bluuebunny/crossref_metadata_2025 huggingface dataset:
Kevin Otieno-Onyango: business and technology dilemma (A)
Authors: Acosta Freddie , Acosta Arlene
Published: August 2014

Subject area

Business ethics, entrepreneurship, ICT.

Study level/applicability

Undergraduate, MBA, MSIT.

Case overview

The dilemma could be described something like: “I want to do an honest business in order to alleviate somewhat the financial difficulty of my family […] yet my pursuit impacts negatively on my immediate customers”. This is a case of the morality of actions with indirect effects (non-intentional effects).

Expected learning outcomes

Understand actions with double effects, formulate business policy to regulate access to services, appreciate the challenges of starting a business enterprise, understand the social impact of ICT.

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.
New world wines in the UK market: re-thinking the right strategies for 2020
Authors: Felzensztein Christian , Rodriguez Carlos
Published: August 2014

Title

– New World wines in the UK market: re-thinking the right strategies for 2020.

Subject area

– International marketing, international strategy, strategic decision making, consumer behaviour, brand strategy.

Study level/applicability

– This case study is intended for MBA and Masters courses, specially in MSc Marketing, MSc Strategy and International Business.

Case overview

– The case presents new comparative data of a decade consumer research of imported wines conducted in the UK in the years 2002 and 2012. The task of the students is to understand consumer's changes, new preferences and new trends in this industry and to implement the new international marketing strategy for the Chilean wine industry in the UK market.

Expected learning outcomes

– The students should be able to identify the key issue of this case study, which is related to how Chilean wines can compete better in the international market place, facing strong competition from both Old and New World wine producers. It is also important to understand the comparative data from 2002 versus 2012, the changes in consumers' preferences and new trends of this industry. How to implement the marketing strategy in a highly competitive environment is a key task for the students.

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.
The Indian airline industry – will the flight be smooth?
Authors: Srinivasan Rangarajan , Prasad Vindhyalakshmi A.
Published: August 2014

Subject area

The case concerns introductory marketing management.

Study level/applicability

This case is suitable for MBA students.

Case overview

The case explains the current situation encountered by the airline industry in India. This case gives the reader a detailed picture of the reasons for the growth and the subsequent troubles faced by the Indian aviation industry.

Expected learning outcomes

The case is aimed at helping the students to analyse a marketing situation both from a macro-economic point of view and from an individual company perspective.

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.
Marketing brand Aava: not as simple as water
Authors: Jain Varsha , Roy Subhadip , Ranchhod Ashok
Published: August 2014

Subject area

The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy.

Study level/applicability

This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy.

Case overview

The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands.

Expected learning outcomes

The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis.

Supplementary materials

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Assessing algorithms for selecting countries to market new products to low-income consumers
Authors: Woodside Arch , Metzger Michael D. , Ickis John C.
Published: August 2014

Subject area

A consulting team to an international food packaging company (SDYesBox) is attempting to decide which algorithm is the most useful for selecting two national markets in Central America and the Caribbean. SDYesBox wants to work closely with its immediate customers – manufacturers in the dairy and food industry and their customers (retailers) – to develop and market innovative products to low-income consumers in emerging markets; the “next big opportunity for the dairy industry” according to SDYesBox.

Study level/applicability

New product development and market selection in emerging markets in Latin America.

Case overview

Five algorithms are “on the table” for assessing 14 countries by 12 performance indicators: weighted-benchmarking each country by the country leader's indicator scores; tallying by ignoring indicator weights and selecting the countries having the greatest number of positive standardized scores; applying a conjunctive and lexicographic combination algorithm; and using a “fluency metric” of how quickly consumers can say each country aloud. At least one member of the consulting team is championing one of these five algorithms. Which algorithm do you recommend? Why?

Expected learning outcomes

Learners gain skills, insights, and experience in alternative decision tools for evaluating and selecting choices among emerging markets to enter with new products for low-income (bottom of the pyramid) products ands services.

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.
KPJ Healthcare: the first 30 years
Authors: Senik Zizah Che , Isa Rosmah Mat , Halid Noreha , Masood Adlin , Low Soo-Wah , Adham Khairul Akmaliah
Published: August 2014

Subject area

The area of focus is on organization strategies, specifically in developing appropriate strategies for business expansion in a situation of high economic uncertainties.

