bluuebunny/crossref_metadata_2025_split huggingface dataset:
The Hangzhou Wahaha Group: an insight into diversification strategy of China's private enterprises
Authors: Li Linyi , Xia Lulu , Liu Menglei , Ling Yunzhi 
Published: December 2011

Subject area
Strategic Management, Entrepreneurship, Business Management.

Study level/applicability
This case is of medium level of difficulty and is designed for students in School of Economics and Business Management, also an optional course for students in other majors who have strong interest in strategic management and entrepreneurship. Students from all disciplines are welcomed and encouraged to take this course; however, it will be better if registered students have already gained basic ideas about industry, company analysis and marketing.

Case overview
In 2010, Hangzhou Wahaha Group (The Group), a leading Chinese beverage company launched its new brand – Edison milk powder. Meanwhile, people were concerned about food security because of several scandals and Wahaha had to convince the mass public during the high time. The decision makers had to balance various options besides Edison. In this case, we would mainly discuss several possible long–term strategies of this eye–catching private enterprise. The Group intended to carry out diversification strategy in several industries domestically and internationally to maximize its profit.

Expected learning outcomes
Have an insight into China's beverage industry and dairy sector, with the representative Hangzhou Wahaha Group., Know how to develop analytical and decision skills facing multi–choices. SWOT model is recommended here., Have a comprehensive understanding of diversification strategy and how to make priorities.

Supplementary materials
Teaching notes.
Teaching farmers to hunt – developing commercial skills at BDO Hungary
Authors: Buzády Zoltán 
Published: December 2011

Subject area
Organizational innovation, leading change, customer service management in professional service firms.

Study level/applicability
Advanced undergraduate, MBA/executive education.

Case overview
This case describes the human resource (HR) dilemma faced by BDO Hungary in 2010, an international audit and tax consulting partnership, operating in the country since 1989. In order to continue its past growth story and to reach closer to “Big Four” BDO has to enter new business segments, offer more services to its existing customers and seize higher value-added business potentials. The new strategy, however, is challenged by its incumbent, traditional core business: auditing, which is highly regulated by ethical, legal, and professional standards including non-advertisement regulations to which the resulting organizational culture and HR routines are congruent. The case is described from the perspective of the Equity Partner, HR Director and Executive MBA student, who is tasked with a new HR plan for training and development and is charged with implementing it successfully. How best to adjust current training and development policies to the best meet new strategic growth goals? How to develop existing human capital? How to make employees more commercially oriented in such a conservative, risk averse, and highly regulated environment? How to improve their customer service and the sales skill?

Expected learning outcomes
Exploring the importance of training and development in improving customer service levels in professional service firms operating in emerging markets. Understanding the limitations and the possibilities of transferring international HR policies and standards across borders and cultural differences.

Supplementary materials
Teaching notes.
Shavteli Winery: where to go from here?
Authors: Gilinsky Armand , Trela Brent 
Published: December 2011

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.
Al–Maha mobile shop
Authors: Katsioloudes Marios , Jabeen Fauzia 
Published: December 2011

Subject area
Strategic management/entrepreneurship.

Study level/applicability
Undergraduate and/or MBA level in either a strategic management and/or entrepreneurship courses.

Case overview
The dilemma that Zayed, Al–Maha's founder and owner, is facing, is typical for an entrepreneur who has been successful for a number of years (ten, in his case), without a formal strategy. He is now at a cross–road: should he expand in his present location in the Madinat Zayed Shopping Center, in Abu Dhabi, UAE, or open another store in another location? if he grows within its current location, how would that be? Zayed, like many small–store owners in a developing economy, faces fierce competition especially in the mobile phone business. Technology is changing constantly, demand is increasing and he has to address all these issues, among others, before making a decision. Should he create an advisory council so he can be the recipient of feedback from trusted individuals who might serve on this council? Finally, he is seeking his close friend Refaat's opinion, as to what to do next and how.

Expected learning outcomes
Students should be able to: analyze the internal and external environments of a small–medium enterprise (SME); understand the importance of a vision/mission and smart objectives; make strategic decisions regarding the future direction of an SME; analyze the financial statements of an SME; draft a strategic plan based on the aforementioned; and understand the pros and cons of an SME in a developing economy such as the UAE.

Supplementary materials
Teaching notes.
Auditor industry specialization in a MENA region country: lessons learnt from PricewaterhouseCoopers - Egypt
Authors: Abdel-Meguid Ahmed M. 
Published: December 2011

Subject area
Auditing, accounting, finance, control.

