Search results
1 – 10 of 71Prasad Vasant Joshi, Vardhan Mahesh Choubey and Harshal Gangadhar Desale
The learning outcomes of this study are to understand the theory of constraints and related concepts, to evaluate constraints impeding organizational growth and to develop a…
Abstract
Learning outcomes
The learning outcomes of this study are to understand the theory of constraints and related concepts, to evaluate constraints impeding organizational growth and to develop a solution addressing the constraints in the best possible way.
Case overview/synopsis
Bottlenecks or constraints impede an organization from reaching its full potential, thus having implications for the internal and external functionalities of the organization. Internally, many resources remain idle or deteriorate, as constraints always hamper the overall capacity. Externally, the organization might lose the customer for not fulfilling their demands. The organization may be unable to procure the raw material at economical prices from the suppliers, as large-quantity orders may not be placed. This case was designed to make students understand the theory of constraints (TOC) and related concepts. The TOC framework was a management philosophy developed by Dr Eliyahu Goldratt and popularly mentioned in his book The Goal. This case study considered a dairy plant as its central focus. The protagonist was challenged by the existing constraints in his dairy plant, and his dilemmas were introduced. The dairy processes were discussed, followed by details of supplies made to the dairy plant regularly. The capacity constraints at different levels were mentioned. The case also discussed the quick fixes adopted by the dairy to overcome the constraints. Finally, this case ended with a dilemma presented before the protagonist and a dire need for a solution thereafter.
Complexity academic level
This case was appropriate for introducing TOC to undergraduate and postgraduate courses in operations management, logistics and supply chain management and general management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and Logistics.
Details
Keywords
Armand Gilinsky and Brent Trela
International marketing, national competitiveness, strategic decision-making, wine.
Abstract
Subject area
International marketing, national competitiveness, strategic decision-making, wine.
Study level/applicability
Undergraduate and MBA.
Case overview
The nationally important Georgian wine industry by 2008 was in a deep recession due largely to the continuing 2006 Russian wine embargo, prior to which Russia had been the largest export market for Georgian wines. Second World War-era Georgian wineries such as Shavteli (disguised), in the historic Racha-Lechkumi wine-producing region, were disadvantaged due to aging facilities, lack of tourist infrastructure, and inadequate capital to make needed changes to compete in the global markets for emerging economy wines. All nearby wineries faced continuing operating deficits, high inventory levels, and could lose much of their aging wine inventory to oxidation if they could not quickly sell more wine or convert the wine to brandy. To avert becoming another defunct producer, Shavteli needed a strategy. Industry observers were divided about whether Shavteli and its sister Georgian wineries should continue operating independently, seek government support, or form a marketing association to create new export demand. Students need to prepare a strategic plan for Shavteli and the Georgian wine industry.
Expected learning outcomes
Students should develop well-supported recommendations for competitive strategies in an emerging economy. Students should use strengths, weaknesses, opportunities, and threats and country competitiveness analyses to ascertain vision and mission, segmentation, targeting, positioning, and alliance strategies for international markets.
Supplementary materials
Teaching notes.
Details
Keywords
In the summer of 2014, a large energy company was poised to begin expanding its unconventional natural gas operations in northeastern British Columbia in the hopes of capitalizing…
Abstract
In the summer of 2014, a large energy company was poised to begin expanding its unconventional natural gas operations in northeastern British Columbia in the hopes of capitalizing on the Canadian province's determination to build a liquid natural gas industry. The company had secured mineral rights from the province but had not simultaneously pursued surface rights from a First Nation community that historically had used the land. When a seismic exploration team appeared on the tribe's traditional territory without consulting it, as was customary (and in some cases legally required), the company unwittingly ignited a firestorm of protest from both First Nation and non First Nation local citizens. Recognizing the importance of social acceptance both to operations and profitability, the company sent senior vice president Maria Paquet to participate in fireside discussions with tribal, regional government, and environmental leaders in the hopes of finding some common ground. Could these leaders arrive at sufficient trust and agreement to allow the company to move forward with its plans? Or would the company face gridlock, community blocking, or even financial peril? In a small-group role-playing exercise, students will step into the shoes of each of these stakeholders as they try to forge a path forward that is acceptable to all.
Details
Keywords
Umesh Mahtani, Arpita Neeraj Amarnani and Vithal Sukhathankar
▪ Students learn how an educational institute impacts water resources on the campus and its surrounding community.▪ Students acquire knowledge on how decision-making, related to…
Abstract
Learning outcomes
▪ Students learn how an educational institute impacts water resources on the campus and its surrounding community.
▪ Students acquire knowledge on how decision-making, related to natural resources, is influenced by the institute’s obligations towards surrounding communities and the long-term sustainability of the resources.
▪ Students become acquainted with the decision-making process adopted by an educational institute for achieving resource-efficient development on the campus.
▪ Students learn how to design evaluation methods for investments related to water conservation at an educational institute.
▪ Students become proficient with the payback method specifically when evaluating water-enhancing projects at an educational campus.