Study level/applicability

This case is designed for advanced undergraduate in the business and management programs and students in the MBA programs. It is suitable for courses of organizational management, organization theory and design, strategic management, and managerial economics.

Case overview

At the end of 2009, Kumpulan Perubatan Johor Healthcare Group was the largest public-listed healthcare service provider in Malaysia, with revenues of RM1.5 billion (approximately USD0.5 billion) and a net profit after tax of RM115 million (approximately USD38 million). The country was experiencing economic downturn, which affected demands of the affluent as well as medical tourism segments, which were the targeted market of the company. Datin Paduka Siti Sa'diah Sheikh Bakir, the group's CEO and her management team realized that the company needed to seek a new growth strategy. The case stimulates a discussion on the future strategy of a high-growth healthcare company that aspired to be the leading healthcare player in the region.

Expected learning outcomes

Understanding the process of analyzing an industry, as well as formulating strategies, enables case analysts to extend the practice of making strategic decisions to many business situations.

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.
100% Great Songs, reverse positioning of Delta FM Radio, Indonesia
Authors: Maulana Amalia E. , Kuncoro Pandu Jati , Hikmah Lexi Z.
Published: August 2014

Subject area

Reverse positioning, market segmentation, customer-centric organization.

Study level/applicability

Postgraduate program; Master in strategic marketing and Master in business administration.

Case overview

Declining radio listenership is triggered by lack of attention of the radio managers to the desires of radio listeners. Delta FM radio, as part of Masima Media Group, is a radio that realized the need for revitalization. They changed their target audience and positioning to regain its former glory. Delta FM radio get back to the core benefit with the tagline: “100% Great Songs”. Shifting from highlighting the emotional benefits to functional benefits and to cut a variety of benefits is called “reverse positioning”.

Expected learning outcomes

The objective of this case study is to give deeper comprehension a new concept called reverse positioning or reverse branding. It is an example of the dynamic of hyper competition in media market in practice, in the emerging market such as Indonesia. It provides clear picture of the difference between listener oriented vs advertiser oriented company and the impact of the imbalance portion between them.

Supplementary materials

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KPJ Healthcare: service internationalization
Authors: Senik Zizah Che , Adham Khairul Akmaliah , Isa Rosmah Mat , Halid Noreha , Masood Adlin
Published: August 2014

Subject area

International business, international marketing, and strategic management.

Study level/applicability

Advanced undergraduate and MBA students taking courses in international business, international marketing, and strategic management.

Case overview

KPJ Healthcare Group started its operations in 1979. By the end of 2012, the Group operated 22 hospitals in Malaysia, two in Indonesia, one in Thailand, and one retirement resort in Australia. Its internationalization efforts began in mid-1990s with the provision of hospital management service in Indonesia, Bangladesh, and Saudi Arabia. Since 2010, the Group had pursued international acquisition projects in Australia, Indonesia and Thailand. In early 2013, the Group's newly appointed CEO and his management team had to decide on the strategies to ensure the success of these international acquisition projects. This case stimulates discussion on international strategies of a large healthcare group, operating in a highly competitive, high-growth industry in an emerging economy.

Expected learning outcomes

Understanding of approaches to service internationalization (incremental versus rapid), strategies in service internationalization, forms of service internationalization ventures will enable case analysts to apply and consider these concepts in many business situations involving internationalization process and business growth in general.

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.
Surviving challenges: a case of DK Exports on family business
Authors: Joshi Manoj , Srivastava Apoorva
Published: August 2014

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.
Royal Enfield motorcycles: reviving the brand
Authors: Prashar Sanjeev , Singh Harvinder , Gude Kranthi Kiran , Shaik Saif Uddin
Published: August 2014

Subject area

Marketing.

Study level/applicability

The case is intended for students pursuing post-graduate program in management and studying courses like marketing, brand management and product management.

Case overview

This case discusses marketing decisions taken by Royal Enfield Motors Ltd for its popular motorcycle brand Enfield. Starting from the genesis of the brand and the company, this case deliberates the stage when it faced the dilemma of whether to shutdown, sell-off or revive the business. The situation was the outcome of unfavourable environmental forces and inappropriate strategies adopted by the company. This case notes how the company evolved its marketing mix to revive the brand.

