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1 – 10 of over 1000
Case study
Publication date: 6 May 2020

Frank Shipper and Richard C. Hoffman

This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the…

Abstract

Theoretical basis

This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the organizational level. Students will learn about shared entrepreneurship, high performance work systems, shared leadership and virtuous organizations, and how they can develop a sustainable competitive advantage.

Research methodology

The case was prepared using a qualitative approach. Data were collected via the following ways: literature search; organizational documents and published historical accounts; direct observations by a research team; and on-site audio recorded and transcribed individual and group interviews conducted by a research team (the authors) with organization members at multiple levels of the firm.

Case overview/synopsis

John Lewis Company has been in business since 1864. In 1929, it became the John Lewis Partnership (JLP) when the son of the founder sold a portion of the firm to the employees. In 1955, he sold his remaining interest to the employee/partners. JLP has a constitution and has a representative democracy governance structure. As the firm approaches the 100th anniversary of the trust, it is faced with multiple challenges. The partners are faced with the question – How to respond to the environmental turmoil?

Complexity academic level

This case has environmental issues – How to respond to competition, technological changes and environmental uncertainty and an internal issue – How can high performance work practices provide a sustainable competitive advantage? Both issues can be examined in strategic management courses after the students have studied traditionally managed companies. This case could also be used in human resource management courses.

Case study
Publication date: 10 October 2014

Hamad A. Al Ali and Syed Zamberi Ahmad

International business and/or strategic management.

Abstract

Subject area

International business and/or strategic management.

Study level/applicability

This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management.

Case overview

Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations.

Expected learning outcomes

Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines.

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.

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 5
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 September 2016

Nimruji Jammulamadaka

Corporate social responsibility, specifically nonprofit business collaborations from a nonprofit’s perspective.

Abstract

Subject area

Corporate social responsibility, specifically nonprofit business collaborations from a nonprofit’s perspective.

Study level/applicability

Graduate level programs in nonprofit management, corporate social responsibility and development management; it can also be used for executive education.

Case overview

Social enterprises and nonprofits at present increasingly look to corporate firms for grant funds to finance their activities and assets. This case features the experiences of one of the largest nonprofit eye care providers in India, LV Prasad Eye Institute based in Hyderabad in accessing corporate financial support in the form of corporate social responsibility funding. The case deals with the organization challenges, stresses and strains that arise in a nonprofit–corporate partnership. Specifically, it focuses on the strategic and operational challenges that emerge from the partnerships. The partnerships reviewed in the case pertain to rehabilitation.

Expected learning outcomes

After solving the case, the participants will be able to understand the stages in developing collaborations between nonprofits and businesses for corporate social responsibility. They will also be able to understand the internal implications for nonprofits operations and strategy from such collaborations.

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

CSS11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 May 2019

Robert F. Gallagher, Rosemond Desir and Lumina S. Albert

It is recommended that students apply the arguments of resource-based theory to analyze the potential strategic partnership that the case focuses on. The resource-based view…

Abstract

Theoretical basis

It is recommended that students apply the arguments of resource-based theory to analyze the potential strategic partnership that the case focuses on. The resource-based view suggests that strategic partnerships between firms have the potential to create value when resources are pooled together. Scott Crump faces a decision-making situation wherein he analyses the value-creation potential of the original equipment manufacturer partnership with Hewlett-Packard (HP). In addition, contrasting the cultural environments within both organizations would bring in greater complexity and depth to the reflections, analyses and discussions. Often research experts explore these concepts in isolated streams of research. However, in real-world scenarios, these aspects must be integrated for a more comprehensive decision making to take place. It is also recommended for students to analyze how founder characteristics and resources imprint organizations with certain enduring “imprints” that determine strategic outcomes for the firm in unique ways.

Research methodology

For the development of this case, the authors interviewed the top management at Stratasys including Scott Crump, Founder and CEO. The authors also interviewed former and current employees of Stratasys, HP, other experts in the printing industry and existing customers in the 3D printing industry. The company made internal documents available to the authors including financial statements, internal meeting presentations, company forecasts and assessment tools. All interviews were recorded and analyzed to obtain and include multiple perspectives from various stakeholders. The authors also conducted extensive online research on the 3D printing industry and utilized data from news articles, interviews and other relevant press materials.

