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1 – 10 of 939Amy Fisher Moore and Marianne Matthee
The theoretical basis of the teaching note is grounded in theory associated with macroeconomics and foreign direct investment (FDI); in particular why FDI is important to a…
Abstract
Theoretical basis
The theoretical basis of the teaching note is grounded in theory associated with macroeconomics and foreign direct investment (FDI); in particular why FDI is important to a developing country.
Research methodology
A secondary research methodology was used for the research and writing of this case study. Data (news articles and relevant readings) was obtained via the internet.
Case overview/synopsis
The case highlights the interrelated factors (civil society infrastructure, local and political unrest and community instability) that led to global mining company Rio Tinto announcing the halt of its operations and force majeure at its only South African business, Richards Bay Minerals (RBM). RBM was the largest business and employer in the province. Following the destruction of some of its equipment, civil unrest such as blocking of roads and intimidation of staff and the murder of one of their executives, Nico Swart, RBM management consequently announced all supplier contracts and operations would be halted until it was safe for work to be resumed.The case allows students to consider the interrelated factors that multinationals operating in developing countries are subject to in terms of different sub-national institutions and the potential impact of a large multinational ceasing operations in a local economy, both directly and indirectly. It concludes with considerations of what needs to be in place for RBM to continue operations.
Complexity academic level
This case can be used in undergraduate- and graduate-level courses, in management development programs or in short executive education courses focusing on the environment of business, macroeconomics and FDI.
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Avil Terrance Saldanha and Swati Upveja
Learning objectives are as follows: Analyze the reasons for the implementation of retrospective taxation by the Government of India; infer the dynamics of international tax laws…
Abstract
Learning outcomes
Learning objectives are as follows: Analyze the reasons for the implementation of retrospective taxation by the Government of India; infer the dynamics of international tax laws and the settlement process of international taxation disputes; critically analyze the factors that led to the Indian Government’s decision to scrap the retrospective tax; and infer the relationship between a country’s taxation system and its potential to attract foreign direct investment.
Case overview/synopsis
This case is an analysis of the Indian Government’s decision to scrap the retrospective taxation amendment. The case discusses the underlying factors that led the incumbent government to take this sudden decision. The case discusses in detail the causes for the introduction of the retrospective taxation amendment and the tax terror unleashed by this draconian law. The case also discusses the embarrassment faced by the Indian Government because of a series of adverse decisions against it and in favor of Cairn Energy and Vodafone in the international courts. It also discusses the adverse effect on Indian banks in case of ailing telecom conglomerate Vodafone Idea Ltd failure.
Complexity level
The case is best suited for postgraduate and executive students studying Taxation subjects in Commerce and Business Management streams.
Supplementary materials
Teaching notes are available for educators only.
Subject Code
CSS 1: Accounting and Finance.
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Keywords
Doa'a Darwish and Syed Zamberi Ahmad
International Business Management, Global Business Strategy and Human Resource Management
Abstract
Subject area
International Business Management, Global Business Strategy and Human Resource Management
Study level/applicability
This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses.
Learning outcomes
The learning outcomes are as follows: to figure out the appropriate staffing approaches for the foreign investment projects; to understand the challenges that companies face when they expand in the foreign market; to understand the different foreign markets entry modes.
Case overview/synopsis
The Nayel and Bin Harmal Investment Co. LCC. is an experienced company that owns a hotel chain with three properties in the UAE. In 2011, it decided to invest in Africa and build a new hotel – Ayla Djibouti Hotel – in Djibouti. The hotel’s construction is nearly complete. This has urged Bashar Al Tamimi to begin devising a staffing strategy for the hotel. Of particular concern is Djibouti’s lack of manpower with hospitality qualifications and expertise. Consequently, Al Tamimi must grapple with some difficult questions: Should he hire staff with the appropriate international hospitality experience? Or should NBHI invest in the human capital in Djibouti and train Djiboutian people to operate the hotel? Which strategy or approach will lead to the most successful and profit-making outcome for Ayla Djibouti
Complexity academic level
This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 5: International Business.
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Rupert A. Brandmeier, Sebastian Hain and Florian Rupp
Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia.
Abstract
Subject area
Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia.
Study level/applicability
The students should have some familiarity with case studies and should be able to successfully solve easy cases. This case can be used in all courses of general economics and management. It is best suited for courses on market entries, risk management in international business, intercultural management or developing and emerging markets.
Case overview
Two market entry options are discussed: joint venture set-up with partner and independent direct investment without local partner. A tangible real life experience of the Middle East market will enhance the theoretical presentation and help students to gain practical solutions.
Expected learning outcomes
The students should be aware of risks and opportunities in the Middle East and Saudi Arabian markets for western companies from the service sector. He/She should be able to prioritize relevant economic data and simultaneously discuss several different options by dealing with complex situations.
Supplementary materials
Teaching note.
Details
Keywords
Vinod Kumar and Vandana
Marketing, Retail Marketing and E-commerce.
Abstract
Subject area
Marketing, Retail Marketing and E-commerce.
Study level/applicability
Graduate and Post-graduate.
