Showing papers in "Emerald Emerging Markets Case Studies in 2019"

Internationalization of Bosnian black coffee brand: bringing the traditional coffee experience to the world

Abstract: Learning outcomes The teaching objectives of the case study are to provide students with an understanding of how strategic marketing tools are applied in an international marketing context and how brands, especially brands that come from emerging markets, are introduced and managed within modern versus traditional trade (e.g. ethnic shops). Case overview/synopsis This case illustrates the challenges and opportunities related to the introduction of a brand to a new market wherein the product (traditional coffee), although part of a very well-developed product category (coffee), may have been new to consumers in the new market. The brand itself, Zlatna džezva, is a flagship brand in its home country (Bosnia and Herzegovina) within a developing market. However, both the brand and the traditional coffee experience are relatively unknown to other markets. The case study focuses on Vispak’s CEO and CMO who are contemplating their next business move in the new market. Finally, the Dutch market and consumers are presented to facilitate the process of segmentation, targeting and positioning for students. The case study concludes with a task and dilemma for managers of the company. Complexity academic level This case could be used in a variety of undergraduate level classes, depending on what the instructor wishes to emphasize. The authors use the case for following courses: principles of marketing, marketing management and international marketing. In all courses, the case is allowing students to obtain the greater overview of the scope of the strategic marketing decision-making. Before starting with case analysis, students should have some familiarity with central marketing issues and concepts, specifically related to analysis of environment, segmentation-targeting-positioning, product and brand management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 8: Marketing.

Farmcrowdy: digital business model innovation for farming in Nigeria

Abstract: Learning outcomes The Farmcrowdy case pursues the following aims: familiarizing students with the concept of business models for agricultural businesses and explaining the key decisions and activities within a business model; recognizing different opportunities for business model innovation by farmers and stakeholders in the agricultural sector; identifying concepts and tools from the business world that can be used in farming and other agribusiness-related ventures; highlighting opportunities for agribusiness firms to engage in business model innovation; and developing a business model canvas that highlights key components of a business model. Case overview/synopsis Agriculture stands as the leading driver of economies in most African countries. Most people depend on this sector directly or indirectly for their livelihoods on a daily basis. However, due to challenges like climate change and its variability, high initial startups capital, poor pricing, pest attacks, among other factors, people are gradually opting out of this sector. This has implications for employment, food and human security issues for farmers, their families and the society at large. Individual farmers that opt to remain in this sector are often met with challenges accessing technology in adapting to the challenges aforementioned. This decreases their resilience to the impact of climate change and its variability, pest and disease attack, securing loans to expand farming operations, among others. This raises the risks associated with investment in this sector as one cannot be assured of a fixed return on investment at the end of each crop cycle. Investors who opted to manage this risk associated with investment in the agriculture sector had challenges getting an official database of farmers to invest in as well as knowing whether individual farmers are experienced enough and committed to fixed agreements. It is against this backdrop that Onyeka Akumah founded Farmcrowdy in Nigeria with the aim of empowering farmers and connecting investors to right farmers with an assured return on investment at the end of every crop growing or animal-rearing season using online technological packages. The Farmcrowdy business model allowed Nigerians to venture into farming and other agricultural ventures at the touch of a button while empowering local farmers and boosting food production, creating employment for all stakeholders in the agricultural value chain. With ensuing challenges and competitors in the agro-technological industry, Farmcrowdy aims at extending their business model to other West African countries like Ghana. A few suggestions are made to help improve Farmcrowdy business model. First, they can add novel activities to the business model. Second, they can change one or more parties that perform business model activities. Finally, they can link business model activities in new ways like the development of model farms as a training ground for new farmers and the development of a go-back-to nature campaign to end-users of the products from farms. This case can be used by different audiences. The case can be used for teaching students at the graduate level, especially in the development of executive courses on innovation and entrepreneurship, strategy, agricultural technology and innovation. A wealth of supporting materials is available to the Professor, including videos and background information. Complexity academic level PhD, Doctor of Business Administration, Executive MBA Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship

