bluuebunny/crossref_metadata_2025_split huggingface dataset:
UAE Exchange Centre LLC: business level strategies
Authors: Shah Janat , Joseph Thomas 
Published: April 2011

Subject area
Strategy, competitive analysis, remittance industry.

Study level/applicability
Undergraduate and postgraduate business and management.

Case overview
This case study examines the money transfer and foreign exchange industry in the Middle East context particularly United Arab Emirates. It focuses on the strategy making process. Possible business level strategies different firms can employ will be a consideration in the process of strategy making. Also, the stakeholder perspectives in the strategy making process are also dealt with. The characteristic required for cost leadership, differentiation, and focus needs to be matched with the context to arrive at an optimal strategy. The importance of arriving at a strategy to avoid being stuck in the middle during a period of financial crisis is one of the key areas of discussion.

Expected learning outcomes
This case can be used to teach: the stakeholder perspective, business level strategy, cost leadership, differentiation, remittance industry, foreign exchange business, and strategy process.

Supplementary materials
A teaching note is available on request.
What's cooking? Indonesia's kerosene to LPG conversion program
Authors: Abu Bakar Abdul Rahim , Hashim Fariza 
Published: April 2011

Subject area
Strategic market entry; international business; marketing.

Study level/applicability
MBA/MA in management; international business; postgraduate.

Case overview
This case is based on a real-life situation of an existing transnational firm contemplating to enter a new market in a developing country. It involves a gamut of issues ranging from firm-strategic market entry, competitive positioning, international marketing strategies (including international market segmentation) and international product lifecycle. These issues revolve on numerous theories namely theories on internationalization (motive, scope, process, scale and timing of entry) and globalization of markets (standardization versus adaptation). In the past, the market was heavily regulated and protected which makes market entry simply impossible. However, a change in government policy is opening up new opportunities for foreign providers to participate in the host country. Although the market potential is enormous, there are various factors that concern the firm in determining its market entry and marketing mix decision.

Expected learning outcomes
After carrying out this exercise, students are expected to be able to: evaluate a firm's internal and external position in market expansion decision; assess a country's attractiveness in terms of its potential, competitive intensity and entry barriers; identify and discuss the factors that influence firm's marketing mix decision (standardize/adapt); and determine the firm market entry and the tactical decisions.

Supplementary materials
Teaching notes.
The Banyan Tree: branding the intangible
Authors: Wirtz Jochen 
Published: April 2011

Subject area
Services marketing, hotel management, branding, and promotion management.

Study level/applicability
Undergraduate business and management; MBA/MA management courses.

Case overview
Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy, Banyan Tree had launched new brands and brand extensions that included resorts, spas, retail outlets, and even museum shops. Now, the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree, its flagship brand.

Expected learning outcomes
This case illustrates how a powerful service brand can be built even with little advertising. It also exemplifies how pro-environmental business practices can co-exist with a firm's profit objectives. Set in a service context, the case may be used in discussions on services marketing, hotel management, branding, and promotion management.

Supplementary materials
Teaching notes
Fraud at the Central Bank of Tanzania (A)
Authors: Assad Mussa J. 
Published: April 2011

Subject areaThe subject areas for this case are auditing, fraud and investigations. It is also relevant for teaching aspects of corporate governance.Student level/applicabilityThis case consolidates techniques and methodologies of special investigations and demonstrates weaknesses in governance and internal controls. It is appropriate for final year undergraduate students and graduate students who have attended classes on basics of accounting and financial reporting.Case overviewThe case is about institutional governance and the effects of ineptness at different levels of an organization that resulted in TAS. 133 billion being “improperly” paid out to 22 firms in the financial year 2005/2006.The case is structured to focus at the dilemma of the Director of Finance as an individual who featured in the latter stages of an extensive fraud where old unclaimable debts were revived and were being claimed and paid to fictitious assignees involving a number of Central Bank officials. However, the case seeks to interrogate issues related to financial records and controls in which the position of Director of Finance had more relevance.Expected learning outcomesWorking on this case should result in enabling students to acquire expertise necessary for forensic accounting. It should also enable students to learn to gain an understanding of the practice of investigative and forensic accounting as well as an understanding of the interrelationships of the parties involved in forensic investigations.Supplementary materialsTeaching note.
Air Jamaica … more than a national airline
Authors: Sinclair-Maragh Gaunette 
Published: April 2011

Subject area
Hospitality and tourism management; strategic management; marketing, transportation system management and human resource management.