Expected learning outcomes

The case study has been documented with the aim of helping students to: understand the making of an aspirational brand, analyse how a static offer and positioning can become obsolete in a dynamic marketplace, appreciate how pertinent marketing-mix improvements may lead to the revival of a decaying brand and company, learn about the risks associated with entering into a new market segment at the cost of an existing segment, analyse the viability of the business strategy in light of the competition from international players.

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.
Global outsourcing - USTC's entry into India: HR issues
Authors: Desai Harsha , Desai Kiran J. , Cox Susie , Patel Sushma , De Vader Christy
Published: August 2014

Subject area

The case primarily deals with the HR issues confronted by a US telecom company entering India for software development.

Study level/applicability

The case can be used of MBA and BA level courses in human resource management and international management.

Case overview

The focus of the case is on the international HR issues that emerge and how this company goes about solving its challenges of charting an international course. The telecom company establishes an Indian subsidiary, USTC-I, for this purpose and recruits fresh graduates and experienced professionals for USTC-I. The case describes the human resources challenges faced by Todd Johns, an HR Manager with the US company as the company attempts to recruit professional for USTC-I. This case deals with specific HR tools and techniques that can, and perhaps, should be used in identifying, recruiting, hiring and retaining employees.

Expected learning outcomes

Students should be able to: evaluate the current situation of the organization and offer possible remedies and solutions for improving future human resource practices in a global context, identify and analyze the effectiveness of how HR tools (recruiting methods, interviews, selection methods, orientation programs, reward systems) are implemented, develop a plan for improvement of HR recruiting and selection in an international context, explain the factors and problems that can undermine an interview's usefulness, and techniques for eliminating these problems in an international context, explain the pros and cons of background investigations, reference checks, and pre-employment information services in an international context.

Supplementary materials

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Values-based organization – Ritz Carlton Abu Dhabi Hotel
Authors: Alsabbagh Khaleel Ibrahim , Ahmad Syed Zamberi
Published: August 2014

Subject area

Business management, organization behaviour, organization values, organization culture, customer service.

Study level/applicability

The case study is suitable for undergraduate courses, particularly business management and related areas.

Case overview

Ritz Carlton Hotel is one of the luxurious hotels which has expanded internationally in the last 30 years and recently opened its iconic hotel Abu Dhabi Grand Canal. Ritz Carlton offers unique experiences to its customers, which are driven by the embedded “Gold Standards” and values. It has enabled the Ritz Carlton to redefine the hospitability experience and create a competitive advantage. In this case study, the experience of opening this Abu Dhabi hotel is explored with reflections on their “Gold Standards” and the values which have resulted in the Ritz Carlton being benchmarked as a best service company. This made Ritz Carlton to change the way it redefines its business by not being just a hotel, but rather a company which creates memories and experiences for customers.

Expected learning outcomes

Discussing the essential factors that contribute to the success of companies in the service industry, with a focus on organization values and living these values in order to achieve competitive advantage.

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.
Stakeholder-oriented service excellence: the case of Ajman Free Zone Authority of United Arab Emirates
Authors: Alhubaishi Hajar Saeed Hamad , Ahmad Syed Zamberi
Published: August 2014

Subject area

Business management, quality management, service quality and customer service in public sectors.

Study level/applicability

This case is most relevant to upper-level undergraduate business students taking quality management, strategy and service management courses. It is also relevant to practitioners working in similar positions. The case is based on primary and secondary data, and all materials mentioned were taken from real work environments.

Case overview

In contemporary competitive markets, all entities face a growing challenge to retain customers by satisfying them. In this case study of Ajman Free Zone Authority (AFZA), which is a public entity which was started in 1988 with the aim of boosting industrial development in Ajman, it is seen that the entity (AFZA) recognized a competitive advantage by improving service quality. However, AFZA focused on implementing various service quality improvement initiatives for not only customers, but also for other stakeholders as well (e.g. employees, strategic partners, suppliers and society). AFZA sought to understand stakeholders' needs, which led to service excellence. The purpose of this case is to highlight how AFZA differentiated itself by using initiatives that focused on disparate stakeholders to achieve customer satisfaction. The concepts of service quality (SERVQUAL), total quality management (TQM) and continuous improvement offer insights into how to improve organizational performance. It highlights how AFZA used Stakeholder Theory to identify and then collaborate with stakeholders to attain best service quality outcomes. The case study is developed using both secondary and primary sources.