Sahaj Crafts: the challenge of alleviating poverty in Western Rajasthan

Abstract: Learning outcomes The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine the value chain architecture of handicraft products; assess the role of the protagonist (Sanjay) as a social change agent in shaping a successful social enterprise; assess Sahaj Crafts' initiatives and analyze whether the key intervention/s planned/executed were required for skilling up of rural artisans and upgradation of handicraft business; know the marketing strategies for handicraft products; and understand the “strategies” which need to be applied for uplifting people's lives at the bottom of pyramid in general and for enlivening of artisans’ clusters in particular. The outcomes are as follows: examining the value chain architecture of handicraft product; understanding the difficulties and challenges of structuring a viable social business model; examining the role of Sanjay as a social change agent in shaping a successful social enterprise; and examining the model of Craft Incubation Center and design education proposed by Sahaj Crafts for improving rural artisans’ livelihood and skills upgradation. Case overview/synopsis Sanjay Joshi – the promoter and CEO of “Sahaj Crafts” (a social enterprise established in Western Rajasthan, India), an initiative to strengthen indigenous skills and mainstream rural craft products and artworks – is faced with the question of how to scale up his organization’s operations. Doing so requires that he address these fundamental challenges in terms of – how to deal with unorganized craft communities; match up product orientation to market demands; integrate modern technology / processes in craft business; combat restricted mobility of women artisans; and make effective interventions so that the artisans learn and enjoy working in the current model and solve the financial issues faced by the social enterprise. Providing effective and implementable answers to those questions is vital to Sahaj Craft’s development in attaining its mission to alleviate poverty in the region. Failing to expand operations above a critical scale may leave Sahaj Crafts vulnerable in meeting sufficient demand for contemporary craft products in the mainstream markets. Complexity academic level This case study is primarily suitable for post-graduate level management students to teach the concepts of designing and operationalizing a “social” business model in a social entrepreneurship module. This case study can also be used for highlighting business model innovations in the social sector of emerging markets. The case could be taught in the following academic domains: social entrepreneurship; bottom of the pyramid; social inclusion; supply chain consolidation (vertical integration in a value chain); marketing strategies for handicraft products; branding; brand positioning; cost and management accounting. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship

From bribes to international corruption: the Odebrecht case

Abstract: Learning outcomes The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when building a strong organizational culture in corrupt political environments. Case overview/synopsis The purpose of this case study is to explore the dilemma in which Marcelo Odebrecht, once CEO of Odebrecht, found/determined whether to continue with the business model established by the founders of Odebrecht or take a new path for the organization. After exploring the corrupt acts of Odebrecht and the scope of Operation Lava Jato, the reader can reflect on the importance of organizational culture (according to the three levels proposed by Schein) in the face of the emergence of corruption. By generating discussions about organizational culture, business ethics, political culture and corruption, the organizational culture of Odebrecht is problematized in relation to its real behavior. Complexity academic level Students of administration, business and international business undergraduates and graduates, as well as members of senior management in companies in the infrastructure sector. Also, given the plurality of possible readings, it is recommended that the case also be used in courses or specializations in organizational psychology, organizational sociology or organizational anthropology. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 5: International Business.

Family business governance: what’s wrong? What’s right? What’s next?

Abstract: Learning outcomes This case study can help the reader to understand how to build an effective board for family business, and why evolving board structure can help family firm to sustain for a longer period in Market. Reader can also learn about role of independent director, CEO's Succession process and ways to deal with duality issue that family owned enterprise may face during a transition from generation X to Y. Case overview/synopsis This teaching case study describes various decision-making situations using example of a Pakistani family firm and entrepreneurs who started the business few decades back in France. This partially disguised case is based on actual events. The data are collected based on discussions with family business owners and minutes of meetings. The objective of study is to make sense of the family business theories e.g. socio emotional wealth stakeholder and agency. Case readers can also learn about the family’s business governance practices using diverse scenarios presented in this case. Complexity academic level This study is suitable for graduate and undergraduate studies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management science.

