learning the nature of business: to explain the nature of freight and forward business and the base of W&L Berhad, Malaysia. Nature of business operation issues: the case can be used to examine the issues of business operations due to mis-shipment in freight and forward companies. Nature of manpower issues: the case can be used to examine the issues of manpower in correlation with a mis-shipment of freight and forward companies. Integrating business and operational issues with customer delight and business loss. Strategic intervention: instructor can explore varied strategic interventions that curb the operational and manpower issues that may lead to business growth and development in freight and forward companies, achieving customer's satisfaction.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Sustainable development (in under-developed rural communities).

Bachelor's degree.

The case follows six young adults from Quebec, who are mandated with a three-month agro-environmental project in the fight against desertification and poverty, in Kamaka, a village in the Sahel region of Mali. The project's central element is the development of a community garden that would ensure the diversification of the community's nutritional diet, and the rehabilitation of the environment. The mandate also consists of various environmental awareness workshops pertaining to efficient energy consumption, composting, and solar food drying techniques. The project, in its fourth year of collaboration between the Quebec organization and their local Malian partner, does not seem to have been yielding the desired results. The team is faced with the challenges of understanding the opportunities and limitations of the project so that they can try to succeed where previous teams have failed; while overcoming the organizational and logistical shortfalls that they faced prior to the start of their work, as they simultaneously struggled to adapt to their totally new context.

How to prepare for, approach, and carry out local community development projects – environmental and/or social – in under-developed regions such as Mali. Mainly, how to create a shared vision with the concerned community; build an effective multi-stakeholder network; and ultimately co-create sustainable value (as per the proposed Senge model).

Teaching notes and short documentary online link.

At the end of this study, students should analyze the re-orientation of innovation music business model strategy to create a new market using the Blue Ocean Strategy of Sun-Eater Records Company. Furthermore, they should be able to implement the business model transformation in the music industry in this digital media era based on data and technological capability. Students should analyze the digital content strategy that is relatable and relevant to music customers/users through content creation. Finally, they need to create the content strategy applicable to promotion and marketing innovatively in the music business.

This study analyzes how a Jakarta-based independent music company, Sun Eater Records, changed its strategy in response to the Covid-19 pandemic. The adverse effect of the pandemic on this company included a massive drop in sales of products and revenues from tours, festivals and outdoor music performances. Music industry stakeholders were confused and frustrated because of the restriction and the implementation of the social distancing policy, as most of their business models depended on live music showcases and selling records. The protagonist of this study, Kukuh Rizal Arfianto, is the director and co-founder of Sun Eater Records. Kukuh’s experience during the pandemic is used to capture the dilemma faced by the music industry players in Indonesia. This agile businessman transformed this music company by embracing digitalization. Inspired by the business models of Disney and 88 Rising (Music Management), Sun Eater Records developed various derivatives digital products. The company did not only sell music through digital content, it also developed several complementary products with music as their main theme. These innovative creations include mini-documentary, virtual concerts, compilation albums serial, digital comics, and Covid-19 Campaigns. The company is quite active in leveraging digitalization to survive in this business compared to other industry players. This study provides communication and design students opportunities to analyze how to draft an effective content strategy in the industry, in this case, the music industry.

This case is designed mainly for Management, Innovation, and Digital Communication course at the Bachelor's level program.

Teaching notes are available for educators only.

CSS 11: Strategy.

This study aims to particularly focus on undergraduate and postgraduate early stage level students pursuing business, educational, social work programs. Particularly those studying organizational behavior, leadership and change, curriculum design management, social literacy and courses on 21st Century Skills.

Social entrepreneurship, developmental studies, education, organisational behavior are the subject areas focused in this study.

Purpose – The present case study is an empirical account of the gender perspectives on leadership styles and entrepreneurial mind-set demonstrated by Jigyasa and Gaurav, the co-founders of “Slam Out Loud” (SOL) – an Indian for mission non-profit organisation established in 2017. The authors intend to highlight the challenges faced by SOL during COVID outbreak, to establish community connect in the virtual domain and deliver hyper-personalised socio-emotional learning (SEL) frameworks. Will SOL’s Creatively Omnipresent and Versatile Inclusive Design framework transform Indian child education in the wake of New Education Policy 2020 of India while being sustainable as well as globally competitive?

This case study is based on primary data collected through semi-structured in-depth interviews with the founders of SOL. It follows the deductive approach of methodology. The data has been complemented by documentary analysis, including videos, descriptions of internal processes and articles.