Expected learning outcomes

After reading and analysing this case study, the student will be able to identify stakeholders in a service-based entity; apply Deming's Cycle or SERVQUAL to suggest improvement programmes; describe relationships among all stakeholders; and describe initiatives that contribute to service excellence.

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.
Investment in non-Sharia compliant instruments wrecks TH's noble reputation: a challenge to regain public confidence
Authors: Kasim Mohd Ariff , Mohd Hanafi Siti Rosmaini , Bin Ahmad Syed Zamberi , Halim Norbaini Abdul
Published: August 2014

Subject area

Islamic Accounting, Auditing, Strategic Management and Accounting Theory.

Study level/applicability

The case is suitable for graduate and postgraduate business students, particularly those on courses such as Islamic Accounting, Auditing, Strategic Management and Accounting Theory. The case is based on secondary data collection and all the facts are real.

Case overview

In the early 2000s, the Tabung Haji (TH) faced financial difficulty, particularly regarding its returns from investments and, with the intention of helping to improve this situation, the General Manager (GM) of Finance and the GM of Investment decided to accept an investment proposal presented by an investment company. The proposal involved initial and subsequent investment portfolios of RM50 million and RM150 million, respectively. The proposal was presented in a board meeting and was approved by the board. Indeed, the two GMs were delighted to receive a return of RM12.5 million from their RM50 million initial investment – i.e. 25 per cent return. In the process of approving the subsequent investment of RM150 million, the two GMs were informed that their investments were partly for the FOREX market (Foreign Exchange Market/Currency Market). At that time, there was no conclusive decision on the status of investment in the FOREX market regarding whether it complied with Sharia principles. The two GMs contemplated whether they should accept this second investment proposal. The issue was whether they should reveal in the board meeting that this investment was partly in FOREX. What if the board failed to accept the idea of investing in FOREX and rejected the proposal? Indeed, they were dropping an opportunity for lucrative returns. Should the GMs seek technical advice on the status of FOREX investment in Islam and present it to the board?

Expected learning outcomes:

The case should help students to: understand the concept of Sharia and Sharia financial principles; understand the process involved in TH investment decisions; analyze the issues involved in decision-making and apply the relevant theories to describe the actions; and recommend various alternative course of actions in a given situation.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or emailsupport@emeraldinsight.comto request Teaching Notes.
Trustee meeting: where did Mukti go wrong?
Authors: Saxena Stuti
Published: August 2014

Subject area

The case study is apt for the undergraduate as well as the postgraduate students in courses spanning from human resource management and leadership to non-government organizations' management and organizational visioning issues.

Study level/applicability

Management courses.

Case overview

The case veers around an NGO called Mukti, which was established post-Gujarat riots. The NGO seeks to empower the women and the youth by spreading awareness about the basic rights as well as works for the social inclusion of those living at the tangent or far away from the mainstream society. There are serious leadership and manpower management issues in the NGO, which need to be sorted out for the organization to realize its goals and objectives. Mukti is answerable for its performance before the trustees and the funding agency, both of whom are critical about the functioning of the NGO. Therefore, concerns are raised for tackling the issues of employee turnover and leadership structure.

Expected learning outcomes

The objectives of the case are fourfold: to appreciate the challenges in the face of running a NGO or a voluntary organization; to understand the manpower issues, especially among the frontline staff; to study the impact of authoritarian leadership in an organization; to underscore the need for clearly defining the organization's vision, mission, goals and objectives as well as the need for planning in the short-term and long-term for achieving the targets set by the organization.

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.
Musoni Microfinance Kenya: IT-enabled business model
Authors: Acosta Freddie Racosas , Ndonga Samuel
Published: August 2014

Subject area

Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate Governance.

Study level/applicability

MBA.

Case overview

Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Netherlands. The Musoni business model is ICT-enabled, 100 percent mobile based, virtually paperless, and runs on an ICT platform housed in Musoni BV in Amsterdam, The Netherlands. It is built on tested mobile technology that allows huge savings on transaction and operating costs. Using mobile payments, clients receive and perform bank operations anytime anywhere. This saves transport costs, transaction time and increases safety as no cash has to be carried around sometimes in dangerous areas. The mobile payments enable clients to make large improvements in loan officer efficiency and makes tracing payments seamless, saving on administration costs. The Musoni branches are also inexpensive as they are only used as the point of contact with customers hence reducing the cost of setting up operations even in remote areas. These efficiencies are passed on to clients in the form of lower interest rates and to stakeholders in the form of good returns on investments. The company aims to use this knowledge, experience and global ICT platform to expand to other countries with a suitable mobile payments environment.

