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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
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Brian Vejrum Waehrens and Dmitrij Slepniov
Operations strategy/global operations/value chain.
Abstract
Subject area
Operations strategy/global operations/value chain.
Study level/applicability
BA/Master level – The case can be applied to support operations strategy discussions related to the link between context, configuration, and capabilities, and particularly to discuss internationalization strategy and global operations.
Case overview
The case is initiated with an overview of the wider corporate and industrial context, which are included to supply contextual information pertinent to the understanding of competitive requirements and strategic choices of the company. The case then moves into establishing an understanding of the operationalization of these requirements and choices through a discussion of the structural configuration and organizational capabilities.
Expected learning outcomes
The case it expected to build an understanding of the fit between competitive priorities and their operationalization within structural and infrastructural decision areas.
Supplementary materials
Teaching note.
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Michael E. Ricco and Patrik Hultberg
The dilemma down under is a two-party distributive negotiation with integrative potential. A large airline, Transpacific Airlines (TPA), created an internal tour operator brand…
Abstract
Synopsis
The dilemma down under is a two-party distributive negotiation with integrative potential. A large airline, Transpacific Airlines (TPA), created an internal tour operator brand named Transpacific Vacations as a separate profit center. After licensing its brand to Global Tour Services and establishing operations in the UK, negotiations to take over the internal tour operations of TPA-Australia are about to begin. The case involves the negotiation between Mr Edwards, representative of GTS, and Ms Bentley, representative of TPA-Australia.
Research methodology
The dilemma down under is based on a real negotiation with altered names and facts. All names of companies have been changed. All names of protagonists have been changed. The year of the case has also been altered. The case was created after an extensive interview with an individual engaged in the actual negotiation.
Relevant courses and levels
Students in courses related to negotiation and/or decision making. The case also works in international management/strategy courses where students are asked to apply market entry mode decisions along with the accompanying negotiations. The case is most appropriate for undergraduate courses, but can be used for graduate courses. The case can easily be used with common negotiation textbooks, such as Negotiation, 7th edition by Lewicki et al. (2014).
Theoretical bases
The exercise will be able to reinforce basic distributive negotiation concepts, including identifying issues, positions, interests, alternatives to a negotiated agreement, reservation (resistance) points, target (aspiration) points and opening bids, while at the same time challenge students to look for integrative potential among and across the issues. The case also provides an opportunity to explore the connection between negotiation and international market entry choice.
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Mark Jeffery, Chris Rzymski, Sandeep Shah and Robert J. Sweeney
Technology projects are inherently risky; research shows that large IT projects succeed as originally planned only 28 percent of the time. Building flexibility, or real options…
Abstract
Technology projects are inherently risky; research shows that large IT projects succeed as originally planned only 28 percent of the time. Building flexibility, or real options, into a project can help manage this risk. Furthermore, the management flexibility of options has value, as the downside risk is reduced and the upside is increased. The case is based upon real options analysis for an enterprise data warehouse (EDW) and analytic customer relationship management (CRM) program at a major U.S. firm. The firm has been disguised as Global Airlines for confidentiality reasons. The data mart consolidation or EDW marginally meets the hurdle rate for the firm as analyzed using a traditional net present value (NPV) analysis. However, different tactical deployment strategies help mitigate the risk of the project by building options into the project, and the traditional NPV is expanded by the real option value. Students analyze the different deployment strategies using a binomial model compound option Excel macro, and calculate the volatility using Monte Carlo analysis in Excel. A step-by-step tutorial is provided to teach students how to accomplish the real options analysis for a simplified project, and this tutorial is easily generalized by students to the case scenario. In addition to the tactical options, the case also has the strategic growth option of analytic CRM. Students must therefore analyze both the tactical and strategic growth options and make a management recommendation on funding the project and also recommend an optimal deployment strategy to manage the project risk.
The case teaches real options for technology projects. Students learn how to calculate real option values, where the key input of volatility is obtained by Monte Carlo analysis in Excel. Students also learn that the real option value is “real,” resulting from active management mitigating the risk of the project and improving the upside. Most important, students understand the difference between tactical vs. strategic growth options and the important management issues to consider.
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Marketing management – services marketing specialization.
Abstract
Subject area
Marketing management – services marketing specialization.
Student level/applicability
MBA/PGDM senior students studying services marketing as a specialization course.
Case overview
US Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The company earned valuable foreign exchange through software exports for the country and the state over the last ten years. The company has created innovative service differentiators, to impress on its clients, on the advantage of doing business with the company. The cementing customer satisfaction and derived customer delight that the company has created in their clients, has secured stable customer relationship management and customer loyalty. This reinforces the trust they have shown in the services management philosophy adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its unique selling proposition of “few clients and more focus” has resulted in delight of its customers, as they see it as a value addition for their money's worth. The leadership team attributes the success of the company to its fundamental core values and twin strategy of customer centricity and employee focus.