AGROY: creating value through smart farming

Abstract: Learning outcomes This case study outlines the marketing, strategic and organizational issues facing the ever-expanding agri-inputs market in India, through the perspective of Agroy – an agri-products company. This case can be used to assist in the teaching courses such as marketing management, rural marketing, business strategy, operations and logistics management, among others, for students of MBA or other specialized courses in management. The case has been developed to make students aware and to understand the arduous nature of setting up a company catering to the huge Indian agri-inputs market. This case delves into the complexities of marketing in rural India that is characterized by low technological awareness, low volumes of digital transactions and immense language barriers. The Indian agricultural market is huge and has undergone a considerable amount of change owing to competition among multinational companies and traditional local micro-retailers. This case discusses the various challenges faced by multinational companies in entering India and how they need to strategize to modify their Western model of a distribution channel which faces huge challenges when put to test in India. Specific learning outcomes include: the case study would help students to comprehend the new business strategies that an MNC could adopt in emerging markets. Some companies work on changing traditional and conventional value chains of activities to fit the emerging market customer’s best and hence companies needs to figure out a unique business model to compete in emerging markets. This case study gives readers the opportunity to think about strategy in an uncertain environment. The case illustrates the challenges associated with innovating new business ideas that would help the company serve a greater number of people from a diverse background. It highlights the importance of thinking about real options, a portfolio of projects and the type of organizational structure required to tackle the uncertainties associated with foreign companies aiming to enter the Indian market. It also explores marketing and distribution issues – which are the type of customers to target and which are the suitable geographic areas with suitable linguistic compatibility in which there shall be ease in doing business. Finally, it is an avenue for students to think about the changes necessary throughout the distribution channel to successfully implement and commercialize a project in rural India. The case is intended to work well as a learning tool for strategy implementation where uncertainty is inherent and as an application to lectures on real options and risk or for discussions related to marketing and distribution channels and its challenges. Case overview/synopsis The Indian agricultural market plays an important role in India’s economy having a staggering 58 per cent of rural households depending on it as the principal means of livelihood. However they have very small landholdings, and hence, they find it difficult to order either large quantities or in bulk, as a result of which the cost of agricultural inputs gets enhanced. Agroy, an MNC, is one of the many companies that have stepped in to bridge this gap by trying to tap into the huge agricultural market. Agroy aspires to be the “UBER of agriculture.” Agroy is a cloud-based buying platform for farmers to buy agri-inputs efficiently at scale and at the best price from around the world. With big data and smart farming, the company aims to enhance farm sustainability and productivity. Agroy’s competitors like Agro Star and Big Heart also have similar business models and hence the competition is stiff. The three debatable questions that the case poses are: Will Agroy be able to shatter the age-old loyalty that Indian farmers have toward local retailers and other Indian companies that have an existing strong foothold in the market? Will similar distribution models as practiced in developed Western countries work in India, given the distribution challenges in deep rural Indian hinterland? Will Agroy be able to create sustainable business models by marketing agri-inputs at low prices in India? Complexity academic level MBA in courses such as entrepreneurial marketing, strategic marketing, agricultural marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.

AirAsia Berhad’s accounting in the spotlight

Abstract: Learning outcomes The case is appropriate for courses in financial accounting and reporting, audit and assurance, forensic accounting, accounting practice and regulations and corporate governance. After studying the case, students should be able to explain the concept of control and power under IFRS; explain the concept of economic; discuss audit committee and external auditor independence issues and ways to strengthen auditor’s independence; assess the usefulness of the new extended audit report; and evaluate the role of gatekeepers such as financial analysts, audit committee, external auditor, institutional investors and regulators in enhancing the quality of financial reporting. Case overview/synopsis This case focuses on the accounting policy choices of the foreign associates of AirAsia Berhad. AirAsia Berhad is a phenomenal success, from a debt laden company to having been voted as World’s Best Low-Cost Airline in the annual World Airline Survey by Skytrax for eight consecutive years from 2009 to 2016 and the World’s Leading Low-Cost Airline in the annual World Travel Awards for four consecutive years from 2013 to 2016. In June 2015, an analyst report was leaked, and it led to heated discussion and exchanges in the market. The report questioned the non-consolidation of AirAsia Berhad associates. The share market also reacted. Various players in the market came into foray with their statements and opinions on the merit of the accounting policy choice by AirAsia Berhad. Whose views actually reflect the nature of accounting policy choice that is true and fair? Are these gatekeepers attesting to the accounting crux of substance over form? Complexity academic level Senior undergraduates; MBA; EMBA Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 1: Accounting and Finance