Case overview/synopsis

Scott Crump, Founder of Stratasys, a company that developed and sold 3D printers, had always envisioned a future when it would be commonplace for a 3D printer to be on the desk of every engineer. HP approached him with a proposal that had the potential to make that dream come true. Crump knew that Stratasys did not need to partner with HP for a financial reason, but he loved the idea of the technology becoming a standard method for creating parts universally. The case highlights a true-life account of a firm’s founder considering an important strategic alliance and analyzing the ramifications of taking on or refusing this partnership.

Complexity academic level

This case has applications in strategic management and small business management courses at both undergraduate and graduate levels. It also contains critical areas of decision making relevant to an advanced strategic management course that focuses on manufacturing strategy or strategic alliance decision making. This case would be relevant to MBA, Executive MBA or Masters of Science in Accountancy level students as well. Specifically, it is intended for use in courses involving topics such as mergers and strategic partnerships, negotiation and leadership, risk analysis, financial statement analysis, financial modeling and market analysis.

Details

The CASE Journal, vol. 15 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Abstract

Subject area

International business.

Study level/applicability

The case is suitable for Bachelor and Master level students of business studies.

Case overview

In the actual global economy context, firms are trying to be more competitive by accelerating their efforts to integrate foreign markets. Small and medium-sized enterprises (SMEs) from emerging markets are increasingly internationalizing to capitalize on opportunities in foreign markets. To get into internationalization SMEs can use different successful expansion strategies. One of these strategies is the establishment of a win-win partnership with partners that distribute the company products on the foreign markets. The case deals with a successful experience of a win-win partnership from an emerging country SME, the Tunisian food industry firm GIAS, which began its internationalization in 1996. The case presents first the reasons of internationalization of GIAS. Then an explanation of the strategic choices of internationalization of the firm is provided. The selection of the most appropriate foreign markets is described later. The win-win partnership approach is then detailed and the case finishes with the future internationalization plans for GIAS.

Expected learning outcomes

The expected learning outcomes include: the selection of a foreign market; the determinants of the foreign mode of entry; the process of integrating an internationalization strategy; how to choose the most appropriate partner; the follow up and the management of the relationships with foreign partners; 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.

Case study
Publication date: 4 March 2024

Morris Mthombeni, Michele Ruiters, Caren Brenda Scheepers and Hayley Pearson

After completion of the case study, the students will be able to gain knowledge on public–private partnerships (PPPs) in emerging markets; understand how to apply the sensing…

Abstract

Learning outcomes

After completion of the case study, the students will be able to gain knowledge on public–private partnerships (PPPs) in emerging markets; understand how to apply the sensing element of the dynamic capabilities framework in analysing context, especially in emerging market context; and understand how to apply the dynamic capabilities framework to the process of developing brand equity.

Case overview/synopsis

On 20 March 2020, in Johannesburg South Africa, Dr Barbara Jensen Vorster, the head of corporate communications and marketing at the Gautrain Management Agency, was considering her dilemma of how to manage stakeholders at a time when the patronage guarantee was under question. The nature of the Gautrain PPP transport contract entailed a revenue guarantee that was called a patronage guarantee. How did they build their Gautrain brand equity during the Gautrain PPP patronage guarantee controversy? This case study highlights the perspectives of multiple stakeholders which places the Gautrain brand equity under strain. The Gautrain brand identity was created to project an integrated, overarching brand position for the construction project and later the operating company. The logo illustrated Africanisation, and the slogan “For People on the Move” represented a modern collaborative approach. Upholding the status of the brand is an important quest for the corporate communications and marketing team, and therefore the issue around the patronage guarantee must be addressed. This case study illustrates contrasting views about the Gautrain being elitist versus the rapid rail train enabling economic prosperity. The pro-prosperity versus pro-economic development values were at the heart of the different opinions around the patronage guarantee. Students are therefore confronted with their own values while the case study aims to drive an awareness or consciousness around these issues in an emerging market.

