bluuebunny/crossref_metadata_2025_split huggingface dataset:
Between local and global approach: need for diffused model of HRM – case of Shifa International Hospital
Authors: Saher Noreen , Mukhtar Arshia 
Published: August 2014

Subject area
HRM, training, strategic HRM.

Study level/applicability
The case is designed for undergraduate and graduate level business students (BBA and MBA) in human resource management, organizational behavior, strategic HRM, corporate leadership and general management. The case provides an overview of the importance of diffused HRM practices in developing countries on the basis of standardized rules and cultural values defining these rules. The case presents the situation of HR management practices in SIH, Islamabad on the basis of different styles followed by HR managers to develop an egalitarian model aspired on the basis of local values but at the same time is on the line of international standards.

Case overview
In Shifa, It was observed that locally trained HR managers could better synchronize employees' aspirations with standards of diffused model as compared to foreign trained managers. It was found that the former group of professionals appreciated local values; therefore they considered these values while following standardized rules and regulation; whereas the latter group took it as a bunch of obsolete concepts which had nothing to do with employee management practices in urban/modern organization. Therefore, positive perception of locally trained managers' about the indigenous' wisdom and its consideration in employee management decisions enabled them to play a proactive role in developing cultural fit HR practices, besides winning the support of both, management and the workers. This also allowed them to “maintain balance” between local aspiration and international standards of operations. Although SIH is unique in terms of its mission, services, organization, and its use of technology, it is believed that this unique case may provide useful insights for organizations in similar situations. Many of the difficulties faced by SIH either support or help to understand situations prevailing of other organizations working in the context of Pakistan. For instance, any public or private organization or multi-national corporation following Western (diffused) HR model to regulate workforce in the local setting can get benefit from this research.

Expected learning outcomes
The teaching objectives of the cases are apprehend the importance of diffused HRM practices in developing countries context. importance of indigenous wisdom of flexibility and culturally fit HR practices as a proactive approach towards HR issues handling the case of Mr Shahbaz and Ms Aysha Ahmad. Importance of social networking and controlled personalized models for employee regulation, e.g. case of Mr Abid Elahi.

Supplementary materials
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Human resource management in the changing business environment of the Indian construction industry: a case study
Authors: Shah Shashank , Sankar R.N. Ajith 
Published: August 2014

Subject area
Human resource management.

Study level/applicability
The case can be used on courses related to human resources management (HRM), which are offered in management programmes like MBA/PGDBM. The case could also be used in management development programmes, seminars and workshops that have HRM as a component of the programme. The case can be used effectively for classroom discussions as well as in distance learning programmes.

Case overview
The case looks into the HRM practices at a leading Indian construction company – ABC Constructions. The case tries to explain the management perspectives behind the people practice initiatives undertaken by the company in order to recruit/retain and nurture talent. The case also explains the basic principles underlying its human resource policies. It tries to explain the initiatives taken by ABC Constructions to meet the challenges posed by the changing business environment, as the company moves beyond the borders of the country of its initial operations. The case provides an overview of unique challenges faced by a company in the Indian construction industry, where a significant number of people executing its projects are not its permanent employees.

Expected learning outcomes
The students would get a fairly good understanding of existing good practices in the field of human resource management, especially in the context of a multifaceted and labour intensive construction industry in the Indian corporate scenario. Anecdotes of actual experiences with respect to people management would facilitate greater understanding of the complexities involved at the grass root level of functioning and implementation. Theoretical inputs relating to training could be better understood through the customised programmes provided by the company for its diverse workforce. The HR challenges faced by the top management as a company grows and expands to new markets can better be understood.

Supplementary materials
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Sun International: can a blue ocean strategy change the future fortunes of this South African leisure group?
Authors: Vorster Shaun , Ungerer Marius 
Published: August 2014

Subject area
Tourism & Hospitality

Study level/applicability
Post graduate

Case overview
The South African-based Sun International Group (SI) develops, operates and manages hotels, resorts and casinos. In its mission statement, SI describes itself as a “leisure group offering superior gaming, hotel and entertainment experiences”. In 1984, SI was listed in the travel and leisure sector on the Johannesburg Stock Exchange. SI is looking for growth opportunities.

Expected learning outcomes
Strategic options analysis to create new market spaces. Practical application of blue ocean thinking frameworks.

Supplementary materials
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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
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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
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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
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: 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
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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.