Study level/applicability
Undergraduate in business and management and hospitality and tourism management.

Case overview
This teaching case outlines the historical background, successes and challenges of the national airline of Jamaica. It shows how a national airline, which is a heritage asset and one that has provided nostalgic and sentimental value to the Jamaican people and its passengers, had to be divested. The airline has been faced with several challenges; the major one being high-operating costs, especially in light of the global economic recession. The case also highlights the various procedures carried out by the Government of Jamaica before and after the divestment arrangement and also by the acquirer, Caribbean Airlines.

Expected learning outcomes
The student should be able to: first, differentiate among the various strategic management terms and concepts used in the case; second, explain the importance of strategic decisions versus emotional decisions; third, assess the environmental factors that impacted Air Jamaica's operation; fourth, analyse the environmental factors that should have been considered by Caribbean Airlines before making the decision to acquire Air Jamaica; fifth, carry out a comparative analysis of the various corporate-level strategies to identify the best option for the Government of Jamaica; sixth, propose reasons why Caribbean Airlines acquired Air Jamaica.

Supplementary materials
Teaching note.
Rethink: corporate social responsibility at Si.mobil
Authors: Sternad Dietmar 
Published: April 2011

Subject area
Corporate social responsibility (CSR), marketing/branding, strategic management.

Study level/applicability
The case can be used in master, MBA and executive programs in courses on the following topics: CSR; strategic management; or strategic marketing.

Case overview
The case describes the CSR initiatives at the Slovenian mobile phone operator Si.mobil d.d., with the two pillars of taking care of employees and taking care of the environment. The main protagonists describe the process of initiating, developing and communicating the initiative, as well as the individual actions taken. In a strategy meeting, Si.mobil's top management set out to discuss the strategic challenges that the company was facing, trying to find ways out of the potentially deadly price war and commoditization spiral. Specifically, the discussion in the management meeting revolved around how Si.mobil can position itself in the market, how it can find a sustainable USP and whether and if yes, how the company's CSR initiatives can play a significant role therein.

Expected learning outcomes
To foster critical thinking about the reasons for and effectiveness of CSR initiatives; to be able to assess the role that CSR initiatives can play in brand building and differentiation; to understand how CSR affects company performance through its effect on and feedback reactions from different stakeholder groups; to critically discuss the preconditions for effective CSR initiatives, and to see exemplarily how they can be initiated and managed; to understand the crucial role that leadership and communication are playing in CSR initiatives; to identify the vital links between internally oriented (employee-focused) and externally oriented (societal-focus) CSR strategies and actions.

Supplementary materials
Teaching note
Talent management at Telekom Malaysia Berhad
Authors: Sumardi Wardah Azimah , Othman Rozhan 
Published: April 2011

Subject area
Human resource management.

Study level/applicability
Undergraduate and graduate level Human Resource Management programmes; Leadership modules.

Case overview
This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities.

Expected learning outcomes
This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities.

Supplementary materials
Teaching note.
Dream or doom dome?
Authors: Abu Bakar Abdul Rahim , Hashim Fariza 
Published: April 2011

Subject area
International management control and organisational behaviour.

Study level/applicability
This case is suitable for final year undergraduate and Master's students as well as for the general practitioner. It is suitable for the university course program and for in-company training seminars. For company training seminars, the human resources department and finance would most probably benefit from the discussion of the case.

Case overview
This case was about a company that was eager to expand its business internationally as it gains success in the home market. Having being entrusted by the company CEO to lead the project, the enthusiastic “project champion” lavishly spent the company investments with minimal control from the parent company.