Expected learning outcomes

The objective of this case is to illustrate general innovation concepts in a leading microfinance company in Kenya. The case documents the innovation dilemma facing the management of the fledgling microfinance company in determining the pace of innovation and the feasibility of launching of a similar service in Uganda following the successful establishment and growth of the company in Kenya.

Supplementary materials

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Where the process fails …. There, the business learns customer value
Authors: Kumar Dileep , Govindarajo Normala S.
Published: August 2014

Subject area

Human resource management.

Study level/applicability

Postgraduate and graduate management programs.

Case overview

Watson and Lilly (W&L) Berhad is the subsidiary of Wanger Group of Company, established in 1822 by Wanger Watson Group, and engages with transportation and logistics, communication and media, and electricity storage activities. The company provides freight forwarding by air, sea, and land, warehousing and distribution, industrial logistics, and stevedoring and port services. The case is all about the issues related to operations and human resource management in W&L Berhad, company in Malaysia. The company management observed that there has been an increasing trend on the number of mis-shipment. The investigation report was too worrisome to the Managing Director. The mis-shipment recorded in September 2011 was 5.91 per cent and by the end of first quarter in November 2012, the mis-shipment increased to 6.71 per cent. On the second quarter starting from December 2012, the mis-shipment continues to increase to 6.99 per cent and by February 2013, the mis-shipment was at 7.56 per cent. An independent consultancy was assigned to analyze the root causes of the issues. The agency found that the business having high operating cost due to operational inefficiency, documentation issues and human resource issues. The case study proposed several solutions to enhance the manpower efficiency, operational effectiveness, and achieving customer's satisfaction.

Expected learning outcomes

Learning the nature of business: to explain the nature of freight and forward business and the base of W&L Berhad, Malaysia. Nature of business operation issues: the case can be used to examine the issues of business operations due to mis-shipment in freight and forward companies. Nature of manpower issues: the case can be used to examine the issues of manpower in correlation with a mis-shipment of freight and forward companies. Integrating business and operational issues with customer delight and business loss. Strategic intervention: instructor can explore varied strategic interventions that curb the operational and manpower issues that may lead to business growth and development in freight and forward companies, achieving customer's satisfaction.

Supplementary materials

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Mountain Dew
Authors: Dastidar Surajit Ghosh , Raghavan Srividya
Published: August 2014

Subject area

Marketing, strategy, and integrated marketing communication.

Study level/applicability

The case is suitable for analysis in an MBA level marketing communication course where the theories of hierarchy of effects (HoE) models, push vs pull strategies as well as positioning strategies can be introduced. The case is suitable for analysis in an MBA level marketing course for the module on marketing communications/advertising and promotions.

Case overview

Sanjay, the regional head of PepsiCo India (eastern region), had been tasked with the preparation of a support plan for a new communication campaign of Mountain Dew, a yellow-coloured drink in PepsiCo's soft-drink portfolio. He had attended a meeting at the headquarters where he had been briefed on the new national campaign roll-out for Mountain Dew – for the first time with celebrity association. While Mountain Dew had been growing its market share in other regions of the Indian market, the Eastern region had been unresponsive to the mass media image building campaigns. During the meeting, the various aspects of Mountain Dew's performance were discussed and Sanjay was asked to prepare a support plan for the national campaign that will help to increase revenues and market share of the brand in the Eastern region.

Expected learning outcomes

To understand the complexities of differential impact of integrated nation-wide communications on various segments of the market due to cultural variations, to understand the role of push strategy vs pull strategy in marketing communications, to understand the role of consistency in image between the trade and consumers perception, to understand the impact of celebrity endorsements, an introduction to the HoE communication models and their applications, to understand limitations of the HoE and Think-Feel-Do models in objective setting and understanding the uses of alternative models, to build a communication plan based on pull vs push strategy.

Supplementary materials

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UMW Holdings: sustaining a centennial corporation
Authors: Adham Khairul Akmaliah , Isa Rosmah Mat , Halid Noreha , Khidil Norrana , Masood Adlin , Senik Zizah Che
Published: August 2014

Subject area

Strategic Management and Organization Theory and Design.

Study level/applicability

Advanced undergraduate and MBA students taking courses in Strategic Management and Organization Theory and Design.