Expected learning outcomes
These are: customer perception of service; purpose of customer relationship management; service differentiators; and employees' role in delivering successful software service solutions to the customer, etc.
Supplementary materials
Teaching notes.
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Jasmin Lin, Qin Yang and Marcel C. Minutolo
This case study was built from secondary data such as news articles and videos. Several drafts of the case study with teaching note were tested in classroom settings and shared at…
Abstract
Research methodology
This case study was built from secondary data such as news articles and videos. Several drafts of the case study with teaching note were tested in classroom settings and shared at a case writing conference. The case was revised based on feedback from students and roundtable discussions from the conference.
Case overview/synopsis
“What’s next: Ever Given after the Suez Canal incident (Evergreen Marine Corporation in, 2022)” explores the situation of the firm Evergreen Marine Corporation, a world-leading cargo shipping company headquartered in Taiwan, and its efforts to deal with challenges stemming from a pandemic and the global supply chain transition. The case provides background on the latest changes in global business environments, the Suez Canal Incident stemming from the grounding of Ever Given and firm-specific information, which would help students to understand the context affecting Evergreen Marine Corporation’s (EMC) strategic decisions. The case enables students to evaluate EMC’s overall position and to analyze the actions that they can take to deal with these challenges in a dynamic global environment.
Complexity academic level
This case would be appropriate for a course in strategy or international business, especially with the topic of international supply chain management.
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There had been many pieces of research on international expansion approaches, and they continued to grow. However, research about the firms belonging to emerging nations and that…
Abstract
Theoretical basis
There had been many pieces of research on international expansion approaches, and they continued to grow. However, research about the firms belonging to emerging nations and that went global were still in the early stages. It had been argued that most theories on international expansion had focused on explaining the internationalization of large firms, majorly originating in developed countries. This case study offers an intriguing reading about an Indian MNC, successfully entering the developed markets and competing thereof amidst tough and complex world. Moreover, the leaders like Baba Kalyani met the stiff challenge from complexities and disruption successfully through entrepreneurial mindset. The case study offers insights into “Creating Value Through Entrepreneurial Leadership Framework”.
Research methodology
The case study has been developed through secondary data sources. The published online resources, the firm's annual reports formed the basis of the research work. Author accessed online news articles, auto component industry experts' views and reports from global consultancy firms, and auto industry body such as SIAM (Society of Indian Automobile Manufacturers) reports helped the research. The views and interviews by promoters of the company are available online for deeper insights and analysis.
Case overview/synopsis
An Indian multinational, Bharat Forge Limited (BFL), was a shining example of achieving global manufacturing standards through perseverance and entrepreneurial leadership. For more than the past four decades, BFL faced complexities, uncertainties and disruptions multiple times, and every time, the business world saw a resurgent company, Bharat Forge. The company achieved growth through diversification, related and unrelated, acquisition, product innovation, portfolio expansion and expansion in domestic and global development. Competitive market, economic slowdown, innovation and technology disruption had not deterred BFL from growing into a worldwide auto component giant. BFL overcame all hurdles with grit and enterprise. It achieved a paradigm shift with over half the revenue from non-automotive sectors such as defence, electric vehicle components, e-mobility, power electronics and aluminium light-weighting.
Complexity academic level
This case is planned for MBA students, primarily in the second half of the course curriculum. It can be executed in marketing, strategic marketing and strategic management courses. The conceptual framework pertaining to corporate strategy, global expansion, diversification, product development, innovation, disruption, market development and entrepreneurial leadership can be taught through the case. The case is suitable for MBA executive students as well, in courses mentioned above in addition to courses such as strategic leadership.
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Amonrat Thoumrungroje and Olimpia C. Racela
Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry.
Abstract
Subject area
Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry.
Study level/applicability
The case is suitable for senior undergraduate and graduate MBA strategic management, international business strategy, and marketing strategy courses.
Case overview
Thai Beverage Public Company Limited (ThaiBev) was Thailand's largest beverage company and was among Asia's major alcoholic beverage companies. The case situation takes place during the latter part of August 2010, two years after the public announcement of ThaiBev's ambitious intentions to become a comprehensive and integrated beverage company and after having recently re-launched its acquired Wrangyer energy brand, a move signaling ThaiBev's strong commitment to its non-alcoholic beverages. The case describes the beverage industries at the global, regional, and country level and discusses ThaiBev's range of businesses. Marut Buranasetkul, Senior Vice President of Corporate Service and Deputy Managing Director of Thai Beverage Marketing, the sales and marketing arm of ThaiBev, must decide on the direction for ThaiBev to pursue to bring ThaiBev's non-alcoholic beverages to account for at least 10 percent of the company's total revenue. This case presents a number of important strategic topics, particularly in discussing industry structure and competition, as well as diversification issues encountered by a firm that was attempting to create a greater balance between the revenue contributions from its market leading dominant businesses and that of its younger and newer business lines.