Study level/applicability
Upper level undergraduate, MBA, MS accounting.

Case overview
This case takes an internal approach by exploring how PricewaterhouseCoopers - Egypt develops and applies industry specialization in an emerging market such as Egypt. The case focuses on three aspects of specialization. First, the strategic drivers behind specialization. Second, the internal processes of building industry-specific knowledge. Finally, the costs and benefits of specialization.

Expected learning outcomes

Industry specialization is a strategy:

Specialization is a strategy primarily used by Big 4 auditing firms, such as PwC-Egypt as a means of differentiating it self from the market.

Industry specialization is a culture:

For specialization to be fully effective a learning culture should be in place in which firm personnel are committed to continually seek new in-depth knowledge about clients and their industries.

Human resources are the most valuable asset of auditing firms:

Auditing is a service that involves extensive professional judgment. Thus, knowledge and expertise of its personnel is what differentiates one auditing firm's staff from another.

Supplementary materials
Teaching notes.
Road to Kamaka: the struggles of poverty and desertification
Authors: Khoury Joseph , Barin-Cruz Luciano 
Published: December 2011

Subject area
Sustainable development (in under-developed rural communities).

Study level/applicability
Bachelor's degree.

Case overview
The case follows six young adults from Quebec, who are mandated with a three-month agro-environmental project in the fight against desertification and poverty, in Kamaka, a village in the Sahel region of Mali. The project's central element is the development of a community garden that would ensure the diversification of the community's nutritional diet, and the rehabilitation of the environment. The mandate also consists of various environmental awareness workshops pertaining to efficient energy consumption, composting, and solar food drying techniques. The project, in its fourth year of collaboration between the Quebec organization and their local Malian partner, does not seem to have been yielding the desired results. The team is faced with the challenges of understanding the opportunities and limitations of the project so that they can try to succeed where previous teams have failed; while overcoming the organizational and logistical shortfalls that they faced prior to the start of their work, as they simultaneously struggled to adapt to their totally new context.

Expected learning outcomes
How to prepare for, approach, and carry out local community development projects – environmental and/or social – in under-developed regions such as Mali. Mainly, how to create a shared vision with the concerned community; build an effective multi-stakeholder network; and ultimately co-create sustainable value (as per the proposed Senge model).

Supplementary materials
Teaching notes and short documentary online link.
Financial closure of Bengaluru International Airport Limited
Authors: Rajan Thillai , Gemson Josephine 
Published: December 2011

Subject area
Infrastructure finance.

Study level/applicability
II MBA/Executive MBA (Project Finance, Infrastructure Finance).

Case overview
It is generally believed that the economy of India is on the threshold of achieving significant growth in the coming years. The availability of adequate infrastructure facility will play a key role in realizing this growth potential. To accelerate the process of creating infrastructure capacity, the Government of India has opened up many infrastructure sectors for private sector investment. Creation of international standard airport facilities is an important component of such new infrastructure creation. This case study presents the initial development and financing closure of Bengaluru International Airport Limited (BIAL), the first major private sector airport in India. In retrospect, it is generally felt that BIAL was an important milestone in the privatization of airports in India. The blueprint for the greenfield PPP airport in Hyderabad was closely modelled on the BIAL project. The experience gained in the development of BIAL also played a major role in subsequent brownfield PPP airport expansion projects in Mumbai and Delhi.

Expected learning outcomes
The goal of this case study is to illustrate the complexities that exist in the process of infrastructure development and financing. This following are the expected learning outcomes:

The importance of using an appropriate project structure.
The prevalence of early returns to project sponsors as compared to lenders.
The process of achieving financial closure.
Analyzing project risks and returns.

Supplementary materials
Teaching notes.
An unforgettable journey: a story of corporate-social transformation of Huntsman Tioxide (Malaysia)
Authors: Muhammad Nik Maheran Nik , Hassan Marhaini , Awang Suryani , Ariffin Anidzan 
Published: December 2011

Subject area
Leadership style and organizational change.

Study level/applicability
The case study level is rated medium to difficult depending on the depth of the analysis undertaken. Managers and executives who undergo training in leadership related issues will benefit from the case study through development of analytical- and decision-making skills. In addition, this case study is written for high level managers and postgraduate students in business courses.