Complexity academic level

This case study is appropriate for advanced undergraduate and Master of Business Administration courses focused on marketing, communications and/or stakeholder management, such as in business and society courses. At both levels, the case study will be valuable in generating discussion on communications models and how to manage stakeholders ranging from government to community representatives. In courses where dynamic capabilities theory is taught, this case study will offer a specific application of this model in the context of brand communications and building brand equity in times of controversy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Mark Jeffery and Saurabh Mishra

On April 6, 2005, Sony Corporation announced the signing of a global partnership program contract with the Federation Internationale de Football Association (FIFA) and the…

Abstract

On April 6, 2005, Sony Corporation announced the signing of a global partnership program contract with the Federation Internationale de Football Association (FIFA) and the organizer of the FIFA World Cup. The contract, which represented the first global marketing and communications platform for the Sony Group, would run from 2007 to 2014 with a contract value (excluding services and product leases) of 33.0 billion yen (approximately $305 million). This was a very significant marketing investment for Sony, since the cost of event sponsorship with advertising was typically two or three times the cost of the sponsorship rights; hence, Sony was potentially investing a billion dollars or more on FIFA-related marketing campaigns over the next several years. Many Sony senior executives were questioning the return on investment (ROI) of the FIFA sponsorship opportunity.

To define key metrics and articulate a methodology for campaign measurement pre- and post-campaign to quantify ROI. To design a new Sony marketing campaign to activate the FIFA sponsorship opportunity, define metrics for measurement, and learn to use a balanced scorecard approach. Since the FIFA sponsorship is a brand campaign, nonfinancial metrics are primarily used. The key to success is to have a clearly defined sponsorship marketing strategy and business objectives.

Abstract

Subject area

Economics, business management

Study level/applicability

The case study is relevant for MBA, Master's and under graduate (economics, international and business economics) students.

Case overview

Biocon is one of the top 20 companies from India in the Forbes list of “Best under a Billion” companies. It has emerged from being an enzyme-producing firm to a biotech powerhouse under the guidance of Ms Kiran M. Shaw. It is an innovative company with a varied scientific skill base and progressive manufacturing facilities for developing and commercializing biopharmaceuticals. This study attempts to explore the international foray of Biocon using the eclectic OLI framework. Entrepreneurship, need for integrated business model, innovation, quality control, etc. constituted the ownership (O) factors, important for Biocon to earn the more than compensating advantage in the overseas market. The locational factors were less important in case of Biocon as the global expansion was driven by a motive of either market seeking or cashing in on the cost advantage of its operations. The dominant mode of entry has been the joint ventures. The overseas patterns exhibited by Biocon can be captured fully by the O-L-I framework.

Expected learning outcomes

To understand the economic theory of OLI and the ownership, locational and internalisation advantages, link the OLI framework with the international foray of Biocon, Biocon's internationalization journey, major overseas deals signed and the economic rationale behind the deals.

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.

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 July 2021

Lubna Nafees, Mokhalles Mehdi, Rakesh Gupta, Shalini Kalia, Sayan Banerjee and Shivani Kapoor

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Robert F. Bruner and Sean Carr

In June 2004 Purinex, Inc., a pharmaceutical company with several clinically and commercially promising drugs in development, expected to secure a partnership with a major…

Abstract

In June 2004 Purinex, Inc., a pharmaceutical company with several clinically and commercially promising drugs in development, expected to secure a partnership with a major pharmaceutical company sometime in the next four to 12 months. That partnership, if secured, would enable Purinex to develop one of its leading compounds as a drug. The company, however, had no sales or earnings and only 11 months of cash on hand. The student must assess whether the company should attempt to secure financing now or wait until it consummated a partnership deal. The tasks for the student include evaluating the probabilities that collaboration with a pharmaceutical company would actually happen; determining whether the company stay above water until such occurred; and analyzing the other risks to the company under these circumstances.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

1 – 10 of over 1000