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1 – 10 of 39Sarah Watiri Muigai and Edward Mungai
Upon completion of the analysis of the case, the students will be able to distinguish between a family business and a non-family business, evaluate the professionalization…
Abstract
Learning outcomes
Upon completion of the analysis of the case, the students will be able to distinguish between a family business and a non-family business, evaluate the professionalization strategies used by Jeff Hamilton and categorize the type of family business that Jeff Hamilton is so far using the model of professionalization developed by Dekker et al. (2013). The model classifies family firms into four types according to their level of professionalization: autocracy, domestic configuration, administrative hybrid and a clench hybrid.
Case overview/synopsis
The case highlights how Jeff Hamilton, a family business that began in Kenya and has grown regionally in East Africa, has professionalized its operations and, by so doing, facilitated its growth. The family business is run by Major Boke and his wife Lucy Boke and was ranked number 31 in the 2019 top 100 SME survey conducted yearly by KPMG in collaboration with Nation media group – a Kenyan media company. The dilemma revolves around decision-making in the times of the COVID-19 pandemic, where structures put in place to professionalize the business facilitated the decision-making.
Complexity academic level
The case can be taught to undergraduate and graduate-level entrepreneurship and family business courses. It can also be taught to executive education short courses on family business and entrepreneurship.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
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Keywords
Manoj Joshi and Apoorva Srivastava
Entrepreneurship, strategy, family business.
Abstract
Subject area
Entrepreneurship, strategy, family business.
Study level/applicability
MBA, PhD (Mgmt)
Case overview
DK Dies and Tools was set up initially as a tool room by its founder Krishna Verma. It manufactured machine parts, sheet metal tools, jigs and fixtures, plastic/rubber moulds and metal fabrications. The firm came to be known as DK Exports (henceforth DKX) when it was professionalized in the year 2003 for merchant exporting. Lately, after the founder's demise, professionalization had become a dire need when the firm faced with loss of customers, the market share was taken over by the Chinese, workers' expectations had risen, poor internal communications, search for dynamic capabilities and finally a need to diversify had arisen. Unexpected death of the founder had pushed the firm into doldrums. It was because of the founder's relationship and reputation in the market that the business prospered. Unfortunately, the tacit knowledge he possessed could not be handed over to his son Kunal, which led to complexes in business. Hence, there arose a need for internationalization for finding new customers and markets. Entrepreneurial orientation needed a change. The new Chairman, Kunal, had expertise in operations management, with his wife, Priyanka, looking after development via overseas collaborations. The firm had been struggling to create a two-tier top-level management to decide on operational issues, besides search for newer destinations for increasing the scale of operations.
Expected learning outcomes
To understand how multilevel entrepreneurship happens and the importance of translating tacit knowledge to explicit knowledge, especially at times when the founder has to pass the baton to the second generation.
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 Strategy and Marketing Management. It can also be used to illustrate the application of specific concepts and frameworks, such as “revenue (demand/Capacity) management”…
Abstract
Subject area
Marketing Strategy and Marketing Management. It can also be used to illustrate the application of specific concepts and frameworks, such as “revenue (demand/Capacity) management” in services marketing and “Integrated Marketing Communication” under marketing communication.
Study level/applicability
Postgraduate and Final Year Marketing Majors.
Case overview
The case describes how the Ghana Premier League (GPL), the flagship football product of the Ghana Football Association, continues to record low attendances at various league centres since the turn of the new millennium. The case highlights the effects of global forces (both macro and micro factors) on the patronage of GPL matches. It also brings into focus the effects of professionalization and commercialization of the league, especially, on traditional football clubs. It presents discussions on the need for football clubs to adopt sound management principles, such as market-orientation in response to the dynamic global forces. Apart from illustrating the effects of globalization on football, the case can also be used for teaching topics on integrated marketing communication/brand management and revenue management for perishable services.
Expected learning outcomes
To enable students to appreciate how the forces of globalization affect businesses in developing countries; to enable students to apply strategic marketing frameworks (PEST, Porter's five forces Model, SWOT, etc.) to analyse business situations; to enable candidates/students to understand the use of services management principles to address problems relating to perishable demand and unused capacity; students should understand the importance of quality products/services and branding to an organization's ability to deliver exceptional customer experience; to enable students apply the elements of integrated marketing communication to address organizational problems; andto sharpen students' critical thinking and innovative problem-solving skills.