Case overview
This case study revolves around a man whose name is Rozano Saad. He was a man with strong will, imagination, and ready to explore the new world of Huntsman Tioxide. To him, development of people was necessary. Development of people is the process of getting people to progress from dependent to socially and economically self-reliant. This man with positive views saw difficulties with enthusiasm and noted obstacles as opportunities. He was brave enough to go that extra mile into moulding the organization in the “right pattern.” He was an optimistic angel who was sent to the bleak area of Teluk Kalong, though others might just pack their bags and leave. He was eager for improvement and never stopped looking for ways to make the situation better.

Expected learning outcomes
The target users of the case study are expected to:

Identify the critical success factors (CSFs) of successful leader.
Examine the leadership and decision making styles employed by the leader.
Develop the competencies or capabilities of a leader.
Determine programmes or initiatives and strategies used by the leader in transforming the organization.
Apply the lesson learnt of a successful leader to their organization.

Supplementary materials
Teaching notes.
Chang'an Automobile and the Chinese automotive industry
Authors: Roberto Michael , Guo Grace Chun , Jiang Crystal X. 
Published: December 2011

Subject area
International business

Study level/applicability
Undergraduate/graduate/executive education.

Case overview
China has become the world's largest producer of automobiles, surpassing the USA and Japan. The Chinese auto industry differs quite significantly from those countries though. While the industry exhibits a substantial degree of concentration in the USA and Japan in early 2011, it remained highly fragmented in China. The Chinese Central Government had announced a desire for consolidation, yet it remained unclear whether a significant shakeout would occur in the near term.
Like many Chinese automakers, Chang'an partnered with well-known global auto makers to develop, produce, and distribute its products. In the coming years, Chang'an hoped to develop more independence from its foreign partners, including the production and distribution of self-branded cars. However, the company grappled with how it could strive for independence while managing its existing joint ventures. Executives worried too about how to compete with foreign automakers who had achieved global economies of scale.
The case provides a rich description of the evolution of the Chinese auto industry, and it documents how the Chinese industry differs from other global markets. Readers can analyze the extent to which they believe scale economies provide foreign firms an advantage over smaller Chinese rivals, and they can evaluate the conventional wisdom regarding the industry's minimum efficient scale. The case also provides a detailed account of Chang'an's rise to prominence. The case concludes by offering an in-depth description of the firm's key rivals, and it presents the key questions being considered by Chang'an executives in 2011.

Expected learning outcomes

Enables students to examine how and why an industry's structure can differ substantially across geographic markets.
Enables students to examine whether the need to achieve economies of scale may cause substantial consolidation in the Chinese auto industry.
Provides an opportunity to evaluate the pros and cons of the joint venture strategies employed in China.
Provides an opportunity to examine how a relatively small firm can position itself against large multinationals in a high-growth emerging market.

Supplementary materials
Teaching notes.
Changing business culture: theory and practice in typical emerging markets
Authors: Jones Stephanie , Scott Gregory J. 
Published: December 2011

Subject area
Organizational behavior, human resources, culture, international business, international entrepreneurship and emerging market studies.

Study level/applicability
MBA and MSc students (and some advanced-level undergraduates) in an MBA module being taught face-to-face in an emerging market context. MBA courses such as managing cultural diversity, cross-cultural management, organizational behavior, human resource management, international business and business in emerging markets. The exercise is also relevant to teaching the subject of assignment- and dissertation-writing, given the element of data collection and analysis.

Case overview
This exercise is designed to be an MBA class exercise in which students try to answer the question: what are the national cultural characteristics of the typical executive or manager in my country? Are these behaviors as the textbooks describe, or have they changed, especially with economic development?
The example of country chosen for the class exercise can be any emerging market country, especially one undergoing significant change. Much of the research on cross-cultural management conducted in emerging markets was carried out 20 or 30 years ago and the changes in emerging markets have been dramatic since then. It is highly likely, when reaching the results of this exercise, that the culture of the chosen country has indeed changed dramatically, becoming more like a typical developed or “emerged” country. Much of the original cross-cultural management research was also based on a similar group – employees of US-based high technology companies, arguably similar to the sample to be involved in our exercise here.

Expected learning outcomes

National cultural characteristics can be described and defined in ways which will allow for comparisons, to gain useful insights – and these behaviors are not good or bad, just real and different.
Cultures can change or stay the same, due to certain demographic, economic and social influences, which we can study and measure.
If we proactively interview colleagues and other contacts to test our understanding of these national culture constructs, we can gain more insights and awareness (rather than just listening to a lecture).