Case overview/synopsis
Dr Ajit Parulekar, Director at Goa Institute of Management (GIM), Goa, India, was evaluating options to improve the sources of water at GIM at the beginning of 2021. He was reviewing the projects proposed to meet the water requirement at the campus for the next five years (2021–2025). The projects were recommended by consultants (ENV Consultants Pvt Ltd) who proposed a total expenditure of US$68,667 which involved storage enhancement and water table upgradation (See Case Exhibit 11). The maintenance department had studied the plans but their projections showed that the execution of these projects and initiatives would still lead to a deficit of water in the future. Dr Parulekar reviewed the reports and weighed the expected tangible and intangible benefits from the proposed projects. The projects had to be carefully selected, keeping in mind the multiple objectives to be met: an increase in water supply within a short time, a financially optimum investment and a minimum impact on the surrounding community. The selected projects had to meet the long-term sustainability objective of resource efficiency at the campus.
Complexity academic level
Students studying finance, project appraisal, campus sustainability at graduate or postgraduate management programs.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 4: Environmental Management.
Details
Keywords
CF Industries’ products nitrogen fertilizers are a crucial input to making agriculture productive enough to feed the world. However, its products are undifferentiated commodities…
Abstract
CF Industries’ products nitrogen fertilizers are a crucial input to making agriculture productive enough to feed the world. However, its products are undifferentiated commodities. Throughout parts of its history, CF has struggled to be consistently profitable, yet over the last decade it has been very profitable. The case provides an opportunity to examine how CF manages to create value and capture it as profits despite being in a commodity business.
Details
Keywords
Abstract
Subject area
Retailing.
Study level/applicability
Undergraduate and Master's level business and management courses.
Case overview
This case looks at the second largest oil company in India (Bharat Petroleum Corporation Limited (BPCL)) and examines an innovative services marketing concept that they introduced into the market in India for the first time, namely, one-stop truck shops. These new format truck-stops were targeted at the highway-based truckers in India who earlier had to stop off at multiple locations to eat and re-fuel increasing their on-road time and reducing their efficiency, much to the chagrin of their truck-fleet owners.
Expected learning outcomes
Students will be expected to build their knowledge of retailing in developing markets using the example of BPCL as a learning tool. The case examines differences in consumer behavior in developed vs developing markets, paying particular attention to the required need to differentiate the retail approach to suit the market.
Supplementary materials
Teaching note (with photographs).
Details
Keywords
Subject areas are strategic management and marketing management.
Abstract
Subject area
Subject areas are strategic management and marketing management.
Study level/applicability
This case can be used in strategic management and marketing management courses for MBA students.
Case overview
This case discusses the future of petroleum business at Reliance Industries Limited (RIL) – whether to stay or exit. This scenario took place between 2001 and 2008. The volatility in the external environment was beyond their control. Or was it so? This case encapsulates the characteristics of innovative strategy formulation, leading to successful differentiation in a regulated and commoditized industry. This case portrays two significant aspects of business strategy by RIL. First is to comprehend the pioneering strategies formulation and implementation by RIL in the petroleum retailing business. Second is the severe impact of external forces on the company’s current and future prospects and what contingency plans could have been made.
Expected learning outcomes
This study enables to understand how innovative and differentiation strategies can be successfully applied in a commoditized business; to comprehend the effective application of forward integration and brand extension in a complex, scale-driven industry; and to understand the implication of external threats severely disrupting a growing business.
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 11: Strategy
Details
Keywords
The case deals with comparison of two events namely Bhopal Gas Tragedy and BP Oil Spill Tragedy. Specifically, the case compares the negotiation process and its outcome. In other…
Abstract
The case deals with comparison of two events namely Bhopal Gas Tragedy and BP Oil Spill Tragedy. Specifically, the case compares the negotiation process and its outcome. In other words, the case compares how negotiation was carried out on behalf of victims of these tragedies and resulted in optimal outcomes in one situation and sub-optimal outcomes in another situation. It case also provides insights into cross-cultural issues in negotiation process as one of the events took place in emerging economy (India) and other one in a developed economy (USA). The case gives insight for individuals on how handle communication process during the course of negotiation.
Details
Keywords
Nestor U. Salcedo, Miguel Garcia-Cestona and Katherina Kuschel
A student can evaluate the variables related to the corporate governance decision for the future of the companies while simultaneously facing other internal factors, such as…
Abstract
Learning outcomes
A student can evaluate the variables related to the corporate governance decision for the future of the companies while simultaneously facing other internal factors, such as understanding the owner's address style. In addition, the student will be able to balance and weigh current resources, understanding that the conceptual frameworks of agency theory, resource dependence theory, agency and transaction costs, as well as the types of leadership and power are useful to understand this type of companies, common in emerging markets.
Case overview/synopsis
This case describes the actions of Nestor Salcedo Guevara, founding partner of Industrial Andina S.A. and owner of NSG Service Stations, companies focused on industrial manufacturing and retail fuel sales, respectively. The case covers a period of 40 years, from the founding of Industrial Andina S.A. in 1978, its restructuring into a family business in 1982, the strategic decisions concerning the political and economic situations from the eighties to the new millennium, and the creation of NSG Service Stations in the year 2000, until August 2018, when Nestor faced the decision to expand NSG Service Stations and reactivate Industrial Andina SA with new projects. Therefore, Nestor must decide the next steps for the future of both companies. This case study highlights several challenges of business economics and administrative strategy facing entrepreneurs or experienced managers and allows to discuss in class concepts of corporate governance such as ownership structure, incomplete contracts, management styles and defensive strategies associated with the power of the CEO - Owner.
Complexity academic level
Undergraduate students in Business Administration or Economics and post-graduate MBA. Business Economics courses, Strategic Management, Corporate Governance courses.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details