SOL has been strengthening the transformative power of performance and visual arts to help build creative confidence (CC) among children from disadvantaged communities below five years of age. The co-founders have focused on imparting life skills such as communication, critical thinking and empathy in children. The framework adopted by SOL is a combination of six 21st century and SEL skills including creativity, communication, critical thinking, collaboration, self-esteem and empathy.

A novel Sinha’s 5 × 7 SEL- COVID Matrix.

Learning outcomes can only be achieved using case-based pedagogy. Students are encouraged to dive deep into the dilemma. After the case discussion students will be able to define Creative Confidence (CC) with its importance in social development, comprehend the impact of developmental interventions such as Jijivisha Fellowship during COVID 19 and post COVID 19, understand servant leadership and its impact in the management, analyse how servant leadership accelerates social efficacy in the social enterprises, illustrate the novel 5 × 7 SEL-COVID framework for educators, create and evaluate their hyper-personalised SEL framework curriculum.

The SOL initiative is well aligned with the National Education Policy introduced in India in 2020. It will address the issues of not only providing equitable and inclusive education but also enhancing enrolment ratio and reducing dropout rates. Adoption of Arts-based education will also develop Creative Confidence (CC) and improve emotional well-being of children in primary education.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship

The subject areas are family-owned business, entrepreneurship and strategic management.

The target audiences for the case study are BBA and MBA students and management trainees who are interested in learning about family-owned business and the problems faced by them when generations change. This case can be used to teach concepts in family-owned business and strategic management courses in the context of emerging markets. The case also introduces the problems faced by a traditionally operating organization which has to change to survive in the market. The case can be used to teach senior management teams participating in executive education programs on how problems arise in family-owned business. To successfully work with this case study, students need to have the basic theoretical understanding of family-owned business.

Sree Subramania Ayurvedic Nursing home (SSANH), one of the most reputed Ayurvedic treatment centers in Kozhikode, Kerala in India, was converted into its present form in 1974 from Thekkayil Vaidyasala by Thekkayil Rajaratnam Vydiar. The latest addition to this family run nursing home is Dr Sananad Ratnam, who in continuity of his family tradition studied Ayurveda. Dr Sanand wanted to rethink the positioning of the 400-year-old family business system with an objective to increase the number of people served by SSANH. He is armed with ambitious plans to expand SSANH and increase the volume of patients served. Dr Sanand’s father, the second partner of SSANH, was not quite supportive of this idea. His father felt that the increase in scale without compromise in quality was impossible in Ayurveda. Dr Sanand felt handicapped with problems such as lack of marketing strategies, lack of standard managerial procedures, lack of innovation in processes and, more importantly, conflicting ideologies between father and son in the family-owned business. To address these problems, Dr Sanand has recently hired the services of a consulting firm. This case highlights how SSANH, in spite of being in an advantageous position, is unable to exploit its full potential. Further explaining the different ways in which different generations perceive business, this case invites the attention to the dilemma: Should the business proceed with its expansion plan? If it decides to expand, how it should convince the previous generation of the family that the expansion plan accommodates their concerns.

After completion of this case, students would be able to: gain a perspective on the problems faced by a family-owned business which has successfully survived for decades; understand how a family-owned business functions differently from other business models; evaluate different ways in which the organization can look to solve the dilemma by considering the different stakeholders in question; and apply the result of the literature on family-owned businesses to understand the dynamics of business of this specific setting, i.e. one that has a rich heritage, is in an emerging economy and is a family-owned business.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

Service innovation, ICT-enabled services, museum, cultural and creative industries.

Graduate-level courses of “Innovation Management,” “Service Innovation,” or “Cultural and Creative Industries”.

In 2006, the National Palace Museum (NPM) in Taipei, Taiwan, announced its new vision “Reviving the Charm of an Ancient Collection and Creating New values for Generations to Come”. In recent years, the NPM has been shifting its operational focus from being object-oriented to being public-centered, and the museum has held not only the physical forms of artifacts and documents but also their digital images and metadata. These changes would inject new life into historical artifacts. In addition, archives as its collections would be given a refreshingly new image to the public and become connected with people's daily lives. Among these endeavors for displaying historical artifacts online and prevailing Chinese culture in the modern age, the key issues are related to digital technology applications and service innovations. The service innovations would be further divided into information and communication technologies (ICT)-enabled ones and non-ICT-enabled ones. These shifts clearly claim that adopting digital technologies and innovative services can bring positive impacts to the museum. The NPM administrative team wants to keep infusing life into ancient artifacts and texts, sustaining curiosities of the public for Chinese culture and history, and invoking their interests to visit the NPM in person. However, to develop for the future while reviewing the past, the NPM administrative team has to meditate on the next steps in terms of implementation of service innovations.