Supplementary materials
Teaching notes, student assignment.
Noor Dubai Foundation: managing blindness in developing countries
Authors: Kemp Linzi J. , Moonesar Immanuel A. , Banna Shurooq Al 
Published: December 2011

Subject area
Business, management.

Study level/applicability
This case is suitable for undergraduate and postgraduate students studying topics related to human resources, decision making, managing in multinational companies and crisis management. In addition, the case is useful study for practitioners in non-governmental organizations (NGO).

Case overview
Dr Manal Taryam, the Chief Executive Officer, was discussing with Ms Shurooq Al Banna, Marketing Specialist, the achievements and challenges faced at Noor Dubai over the past three years. Noor Dubai is an international charity for the prevention and treatment of blindness. The problem facing these decision makers is the prioritization of their resources to support logistics management, operations, human resources, funding and educational issues. In addition, to meet the needs of the visually impaired, a long-term mission is to establish permanent eye centers in areas of most need.

Expected learning outcomes
Students will be able to:

Describe the problems facing Noor Dubai in relation to logistics management, operations, human resources, funding and educational issues.
Explain how the management strategies of Noor Dubai prioritize logistics management, operations, human resources, funding and education.

Supplementary materials
Teaching notes.
Alpha: en route from “Power”-less to “Power”-ful
Authors: Rathi Narendra , Modi Gaurav 
Published: December 2011

Subject area
Strategy and finance.

Study level/applicability
MBA/MBA equivalent programme – finance specialisation.

Case overview
In June 2009, Mr Rakesh Vora, CEO of Alpha Power Ltd, India was facing problems while deciding the appropriate business model of the company. Without the existence of an adequate business plan, the CFO, Mr Harish Gupta, could not decide the adequate capital structure and valuation of the one million shares the company planned to issue in the market through private placement.
Alpha Power Ltd is planning to start two power plants at Jatra and Chhapra. The plants are to be funded by a prudent mix of debt and equity; but, it has major issues regarding the financing arrangements. The management is undecided about how to fund these projects. Power sector in India is booming; however, the challenges faced by the company are numerous. They include possibility of a slowdown, different buying/leasing options for land, option of using better technology, decision regarding importing of superior quality, but high-cost coal and valuation of the company using various approaches, etc.

Expected learning outcomes
The case is intended to help future finance professionals understand the working of power plants in India and experience the decision-making process faced by managers, while making a business plan and raising funds for power projects.

Supplementary materials
Teaching notes.
Abraaj Capital Limited: Celebration of Entrepreneurship (CoE)
Authors: Balakrishnan Melodena Stephens , Michael Ian 
Published: December 2011

Subject area
Strategic stakeholder engagement, entrepreneurialism, ecosystem, corporate social responsibility, event management, branding, marketing strategy.

Study level/applicability
Post-graduate level, practitioners interested in MENSA Region, entrepreneurship policy makers and NGOs.

Case overview
Abraaj Capital Ltd (Abraaj), a highly reputed private equity investment and management company, strongly believed in corporate social responsibility, strategic stakeholder engagement and entrepreneurship ecosystem development. In November, 2010, Abraaj held the “Celebration of Entrepreneurship” (CoE) a two-day free entrepreneur event, in Dubai. CoE was attended by more than 2,400 participants. The purpose of CoE was to contribute to building an entrepreneurship ecosystem in the Middle East North Africa South Asia region (MENASA). Based on participant feedback, CoE Outcomes and stakeholder feedback, the event was very successful.
This case is a good example of community engagement and showcases entrepreneurship ecosystem development. This case also highlights the challenges of putting together a signature event in a very short time frame. The future management dilemmas are also raised on various issues like whether to make this successful event a regular part of their organizational activities, and issues concerning the funding of such events. This case can be used to teach event management, branding, marketing strategy, CSR and entrepreneurship (from the ecosystem point of view). It will appeal to both educationalists and practitioners interested in the MENASA region, policy makers who facilitate entrepreneurship, CSR managers, event management companies and marketing specialist. It can be used to teach both undergraduate and postgraduate courses.

Expected learning outcomes
Strategy students can focus on marketing and branding strategies; like stakeholder engagement, internal marketing, social media, positioning and brand architecture. Student of event management can learn about prioritizing, adaptability, funding and the complexity of layering a program.

Supplementary materials
Teaching notes, videos.