Expected learning outcomes
After carrying out this exercise, students are expected to be able to: first, decide a firm mode of entry, scale of entry and strategic commitment; second, determine the market potential of a particular business venture; third, suggest the management structure and control for international subsidiaries; fourth, decide the possible exit strategy of a business venture.

Supplementary materials
Teaching notes.
Prabhar Oil Company, and distribution challenges in the Indian lubricants industry
Authors: Singh Ramendra , Paliwal Pramod , Sakariya Sanjay 
Published: April 2011

Subject area
Marketing-managing customer relationship, market positioning, target marketing, product strategy, distribution, retailing and supply chain management, integrated marketing communications.

Study level/applicability
Undergraduate and graduate students in international marketing; business administration; strategic decision making and general management courses.

Case overview
The case study focuses on the current scenario within the Indian automotive lubricants industry, in order to provide an understanding of the marketing challenges, especially in retailing and distribution, faced by organisations within this highly competitive sector. The case examines the implementation of marketing strategies into practice and provides an insight into the importance of branding, market segmentation, market positioning, product and pricing strategies and customer relationship management (CRM).

Expected learning outcomes
The case study enables the students to understand and analyse: the current business environment and dynamics of emergence in the Indian automotive lubricants market; the critical success factors for doing business in the Indian automotive lubricants market and the associated opportunities and challenges; the importance of distribution and retailing strategies in the Indian context; Izo's growth and expansion strategy in India; and Izo's sales management and CRM systems and there importance to the success of the business.

Supplementary materials
Teaching note.
Privatisation of Malaysian property development projects
Authors: Omar Ismail , Raji Fauziah 
Published: April 2011

Subject area
Property development, the built environment and privatisation.

Study level/applicability
Undergraduate and MA level property development courses, modules covering privatisation within undergraduate, MBA and MA level management programmes.

Case overview
Property development is complex and diverse. It involves many agents with diverse roles, strategies and actions that affect the return. In a way, privatisation reduces government's financial burdens and offers ease of procedures to agents. This case study investigates privatisation of property development projects by a local authority in Kuala Lumpur, Malaysia. In particular, the study focuses on modes of privatisation (MOP) and the extent to which it affects the return of the projects. The MOP studied are the land swap, land lease and the joint venture development on 15 selected privatisation projects.

Expected learning outcomes
Students are expected to be able to understand the MOP for land development projects using Malaysia as an example; evaluate the strengths and weaknesses of these MOP; assess the benefits and impacts to the local Malaysian authority, landowners and land developers of MOP; and apply suitable MOP to alternative development projects.

Supplementary materials
Teaching note.
BBMCI: setting up a distribution channel in India
Authors: Mukherjee Jaydeep 
Published: April 2011

Subject area
International marketing, distribution channel management, market entry, strategic management.

Study level/applicability
Masters level management students and executives specializing in distribution channel management. This case can also be applied to Masters level analysis of strategic marketing.

Case overview
The case examines BBMCI, a wholly owned subsidiary of a multinational making an entry in the Indian consumer appliances market. The focus of the case is the distribution aspect of the market entry strategy, its formulation and implementation.

Expected learning outcomes
The key learning objective is to evaluate distribution channel design and monitoring mechanisms. The case examines the linkage of distribution strategy formulation and the implementation challenges in a large and internationally extended sales organization. The key takeaway would be the need to change the distribution strategy as the organization's position in market evolves.

Supplementary materials
Teaching note.
Global operations at Aalborg Industries – context, configuration, and capabilities
Authors: Waehrens Brian Vejrum , Slepniov Dmitrij 
Published: April 2011

Subject area
Operations strategy/global operations/value chain.

Study level/applicability
BA/Master level – The case can be applied to support operations strategy discussions related to the link between context, configuration, and capabilities, and particularly to discuss internationalization strategy and global operations.

Case overview
The case is initiated with an overview of the wider corporate and industrial context, which are included to supply contextual information pertinent to the understanding of competitive requirements and strategic choices of the company. The case then moves into establishing an understanding of the operationalization of these requirements and choices through a discussion of the structural configuration and organizational capabilities.