Students will learn motivations of digital establishment and service innovations from the organization perspective and the necessities of technological implementation. Students will understand the difference in innovations between ICT-enabled services and non-ICT-enabled services. Students would be able to understand the process of developing a new service. Students will be aware of challenges the organization would face in developing a new service.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Ethic code moral and ethic dilemma.

The case study is based on a series of in-depth interviews carried out with the owners and directors. The data were complemented by documentary analysis, including descriptions of internal processes, and industry information. The teaching note opted for an exploratory study using the open-ended approach of grounded theory.It is important to mention to the students that although the names of the characters and the company were modified for confidentiality reasons, the case actually happened.

Roberto Rodarte, an employee of Internet Architects Interactive, won a luxury car in a raffle from the hotel where he was staying in a business trip. Roberto decided to keep the car and did not inform the company of what had happened.The company did not have any established policies for these situations. Manuel de la Torre, a partner, thought that it would be fair if either Roberto give the car to the company Roberto, thought that the car belonged to him.The company decided to fire him. What could be done to avoid similar situations arising in the future?

The case can be used by administrative program students and Master of Business Administration students in courses such as management, good management practices, human resources, leadership and business ethics.

Islamic Banking has been in the limelight since the recession of 2008. Although around for a long time, it is enjoying a renaissance of sorts. This case provides an introduction.

EMBA and/or MBA introduction to banking, senior semester undergraduate, specialization in Islamic Banking.

This case is written in the form of an interview with Meezan Bank, one of the leading financial institutions in the Islamic banking sector. It is based on primary as well as secondary data obtained via interviews and documentary analysis.

This is an analytical case and not a decision-making one. The main theme of the case revolves around analysing what Islamic banking is, the challenges that Meezan has faced, the pros and cons of doing business this way and the future issues it can face.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management Science.

Roger Cagle, the co-founder and deputy CEO of SOCO International, watched the dreary London rain outside his office window one February morning in 2015. Never had SOCO, the oil-and-gas exploration and production player that ranked among Britain’s top 200 companies, experienced such a public backlash against its operations. For nearly 20 years, Cagle had helped steer his company’s projects around the world—often in volatile regions where others feared to tread, such as Vietnam, Russia, and Yemen—while delivering significant returns to investors. But the international uproar surrounding SOCO during the past year had been nothing short of mind-boggling.

After completing the case, students should be able to understand: the importance and uniqueness of the individual market and developing a suitable marketing strategy. The concept of value creation and learn the importance of developing the right value proposition to compete and succeed in a market. The target audience and how to create the right marketing mix. Competition in a digital landscape and the importance of developing an appropriate strategy to counter its rivals and position the brand effectively.

During his visit to India in December 2019, Netflix’s founder and chief executive officer Reed Hastings talked about a series of steps the company had taken in the recent past to successfully face stiff competition and move towards achieving its stated target of 100 million viewers. These steps involved significant changes in their marketing mix such as reworking their pricing, developing a rich portfolio of Indian content and building various partnerships. Since Netflix’s launch in India (December 2016), it faced fierce competition from players such as Hotstar and Amazon Prime, both of whom had developed a rich portfolio of Indian content and adopted a very aggressive pricing strategy thus, making these changes essential. At the time of their launch, Netflix had set a very ambitious target of gaining 100 million viewers within five years (by 2021) while adopting a premium pricing strategy and positioning themselves uniquely based on their international content. They quickly learned that they would have to reevaluate their approach if they wanted to achieve their target on time. The changes announced by Hastings were an effort in that direction. The moot question was whether these steps would help Netflix India reach its goal. This challenge was further compounded by an almost 40% hike in data tariffs by three major wireless carriers considering most Indians watched over-the-top media content on their mobile phones.

The case is designed for undergraduates, as well as for fundamental marketing courses in the Master of Business Administration and other graduate level programmes. It can be taught in the Principles of Marketing, Marketing Strategy and International Marketing courses. It is ideal for topics such as understanding the operation of a digital business in a new market, customer value creation and value drivers, brand and brand positioning, product promotion, strategies for business growth and expansion, fighting competition in a digital landscape.

Teaching Notes are available for educators only.

CSS 8: Marketing.