Case overview

By the end of 2011, five years short of its centennial anniversary, UMW Holdings was one of the biggest corporations in Malaysia, registering revenues of RM13.5 billion (US$4.5 billion), and net profit after tax of RMI billion (US$0.33 billion). By that time, it had 110 subsidiaries, operating in four core businesses of automotive assembly and distribution of Toyota lines of products, automotive components and lubricants original equipment manufacturing (OEM) and replacement equipment manufacturing (REM), heavy equipment, and oil and gas drilling service. In September 2011, the company had targeted its Toyota automotive business to contribute to 50 percent of its revenues, while the other 50 percent would come from its other three businesses, by the year 2015. However, as of the first quarter of 2012, Datuk Syed Hisham Syed Wazir, the Group CEO and his management team realized that, at 72 percent, the automotive business was still the main contributor to the Group's revenues. As the company's Toyota assembly operation was limited exclusively to the Malaysian market, plus in the face of greater competition within the automotive industries, the company needed to set strategies to achieve its 50:50 plan. The case stimulates discussion on strategy formulation of a mature corporation, involved in diversified business portfolio.

Expected learning outcomes

Understanding the process of industry analysis, as well as the formulation and implementation of business-level and corporate strategies, enables case analysts to extend the concepts to many business situations.

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.
Maruti Ertiga launch in India by new category creation
Authors: Rath Badal B.
Published: August 2014

Subject area

Marketing. Sub subjects: customer segmentation, targeting, positioning and new product launch strategies.

Study level/applicability

This case can be taught at degree and master level management programmes including distance education mode in business schools having marketing management as one of the subjects.

Case overview

Maruti Suzuki a leading global Japanese car manufacturer recently launched a new multi utility passenger car with the brand name Ertiga. Ertiga was launched by Maruti Suzuki as life utility vehicle (LUV) using lifestyle categorization instead of using car categorization to position Ertiga using LUV theme. This new category created called LUV is in car categorization between high end hatchbacks and multi utility vehicles/sedans. This case highlights how Maruti Suzuki through effective market research was able to identify a new category and also create and offer a car to the Indian market. This case covers some of the innovative promotional strategies like in film promotions and brand placements which was used to promote Ertiga in India.

Expected learning outcomes

The case is designed to enable students to understand the concept of segmentation, targeting, and positioning about the various products launch strategies companies adopt in the emerging markets. Also this case covers the marketing mix concepts and how it was adopted during the Ertiga launch in India.

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.
Economics behind the internationalization of Biocon India Ltd
Authors: Jain Palakh
Published: August 2014

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.
Force Automotive – breach of code of conduct
Authors: Sharma Tanushree
Published: August 2014

Subject area

– The case highlights the ethical dilemmas people face in various business situations. The case throws light on the causes and consequences of violation and the problems related to enforcement of shared organizational values/code of conduct.

Study level/applicability

– This case can be used in courses on human resource management, OB and corporate ethics and is suitable for the postgraduate and undergraduate students of business schools.

Case overview

– The case narrates the dilemma faced by the Vice President of human resources (VP-HR) of a company when he discovered a major violation of the company's code of conduct by the Vice President of research and development (VP-R&D). The VP-R&D is almost indispensable to the company given his unique expertise and criticality of the new Design Centre which he is spearheading single-handedly. Sacking the VP-R&D has the potential of delaying commissioning of the new centre and putting new business wins in jeopardy. On the other hand, not taking any action may erode employees faith in code of conduct and company values. The VP-HR must decide fast whether and how to take action on gross violation of company's code of conduct.

Expected learning outcomes

– The students will gain understanding of shared organizational values, code of conduct and ethics, know about the causes and consequences of violation of shared values, discover ways to institutionalize shared organizational values and resolve ethical dilemma.

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.
xCRUZA's portable solar cooker: eco-entrepreneurism challenges in Argentina
Authors: Massoud Jacob A. , Leeds Christopher
Published: August 2014

Subject area

Entrepreneurship.

Level/applicability

The portable solar cooker case is appropriate for upper division undergraduate and graduate students in entrepreneurship, international, strategy or sustainability courses.