Expected learning outcomes
The case it expected to build an understanding of the fit between competitive priorities and their operationalization within structural and infrastructural decision areas.

Supplementary materials
Teaching note.
Launch and closure of an Indian cement plant
Authors: Parikh Margie 
Published: April 2011

Subject area
Decision making, behavioural decision making, heuristics, optimistic bias, confirmatory bias, anchoring bias, ready mix cement (RMC) business in India.

Study level/applicability
Post graduate management course, executive training program in the subject areas.

Case overview
Arco is a Projects and Infrastructure-sector company. Some of its key officials, believing that entering the RMC can be beneficial for Arco, plan entry into the manufacturing of RMC but order a feasibility report. The report confirms the hunch and Arco starts the business under the aegis of its associate, EG Ltd (EGL) which is into equipment rental business. At this time a new dimension of reality opens up but the senior officers refuse to accept a revised proposal which is adjusted to the new realities. After a few months and some losses, EGL closes down the RMC plant and rents it out.

Expected learning outcomes
This case study is developed with a purpose to provide a basis to discuss how decisions are taken in real life and how various behavioural elements affect the quality of decisions that affect not only the decision makers but many others and their organizations. Focus is especially on prejudice, heuristics and bias that creep into important organizational decisions such as venturing into new business.

Supplementary materials
Teaching note.
MTN South Africa: one group, one vision, one brand
Authors: Bick Geoff , Luiz John , Townsend Stephanie 
Published: April 2011

Subject area
Marketing.

Study level/applicability
This case can be used in an international marketing course or module, at executive or MBA level, and is particularly suitable as a case on global branding.

Case overview
MTN was launched in 1994 as a leading provider of communication services, offering cellular network access and business solutions. After building up a successful operation in South Africa, achieving a market share of some 38 per cent (second only to Vodacom, the dominant mobile telecommunications provider), the group began its expansion into the rest of Africa in 1998. It was the first South African cell phone network operator to do so. The objective of this expansion was, despite the uncertain political and regulatory environment, to take advantage of the market opportunities in Africa, given its underdeveloped telecommunications infrastructure and the transferability of MTN's skills into other African countries. At the time of the case (June 2005), MTN had established itself in eight different African countries, with a subscriber base of 14.3 million in South Africa and 2.9 million in the rest of Africa, with plans for further growth in the territory and elsewhere. As a result of this international expansion, a major challenge was to ensure consistent branding in the different countries.

Expected learning outcomes
The expected learning outcomes are: to explore the challenges of international expansion into new markets; to understand global brand building strategies, how to create a consistent identity and how to build a services brand; to understand the challenges of implementing a marketing change strategy across different countries with different cultures and with employees with different agendas and to highlight the importance of people in providing a service and in delivering the brand promise.

Supplementary materials
Teaching note.
The changing landscape for Chinese small business: the case of “Bags of Luck”
Authors: Zhuang Lee 
Published: April 2011

Subject area
Business management, entrepreneurship, strategic management and business environment.

Study level/applicability
Undergraduate and Masters level business and management programmes.

Case overview
This case features a small labour intensive Chinese company, Bags of Luck (BoL), located in the south-eastern Fujian province. BoL makes ladies fashion handbags, unisex fashion backpacks and trendy lightweight cases for laptop and netbook computers for export to the US market. BoL have done very well over the years as a small private enterprise focusing on low-tech manufacturing and have managed to stay afloat through the most difficult period of the recent world recession. Currently troubled by fast changing market trends, rising material and employment costs, continuing appreciation of the Chinese currency, severe labour shortage, declining production volume and profitability, dated machinery, passive and reactive nature of business model, ineffective management structure and a complete lack of strategic vision, BoL is in deep crisis with its fate now hanging on the balance.

Expected learning outcomes
The case provides encourages students to: research into a range of current business management issues; analyse the impact of environmental changes on the survival and growth of a business organisation; develop their strategic thinking informed by real life and real-time research and assess the impact of exchange rate changes on the Chinese economy and the sustainability of Chinese model of economic growth.

Supplementary materials
Teaching note.