V-Xpress: B2B marketing in the logistics industry

Abstract: Learning outcomes The learning objectives of this case study are to understand business-to-business (B2B) marketing in a logistics organization; apply go-to-market (GTM) strategy in the logistics industry; design B2B distribution strategy so as to enhance geographic penetration; and develop digital marketing strategies in the logistics industry. Case Overview/Synopsis V-Xpress is a leading B2B player in the express cargo category in the Indian logistics industry. In March 2017, Sachin Nair, Head of V-Xpress Marketing, was presenting three different GTM strategies to the CEO for the new Assured Timely Movement services. He wanted CEO views on each of them so that he can choose the best one. Sachin was also trying to find a solution to backhaul problem in eastern India. The resolution of this problem would have helped V-Xpress to become a truly pan-India B2B logistics company. Sachin was also revamping the digital marketing strategy as part of ambitious V-Xpress marketing strategy. These initiatives were taken as part of CEO’s vision for reaching annual revenue of INR 10bn by 2020. Sachin was thinking about various options so as to implement these changes with least investments. Complexity academic level This case study can be used in B2B marketing, marketing management and marketing strategy course of an MBA program. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 8: Marketing

Feasibility of drone integration as last mile delivery

Abstract: Supplementary materials Padmanabhan A. 2017 “Civilian drones and India’s regulatory response”. Moushami P. Joshi and Jennifer E. Trock (2016) “India Moving Forward with Unmanned Aircraft Systems Regulations for Civil and Commercial Use” www.lexology.com/library/detail.aspx?g=6d596577-7a4a-4ecc-916e-83c4d37cc90c. www.indrones.com/2017/04/27/drone-industry-india/.Zeimpekis, Vasileios; Ichoua, Soumia; and Minis, Ioannis (2013), Humanitarian and Relief Logistics. Research Issues, Case Studies and Future Trends;Operations Research/Computer Sciences Interfaces Series. Springer Publications, www.springer.com/in/book/9781461470069. Learning outcomes The learning outcomes are to illustrate the concept and features of cost-effective and responsive supply chain, to explain the concept of hub and spoke and milk run methods used for delivery, to identify financial, operational and technological risks, to elaborate the importance of social dimension (behavioral dimension) in any technological change in an organization and to understand the concept of management of change in organizations. Case overview/synopsis The case deals with a typical challenge of periodical delivery systems, in this case specifically of The Topical, an Indian periodical. The service manager of the company, Sara Jindal, recognized a problem with customer retention. She explored the causes and found that The Topical, a 20-year-old company, was losing its popularity due to the untimely delivery of the magazines. To solve the problem Jindal, tried to gain an understanding of the operational processes and realized that there was no issue in the warehouse regarding inventory control, management or order pickup. However, she found that the magazines were parceled through book post and that there was no tracking policy in the company for the deliveries. Therefore, it was not possible to know whether the magazines got delivered on time. The matter was taken seriously and as a solution, the possibility of integrating drones into the delivery system came up. Complexity academic level Undergraduate and Postgraduate students. Subject code CSS 9: Operations and Logistics

¿Qué hacer cuando tú marca es secuestrada por Narcos? El caso del whisky de Buchanan’s

