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1 – 7 of 7Shahram Taj, Souheil Badaa, Sarena Garcia-DeLeone and Beena George
This case tackles the diaper industry in a developing country and can be applied to three different undergraduate or graduate level courses, including Marketing Management…
Abstract
Subject area
This case tackles the diaper industry in a developing country and can be applied to three different undergraduate or graduate level courses, including Marketing Management, Strategic Management, and Operations and Supply Chain Management. The case describes the industry, the manufacturing process, along with detailed information about Novatis Group's business and functions and the overall improving economic environment in Morocco.
Study level/applicability
The Novatis Group case has several objectives that can be applied to three different courses within undergraduate and graduate studies including Marketing Management, Strategic Management, and Operations and Supply Chain Management.
Case overview
The case focuses on Novatis Group, a diaper manufacturing company located in Morocco which competes against multinational companies (MNCs) such as Procter and Gamble and Kimberly Clark in order to satisfy the rising diaper needs of the country. Morocco is a developing country that is strengthening its manufacturing industries. The rising economic conditions have given way to a growing middle class and an increased demand for disposable baby diapers. Novatis uses two distribution channels for the diapers: the multi-tiered distribution channel and the streamlined (straight to retailer) channel. Novatis Group is producing diapers at full capacity; still demand has exceeded supply.
Expected learning outcomes
Students will understand the business processes in a developing country and how a small, local company can compete against large MNCs.
Supplementary materials
Teaching notes are available, please consult your Librarian to access.
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M. Abraham Dolphy, Mohan Gopinath and Edwin Castelino
Strategic innovation through the deployment of a sophisticated collection of information systems and technologies to help accomplish financial inclusion for the urban poor.
Abstract
Subject area
Strategic innovation through the deployment of a sophisticated collection of information systems and technologies to help accomplish financial inclusion for the urban poor.
Study level/applicability
This case is suitable for graduate courses on strategic planning and innovation.
Case overview
Janalakshmi Financial Services (JFS) is a microfinance company that seeks to serve the financial service needs of the urban poor, a market segment with huge growthpotential. This operation involves large numbers of cash transactions making effective control mechanisms necessary. However, small margins make an innovative strategy necessary. JFS states that information technology (IT) is its DNA. The way in which the leadership team used a variety of ITsolutions to create an integrated set of well managed operations provides a very useful lesson in managing the process of strategic innovation.
Expected learning outcomes
The primary learning objective is to help the student understand the impact of strategic innovation through the use of information systems and technologies. This is achieved by helping the student to: connect the abilities provided by information technology to the social objective of financial inclusion; understand what financial inclusion means to the urban poor and how this segment differs from other microfinance and banking segments; assess the approach (related to organizational design as well as systems) JFS has employed to accomplish the objective of financial inclusion among the urban poor in India; analyse the systems and processes JFS has used to deliver services to its target market while making processes more transparent and efficient at JFS; and assess the risks to which JFS is exposed throughits business activity as well as the use of information technology.
Supplementary materials
Teaching notes are available; please consult your librarian for access.
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Nuria Calvo and Oskar Villarreal
Strategic decision making in cooperation projects. The decision deals with the process of generating a strategy for R&D and technological innovation in developing countries…
Abstract
Subject area
Strategic decision making in cooperation projects. The decision deals with the process of generating a strategy for R&D and technological innovation in developing countries, through international cooperation.
Study level/applicability
Students of programs of strategic management, business policy and management of international cooperation. Target courses include: strategic management seminars, international cooperation seminars, MBA.
Case overview
The case shows the process carried out by a team led by Braulio Perez Astray, manager of the innovation department of the Foundation University of A Coruna (Spain) and Radhames Mejia, executive vice-rector of the Pontifical Catholic University Madre y Maestra (Dominican Republic) to design the strategy for R&D and Technological Innovation of the Dominican Republic. It describes the tasks and responsibilities undertaken in the INPOLTEC Project, the result of the international cooperation between Spain and the Dominican Republic. It included the involvement of the Administration of Government of both countries, the contributions of the scientific community and a significant sample of Dominican companies, as well as the advice of Spanish experts and technologists in the field of innovation and technology policy. The case arises from the position of Braulio Perez Astray, leader of the project. The objective of this case is to analyze the potential transfer of this experience to other countries in Central America and Caribbean.
Expected learning outcomes
The learning objective is to facilitate students to investigate the decisions in the strategic process in the field of innovation and to reinforce the focus of international cooperation as a mechanism for strategic support in stimulating the flow of knowledge in science and technology.
Supplementary materials
Teaching notes are available. Please consult the librarian for access.