Expected learning outcomes
Students will: understand the challenges faced by large conglomerates wanting to change their market position; learn to apply different frameworks such as Porter's Five Force Model, portfolio analysis, SWOT and to assess the competitive environment; learn to evaluate a company's current product portfolio and to recommend strategies to improve its allocation of resources; and learn to identify key success factors necessary to compete in a highly competitive industry.
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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Marketing
Abstract
Subject area
Marketing
Study level/applicability
Primary target: Marketing and communications undergraduate students, especially coming from emerging countries. Secondary target: MBA students studying Principles of Marketing, Integrated Marketing Communications (a similar version of this case, has been used for the MBA students at Yeditepe Univ. Istanbul, Turkey in the “Strategic Marketing and Management” course. The submitted case is an expanded version, with the 2008 crisis data added, as well as being tailor-made for the Emerald Emerging Markets Case Studies).
Case overview
Global brands are all around us but the true winners are global brands with a local touch in every market they operate. However, this is easily said than done. This case looks into a well-known global carbonated drinks brand in Turkey and what it has done to become a true global brand with a local touch, especially at hard times when the country was facing a major economic crisis in 2001, and then later in 2008 during the global crisis. In this case, we see how this international brand reacted under these harsh circumstances, what they have done to be able to move closer to the hearts of Turkish consumers. We also see the importance of continuation of marketing and communication efforts for brands when economic conditions are not so good. Consumers are quick to respond to brands which keep talking to them, keeping the dialogue channels open and give those brands credit long after the crisis is over. Brand M sets a good example in this regard, showing how research can be used for setting tangible measures. The questions posed: How could market research help an international brand to move closer to its local customers? How should international brands act when economic conditions are not that promising? How could a brand be built upon learned knowledge in one economic crisis to the other? The case tries to answer these questions based on an emerging country experience, showing ways of becoming a global brand with a local touch.
Expected learning outcomes
To show the importance of branding and market research findings for an international brand while operating in a local market. Although it is iterated that consistent, continuous and sustainable communication is important for brand's marketing, in general advertising budgets are the first to be cut when economic trouble sets in. This case will help in showing that brands which choose to continue advertising during economic crisis actually make long-term marketing investments and this will be exhibited with the help of market data obtained from an emerging country. The case also sets an example on how the message given should be adopted to the current economic conditions. To simulate difficulties of being an international brand with a local touch. Although it is common knowledge that decision-making in business life is crucial for the continuation of business, we do not come across many cases showing us volatile market conditions, coupled with drastic changes taking place in the economy overnight. This case sets out to do that, based on an emerging country example. On the other hand, 2008 global economic crisis showed us all that today's global managers should be better prepared for such sudden changes wherever they may be based.
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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Zaiyang Xie, Mei Wei, Xinyi Ding and Stanley Bruce Thomson
This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and…
Abstract
Learning outcomes
This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and assignments, students will be able to: (1) understand human resource management in multinational corporations and the importance of cross-cultural management and human resource integration in acquisitions; (2) understand the challenges and solutions faced by multinational corporations in the process of expansion; (3) analysis of what characteristics should be considered in CEO selection for managing a newly acquired company; and (4) analyze how to better promote global human resource management from the dimensions of localized HRM system reform and human resource structure reconstruction.
Case overview/synopsis
After a long period of negotiation, exploration, suspension and restart, Geely Group finally acquired 49.9% of the shares of DRB’s Proton Holding and 51% of the shares of the luxury car brand, Lotus Group. On the afternoon of May 24, Geely Holding Group held an acquisition signing ceremony with the Malaysia DRB-HICOM Berhad (hereinafter referred to as DRB). Geely’s commercial territory now extended into Southeast Asia, and its product spectrum increased to luxury sports cars.However, the completion of the acquisition did not mean peace of mind. On the contrary, Geely still faced a series of challenges because of differences in cultural background. The national cultures of the two countries (China and Malaysia) were very different, and so were the values of the two enterprises. Facing the challenges of promoting global human resource integration, Geely needs to make a fundamental decision on the HRM mode in the new-acquired company. Should Geely transplant its own management practice into the Proton, or adopt localized HRM philosophy? Which kind of global HRM practice would be more effective for supporting the new-acquired company developments in the future? In the post-acquisition management, how to better realize the global human resources integration become a key problem faced by Geely.
Complexity academic level
This case was designed for use at the undergraduate and MBA level in human resource management and international business.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
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