Abstract: Entender la diferencia entre identidad de marca e imagen de marca. - Aplicar varias herramientas de segmentacion - Entender el atractivo aspiracional de la marca y su consecuencia en el consumo privado y publico. - Explorar las opciones estrategicas disponibles para una marca que enfrenta una apropiacion de marca. - Explorar los pros y los contras de oponerse a una apropiacion de marca. Desarrollar un plan para la implementacion de esta estrategia - Explorar los pros y los contras de utilizar la estrategia de Laisser-Faire en la apropiacion de la marca. Desarrollar un plan para la implementacion de esta estrategia - Explorar los pros y los contras de instrumentalizar la apropiacion de marca. Desarrollar un plan para la implementacion de esta estrategia,Este caso pretende ayudar a los alumnos a comprender la diferencia entre la identidad de marca (la que los propietarios de estas pretenden que se perciba) y la imagen de marca (la que los consumidores perciben realmente).,Este caso esta disenado para ser utilizado en un curso de gestion de marketing, estrategias de marca o cultura del consumidor. Especificamente, el caso esta disenado para estudiantes de ultimo ano de licenciatura o maestria en Mercadotecnia ya que tienen nociones basicas de mercadotecnia estrategica. Deberia proporcionar bases para las discusiones sobre temas de gestion de marca, cultura del consumidor, gestion de carteras de marca, marketing internacional, estrategia de reposicionamiento, arquitectura de marca, el valor de la marca, los valores de la marca, apropiacion de la marca y relaciones de los consumidores con estas.,Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.,CSS 8: Marketing.

Department of Tourism and Culture – Abu Dhabi: transforming the desert into a city

Abstract: Supplementary materials Teaching notes are available upon request. Learning outcomes The purpose of this paper is to enable tourism management and strategic management students to evaluate and analyze tourism activities in the United Arab Emirates by TCA. Students will gain a comprehensive understanding of developing tourism in rural areas in the United Arab Emirates and to build up proper strategies. They will be able to perform the organization’s competitive standing using Porter’s Five competitive forces and analyze its business strategies as well. They will be able to analyze the current status of the organization using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Case overview/synopsis The Department of Tourism and Culture – Abu Dhabi, also known as the TCA, is a governmental tourism authority in the Emirate of Abu Dhabi established 14 years ago as part of an economy-diversifying strategy for the non-oil era. The TCA is responsible of creating tourism activities to generate new tourists in Abu Dhabi, which will increase the revenue of the authority and as well increase the gross domestic product of the United Arab Emirates (UAE) economy. Tourism activities have been focused on Abu Dhabi City as is it considered the capital city of the UAE. However, other cities are also part of this strategy, e.g. Al Ain City, which is located in the eastern region of the Emirate of Abu Dhabi, and Al Dhafra City, which is located in the western region of the Emirate of Abu Dhabi, both of which lack the required infrastructure, population, and tourism activity, due in part at least to the fact that the TCA’s strategy plans have been focused on Abu Dhabi City. Sultan Al Mutawa Al Dhaheri (Al Dhaheri), the TCA’s Executive Director of Tourism, has been responsible for developing tourism in Al Ain City and Al Dhafra, but due to the current situation of the two cities regarding the low revenue growth (and the consequent lack of investors willing to invest) and no critical mass (i.e. a sufficient number of hotel rooms available), Al Dhaheri is facing a dilemma regarding achieving TCA strategy in Al Ain City and Al Dhafra City. Complexity academic level This case study will be useful for undergraduate and postgraduate level students majoring in Tourism and Hospitality Management, Business Administration and Strategic Management. Subject code CSS 12: Tourism and Hospitality.