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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Satbir Singh Kajal, Anish Goyal and Chitra Singla
The case talks about Hind Tea Pvt. Ltd (HTPL)-a small and medium enterprise (SME) in India that is 100% owned by Wadhwa family. HTPL procures processed tea from auctions and sells…
Abstract
The case talks about Hind Tea Pvt. Ltd (HTPL)-a small and medium enterprise (SME) in India that is 100% owned by Wadhwa family. HTPL procures processed tea from auctions and sells it to distributors under its own brand names. The case describes the journey of two brothers and how the next generation of the family takes over and aspires to make the company a national level player. These aspirations pose new demands on the owners and the business; the case talks about decision making in the family under such a scenario. The case poses interesting questions related to governance, professionalization, succession, and decision making in the family.
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The case deals with the issues in managing the growth of a family business engaged in retail and discount stores in Chennai. It highlights one of the strengths of family…
Abstract
The case deals with the issues in managing the growth of a family business engaged in retail and discount stores in Chennai. It highlights one of the strengths of family businesses, namely leveraging family resources into the business. The case also deals with issues of succession planning in family businesses.
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Anamika Sinha and Biju Varkkey
The case discusses issues in the process of professionalising a family-owned manufacturing firm in the steel tubes and pipes industry. Set during 2008-2012, the case highlights…
Abstract
The case discusses issues in the process of professionalising a family-owned manufacturing firm in the steel tubes and pipes industry. Set during 2008-2012, the case highlights the increased competition and the consequent growth in the sector that drives the need for professionalisation. In order to remain competitively relevant, the owners, who were followers of Jainism, had realised that in their business, all other things being equal, a company with trained and engaged manpower had an advantage in the market and over competition. With this thought, the firm initiated a blended training program. While mapping the activities related to employee training with outcomes at different levels, it found that though the reported Return on Training Investment (ROTI) was good, the company was losing out on intangible factors such as employee engagement and the belief system that had traditionally held employees together. Current practices had to change, thereby leading existing members to lose the belief they held in the company. The turn of events put both the owners and the HR department in a dilemma over the entire transformation initiative.
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This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case…
Abstract
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.
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John L. Ward and Carol Adler Zsolnay
A successful five-generation family business group in India separates its ownership role from its operational management role to meet the needs of a more global economy. This…
Abstract
A successful five-generation family business group in India separates its ownership role from its operational management role to meet the needs of a more global economy. This includes hiring professional nonfamily business unit managers as well as including nonfamily directors on the corporate board.
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This case provides an account of an informal round table organized by the dean of a Regional Management Institute to identify issues relating to the management of Regional…
Abstract
This case provides an account of an informal round table organized by the dean of a Regional Management Institute to identify issues relating to the management of Regional Management Institutes. It raises questions relating to pedagogy, placement, roles of leaders, local innovations, programme portfolio and sustenance of these institutes. The participants are required to review the outcome of the first round table and take the discussion forward.
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Camilo Antonio Mejia Reatiga, David Juliao and Andres Castellanos
This case study seeks to develop the analytical and critical thinking skills of the students so that they can not only understand and carry out a comprehensive diagnosis of the…
Abstract
Learning outcomes
This case study seeks to develop the analytical and critical thinking skills of the students so that they can not only understand and carry out a comprehensive diagnosis of the case in its facets of entrepreneurship but also see reflected the inherent difficulties of the process and how these can be overcome, based on available resources and capabilities. In the same way, it seeks to develop students’ capacity for critical analysis when making a decision in which, on the one hand, there is a very large market potential that they can try to exploit, taking into account the political transformation that modifies the rules of the game with which the business began, in addition, of course, to the case of a security breach specified in the case and, on the other hand, the possibility of resigning, avoiding greater losses.
Case overview/synopsis
This case study exposes the situation of the company Max Drone Venezuela, which had been dedicated to the service, repair and training of drones. This family-owned company had gone through a series of stages that clearly exemplified how environmental factors served to identify opportunities in the early stages of the business, promote strategic actions to maintain itself, guide the course to sustain itself and seek development in hostile environments.
Complexity academic level
Given the characteristics of this case study, it can be used for the teaching and learning of business or business administration, marketing, economics or related students, at higher or postgraduate levels (graduate school).
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS3: Entrepreneurship.
Details