Case overview

xCRUZA, a small industrial design studio in Buenos Aires, Argentina, has experienced limited success and expansion since the company was founded in 2005. Focusing on eco design principles, xCRUZA has maintained an eclectic design mix pertaining to product development in children's toys, medicine, and cleaning products. Challenged by a struggling Argentine economy, a population not focused on environmental concerns, and a general lack of capital availability, the founders of xCRUZA chose to design, develop, market and sell a portable solar cooker. The cooker was originally designed by two of the founders while studying engineering at university. While innovative and award winning in design, xCRUZA's solar cooker has proven to be a challenge to the founders' success both in getting their product to market and fulfilling the mission of the studio.

Expected learning outcomes

The learning objectives for the case include: to explore the challenges of an entrepreneurial start-up dedicated to eco design and sustainability principles, to examine market opportunities and consider approaches to selling in dissimilar markets, generate a discussion on strategies that xCRUZA has and can employ, to analyze the mission and direction of xCRUZA. Are they on the right track?

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.
One agricultural family's story
Authors: Rashid Amber Gul , Haroon Sharmain Zain , Nasir Amna
Published: August 2014

Subject area

Entrepreneurship, agriculture, small business management and strategic planning.

Study level/applicability

This case is most relevant to undergraduates.

Case overview

This case is about Azad Ahmed who will soon graduate from his business school. He has the option of either landing in a high-paying job or joining his family business. Azad has the task of thinking for his family's future and turning the family business around. The case gives information on the condition of the agriculture sector in Pakistan, issues that the sector is facing, its non-traditional alternatives and the bright future it holds for the farmers who want to enter into agribusiness to capture international markets. The case also talks about how ownership structure of a family farm changes as the family expands further and baton is passed on to the future generations.

Expected learning outcomes

The case should get the students to define the term “family business” and weigh the perks and risks of working in a family business; recognize the importance of agriculture and farming in the Pakistani context; evaluate the dynamics of family expectations with respect to collectivistic society; identify the ownership transition stages and transition elements such as trigger points; define the term “agriprenuers”; and set up a business plan for agribusiness.

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.
Surabaya Zoo: a social enterprise on the cross road
Authors: Pratono Aluisius Hery , Lopez Mario Antonio , Saputra Ruswiati Surya
Published: August 2014

Subject area

This case extends existing social enterprise theory about how an organization balances its mixed goals: financial, social and conservation. Both growing demand and management transition bought about the challenging issue of sustainability.

Study level/applicability

The authors have applied the case for undergraduate and postgraduate programs.

Case overview

The central protagonist is Mr Samson, a local authority who has to make a decision on whether he should approve or reject the budget with aims to take over the Surabaya Zoo. This is about debate whether conservation social-enterprise should involve human intervention or follow the natural path.

Expected learning outcomes

This case introduces some concepts and implementations about social enterprise and public policy. For the undergraduate program, the case is designed to introduce the concept of social enterprise and public policy. For the postgraduate program, the students are encouraged to enhance their analysis through conducting feasibility studies including financial sustainability and ethical analysis.

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.
To give or not to give? The ethics of small business philanthropy
Authors: Pence Jay
Published: August 2014

Subject area

General: professional ethics; corporate social responsibility; charity. Specific: the ethical issues of philanthropy; corporate philanthropy; selection of a philanthropic organization; and how much corporate giving is appropriate.

Study level/applicability

MBA.

Case overview

C.P. Manuel Pérez-Sánchez, after reading an article about how famous businessmen in the USA are dedicating their fortunes to charity, begins to wonder about his own business' lack of charitable involvement. He wonders whether his own business, Biznet Norteamérica, located in Querétaro, México, is profitable enough to begin to give back something to the community. What he learns about corporate charity in México leaves him more confused than anything. He is left with the difficult decision of trying to determine whether, how much, and to whom should he donate some of his business' profits.

Expected learning outcomes

Ultimately, the case has a threefold goal. First, to raise awareness about the issue of corporate charity (as opposed to personal charity). Second, to fill a void in the literature of business ethics in México, especially regarding the question of corporate charity. And third, to allow future Mexican business leaders the opportunity to begin to discuss what and how they should think about the issue of corporate charity, particularly its ethical component. The case is real and reflects the actual struggle of a Querétaro business person with no ethics background to come to some tentative conclusions regarding this new (for him) issue. The case could appeal to many of the students because they, like the protagonist, would one day be a part of a moderately successful Mexican enterprise. This case could allow them be able to “put themselves in the shoes” of the decision-maker as a rehearsal for their own future decisions about business charity.

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.