Locate the warehouse: super distribution services

Abstract: Learning outcomes The learning outcomes are as follows: to understand the strategic importance of location selection within the organization and how it influences other’s performance; to understand the impact of supply chain drivers on sales performance and to understand the role of other stakeholders in location selection strategy; to analyze the constraints in decision-making for selection of warehouse location and its remedies; to analyze the alternative options for warehouse in the light of top level management’s instruction or organizational strategies; to select the best possible alternate for long-term sustainability of warehouse location. Case overview/synopsis Ishaq Bashir, who has recently joined Super Distribution Services as Facility Manager, is indecisive in selecting a rental location for its offices and warehouse, either SDS had to move back to the old location or continue with existing warehouse facility. This existing location was selected by Ex Facility Manager around six months ago because SDS had to vacate their old location due to graving concern the owner of the premises. SDS had to search for a new facility and vacate the older premises within three months’ time as per “evacuation notice” received from the owner, and finally, the company shifted to the new location by 28 February 2017. After six months in September 2017, sales team realized a serious dip in sales by 1 per cent, and they claimed that this had happened due to wrong selection of the location of the warehouse which was far from the city. Now Bashir had to decide either to continue with the existing facility or move to the previous one or search for any third feasible location. Complexity academic level BBA and MBA. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 9: Operations and Logistics.

Chocolate Pacari: Preservando la biodiversidad, viviendo sin remordimientos

Abstract: Learning outcomes 1. Entender los desafíos contextuales que enfrenta una empresa de mercado emergente, y qué se debe hacer para superarlos. 2. Entender el rol de una empresa a la hora de desarrollar una competencia nacional en la industria de los productos agrícolas. 3. Demostrar la creación de “valor compartido” y examinar cómo la misión social de una compañía puede reforzar y sostener las actividades que generan valor económico. 4. Generar y evaluar opciones para desarrollar mercados internacionales cuando una empresa tiene recursos limitados para invertir en actividades de mercadeo. Case overview/synopsis Pacari Chocolate es la marca insignia de SKS Farms CIA Ltda., ubicada en Quito Ecuador. La compañía se especializa en producir chocolate orgánico que vende en Ecuador y exporta a otros mercados de Latinoamérica, Europa y Norteamérica. La compañía inició operaciones en 2002, fundada por Carla Barbotó y su esposo Santiago Peralta. Carla es la Directora de SKS y Santiago es el Gerente General. El caso se desarrolla justo después de que Santiago negoció un trato para suplir a Emirates Airlines con minibarras de chocolate para los pasajeros de la aerolínea. Santiago se encuentra emocionado por este nuevo trato, que proporcionará una corriente de ingresos nueva, mejorará la imagen de la marca, y potencialmente creará nuevos clientes. Carla y Santiago buscan la excelencia de sus productos, como lo evidencian más de 160 premios, muchos de estos reconocidos a nivel global. Sin embargo, su misión también es sumamente social, pues buscan mejorar las vidas de los agricultores andinos, de los pueblos indígenas y de la sociedad ecuatoriana en general. El autor principal emplea este caso en un curso sobre enfoques innovadores para aprovechar oportunidades en mercados emergentes, en los cuales el valor compartido (social + económico) y la creación de industrias nacionales fuertes son resultados clave, que se deben abordar mediante estrategias de emprendimiento mercantiles y no mercantiles. Complexity academic level de licenciatura, maestría. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship. Supplementary materials Hay varios videos en Youtube que se pueden usar para complementar este caso: Pacari Chocolates Reino Unido por Fair Business Alliance: www.youtube.com/watch?v=_yH_aKyQiwU&t=2s En este video en inglés, de cinco minutos, Santiago Peralta discute el cultivo de cacao y la producción de chocolate en Ecuador, discute los productos de Pacari y los sabores de “fino de aroma” propios de sus productos. El video incluye imágenes de todo el proceso de producción del chocolate, incluyendo el cultivo y cosecha del cacao y la producción de chocolate en las instalaciones de SKS Farm. Hay una variedad de videos en español, incluyendo: Pacari Chocolates Ecuador: www.youtube.com/watch?v=eK_Do0tnZJc Chocolate con una misión: Carla Barboto y Santiago Peralta (TEDx Talks, Quito): www.youtube.com/watch?v=-W3BdtHjbKs&t=199s Es posible que los instructores quieran usar imágenes de la presentación de mercadeo de Pacari, que está en ESTAS DIAPOSITIVAS.