Case overview
The Future Group is the most profitable retailer in India without having any foreign direct investment (FDI). In September 2013, the retailer launched its online retailing platform, “Big Bazaar Direct” (BBD). BBD is a franchisee-based model which aims to partner with people having rich customer networks to reach more shoppers. This novice idea of BBD is the result of Big Bazaar’s greater mind share over its market share. Mr Kishore Biyani, CEO Future Group, has lot of expectation from this business model.
Expected learning outcomes
The outcomes include: to familiarize students with Indian Retail Industry; to develop student’s skills in critically analyzing an online retail-based new business model; and to explain key factors that work for success of a retail-based business model.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing
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Frederick Robert Buchanan and Syed Zamberi Ahmad
Business Management, Global Marketing Strategy, Strategic Management, International Business, International Management.
Abstract
Subject area
Business Management, Global Marketing Strategy, Strategic Management, International Business, International Management.
Study level/applicability
The case is suitable for undergraduate and post-graduate business and management students. The case is based on secondary data collection and all the facts are real.
Expected learning outcomes
The expected learning outcomes include the selection of a foreign market; the determinants of the foreign mode of entry strategy; the process of integrating an internationalization strategy; how to choose the most appropriate partner; and the monitoring of international markets. The case provides a space to think about practice and help learners, therefore, to connect theory and practice.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Benjamin Jones and Daniel Campbell
Winner of the 2014 EFMD competition for best African Business case.In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa…
Abstract
Winner of the 2014 EFMD competition for best African Business case.
In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa, both seeing great market opportunities there. One firm, Adesemi, would ultimately go bankrupt. The other firm, Celtel, would ultimately succeed and make its founder, Mo Ibrahim, a star of the global business community. Why the difference in outcome? Emerging markets often present weak rule of law, bringing many challenges to business success—from the demand for bribes to regulatory obstacles, hold-up problems, and even civil war. This case explores strategies that can limit these critical non-market risks in foreign direct investment and entrepreneurship. Students will step into the shoes of both companies by exploring their entry strategies, wrestling with the challenges they faced, and diagnosing the reasons why a shared insight about a new business opportunity turned out to be prescient—and led to extremely different endpoints.
Identify key challenges to successful entrepreneurship in emerging markets
Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems
Evaluate potential allies that can help avoid these problems
Assess strategies to avoid paying bribes
Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges
Identify and appraise the strategic value of partnerships with development agencie
Identify key challenges to successful entrepreneurship in emerging markets
Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems
Evaluate potential allies that can help avoid these problems
Assess strategies to avoid paying bribes
Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges
Identify and appraise the strategic value of partnerships with development agencie
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Sanjeev Prashar, Lokesh Haridoss, V. Jagadeesh Kumar and Rashmi Kumar Aggarwal
Business environment, international business management.
Abstract
Subject area
Business environment, international business management.
Study level/applicability
The case is suitable for students of the business environment, and of international business management.
Case overview
The case revolves around the reaction of the Finance Ministry of India on Vodafone's tax case and its implications on FDI and the foreign investors who are investing in India. The core issue is the political risk(s) faced by Vodafone even after having won the tax case in the Supreme Court, the highest judiciary body in India. The Government of India has amended the law to bring the tax into retrospective mode and it signifies the impact of political decisions on business organizations.
Expected learning outcomes
The case can aid in understanding the effects of changes in a political system and legal framework on the efficacy of business entities; and the importance of, and intricacies involved in, the formulation of political risk mitigating strategies while entering into new markets. The key learning outcomes are: understanding various types of political risks faced by multinationals; assessing the political risks involved in foreign investments; and appreciating the possible mitigating strategies to handle such risks.
Supplementary materials
Teaching notes are available, please consult your librarian for access.
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Rashid Ameer and Marveys Willfred Ayomi
International business.
Abstract
Subject area
International business.
Study level/applicability
Bachelor level.
Case overview
This case study simulates a real life management decision. It explores the planning, organizing and controlling challenges associated with developing an internationalization strategy. Top managers planning to expand “internationally” contemplate about potential international markets should understand the risks and opportunities they present and how best to deal with them. Often organizational design is neglected prior to embarking on internationalization strategy. The case provides contrasting perspectives and entry options, to highlight the importance of an in-depth evaluation of alternatives.
Expected learning outcomes
Analyze and evaluate the strengths and weaknesses of business prior to exploiting international opportunities. Discuss key success factors, each of which has a different degree of importance in formulating a domestic and multinational business strategy. Understand economic, social, cultural, and political risks, and how a company can use of market research to identify and manage such risks. Formulate an internationalization strategy based on the evaluation of the costs and control provided by different international entry options.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Keywords
Management consulting, foreign direct investment, location decisions, business planning.
Abstract
Subject area
Management consulting, foreign direct investment, location decisions, business planning.
Study level/applicability
Undergraduate and Postgraduate Business and Management or Executive Education.
Case overview
This case outlines the location decision-making process for Hay Group, a global management consulting firm. The process and factors involved in making decisions on new office openings in the Middle East region are highlighted. Particular attention is paid to location factors such as legislation, taxes, political risk and market attractiveness.
Expected learning outcomes
The case enables participants to learn about business conditions in the Middle East and to develop a business case for the opening of operations in new markets.
Supplementary materials
A teaching note is available on request.
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