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Sonia Mehrotra and Ana Colovic
The case is structured to achieve the following learning objectives: ■ to assess how an intuitive response to social need can be complemented with a methodical approach to social…
Abstract
Learning outcomes
The case is structured to achieve the following learning objectives: ■ to assess how an intuitive response to social need can be complemented with a methodical approach to social entrepreneurship; ■ to analyse the importance of business model canvas from the social sector lens; ■ to evaluate the value created by a small NPO 17000 ft Foundation; ■ to analyse the core elements of a business model for success in the social sector; and ■ to assess and evaluate the options for an early-stage NPO to engage in scaling for a systemic impact.
Case overview/synopsis
17000 ft Foundation (hereafter referred to as 17000 ft) is a not-for-profit (NPO) organisation incepted in 2012 by Sujata Sahu, with the objective of supporting education of children living at high altitudes in remote villages of Ladakh, India. It is an effort that contributes toward objectives of clause 6.1 on educational inclusivity in the new National Education Policy 2020 of India. The case study is set in the context of Indian education, with all its challenges. It describes how Sujata Sahu was motivated to start the Foundation and how it developed to become a complex organisation working on different education-related projects simultaneously. The Foundation’s business model is interesting and unique. It leverages digital technologies to develop a network of interconnected activities, involves local communities and uses an extensive network of different kinds of stakeholders to impact a change in the quality of education in government schools in these remote villages. The case provides a solid basis for the discussion of the vital role of NPOs such as 17000 ft (in emerging economy) which is creating social and economic value for the remote villages of Ladakh, India. The new NEP 2020 argues for equity and inclusivity in education for all, but it failed to provide a blueprint for the implementation process. On the other hand, 17000 ft with its small team was invested and experimental in its approach. It had been working on the same cause of educational inclusivity. They had piloted a quality education business model for the harshest and remote Indian terrains and proven its positive impact. What were some of the core elements that had led them to success so far? The announcement of NEP 2020 provided a new ray of hope. How could they contribute and work together with the government to impact inclusive education and development in India? What collaborative mechanisms could possibly help them replicate their proven business model across the 1,000 schools of Ladakh and beyond? How could they scale for a systemic impact? After all, a nation as big as India required multiple strategies and multiple stakeholders from NPOs, private companies, government agencies, educational institutions, etc. to work collaboratively to bridge the inclusion and equity gaps in education.
Complexity academic level
The case can be used in graduate and executive education courses in entrepreneurship and strategic management. It can also be used for executive sessions at incubation centres for NPO start-ups and is aimed at early-phase social entrepreneurs.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
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Kishore Thomas John and Ajith Kumar Kamala Raghavan
Participants will learn to analyze the basis of consumer segmentation in management education. It will specifically highlight the importance of positioning in influencing the…
Abstract
Learning outcomes
Participants will learn to analyze the basis of consumer segmentation in management education. It will specifically highlight the importance of positioning in influencing the marketing strategy of a firm and discuss the importance of a differentiated-low cost strategy to gain competitive advantage. The case will familiarize students with the business environment of rural India, and the applicability of the 4A’s and the 5D’s framework. Finally, the case will help participants understand the difference between a rural market and a Bottom-of-Pyramid (BoP) market.
Case overview/synopsis
A rural MBA institute for BoP students is grappling with the problem of low admissions, leading to an existential crisis. Two divergent options are presented to the protagonist. The first is to close down the B-school and use the infrastructure and facilities for a well-funded government skill development program which is vocational and intended for creating blue-collar workers. The second is to find ways to bolster the B-school to ensure that it gets adequate student enrollment, thereby leading to profitability.
Complexity academic level
This case is suitable for an undergraduate or MBA course in marketing management, rural marketing in India, South-Asian marketing or strategic marketing.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes. There is an accompanying spreadsheet with the case for studying the market. It contains relevant market data that would support analysis of the case. Comments are added for easy understanding. Instructors can access the separate spreadsheet that works out the break-even calculations for the fee structure of the institute. Instructions on calculations as well as comments are added for easy understanding.
Subject code
CSS 8: Marketing.
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Aluisius Hery Pratono and Irzameingindra Putri Radjamin
Niche products and environmental ethics.
Abstract
Subject area
Niche products and environmental ethics.
Study level/applicability
The case is suitable for undergraduate students who have some understanding of competitive advantage in emerging economies, of niche products, the resource-based perspective and environmental ethics.
Case overview
The case concerns the Indonesian coffee industry, specifically the production of Kopi Luwak, a coffee that involves a type of local wild animal as an essential part of the process. The case outlines a typical problem for a new leader who has to start his tenure with a creditable performance. The company is a resource-based one that has to manage a potential risk of violating environmental ethics.
Expected learning outcomes
The case reveals the value of the international value chain for a cup of coffee. Through investigating the intersection between business feasibility and conservation issues, students should be able to understand what are appropriate business opportunities with environmental ethics considerations.
Supplementary materials
Teaching notes are available; consult the librarian for access.
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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.
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