From baby boomer to millennials: the changing flavor of entrepreneurial traits

Abstract: Learning outcomes The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer business environment, succession planning for first-generation entrepreneur and choosing appropriate source of financing and drivers for diversification. Case overview/synopsis Immersed in sipping green tea in his capacious office lounge, the octogenarian Arjun Mehta introspected on the trials and tribulations of his journey as an entrepreneur, the voyage which started four decades ago. From 1976 to 2018, the business has now traversed three generations. Starting with Spice Mart (Sole Proprietor) to Hindware and Lament Construction (partnership firms) to Starlite Homes Pvt. Ltd. (corporate entity), Mr Mehta witnessed transformation and restructuring in organization with every new generation which characterized the evolution of family business. Handholding children to take up the reins of Spice Mart was not a calculated choice. Yet it is remarkable to study the growth in organizational structure of the regional family business. As a self-made entrepreneur, morals, ethics and value system are vital ingredients steering the organic growth story. Third-generation Mehta’s are enterprising, aspiring and visionary. With the incorporation of a corporate entity, they convinced themselves to bring inorganic growth in their business. Arjun Mehta gleamed with pride as Spice Mart partakes an organized structure which had lost prominence with the second-generation entrepreneurs. But he is equally hammered with juxtaposed thoughts. He contemplates whether the integration of retail business with real estate corroborates sustainable innovation. Will independent businesses create the brand’s footprints perpetually? Should the millennial confine business natively or should they grow internationally and become a conglomerate? Complexity academic level The case can be exclusively taught to masters and executive education class of students pursuing entrepreneurship and business management courses. The case will supplement understanding of theories of entrepreneurship and dimensions of family businesses in emerging economies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

Habiba Community: brand management for a family business

Abstract: Learning outcomes Marketing and brand management examples used in classes usually revolve around publicly traded corporations. Students are expected to learn how to deal with branding problems that can arise in new types of organizations as family businesses. Case overview/synopsis The case study discusses a brand identity and brand management problem facing the Founder of Habiba Community, Maged El Said. Habiba Community is an initiative focusing on sustainability and giving back to community. Many foundations were established under Habiba Community, such as its beach lodge, organic farm and learning center. The beach lodge and organic farm were more familiar to tourists and visitors than the other established foundations. The organic farm produced many organic products sold nationally and internationally. The founder was now faced with the challenge of whether to create one brand identity for Habiba Community as a whole or to go for separate brand identities for each of its foundations. Complexity academic level This case study is developed for students of the bachelor level in marketing and design studies. The case difficulty is regarded as intermediate as it includes new trends and ideas from the field of marketing and branding (as eco-branding and family business branding) and new trends in the tourism service industry (as voluntourism). Courses in which this case study can be used are integrated marketing communication, corporate identity, services marketing and brand management under marketing and graphic design studies. The case study is not designed for earlier courses in marketing and design, as students need to have basic knowledge in marketing and branding beforehand. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing

Silulo Ulutho Technologies: African social enterprise driving inclusive business practice

Abstract: Learning outcomes This paper aims to present an opportunity to explore the opportunities and challenges involved in running a business with a strongly ingrained social vision in the complex, multi-dimensional environment of an emerging economy. Key learning areas are as follows: How the concept of inclusive innovation applies to the real-world difficulties faced by businesses operating in informal economies. By exploring the tensions between growth and inclusivity in Silulo’s development, students will grasp the challenges entrepreneurs face as a business starts to gain momentum and change, and gain appreciation for the trade-offs that occur when choosing between franchising and organic growth. The challenges of a rapidly evolving technological environment, the need to adapt service offerings at pace, and the importance of balancing financial considerations with deeper social values will find application far beyond the informal economy context of the Silulo story. Case overview/synopsis This teaching case looks at Silulo Ulutho Technologies via CEO Luvuyo Rani and the challenges he faces in balancing expansion and profitability with its mission of empowering disenfranchised communities – challenges exacerbated by a changing telecommunications environment, with more widespread internet availability, mobile phones and online training courses encroaching on Silulo’s traditional service offering. Complexity academic level This case focusses primarily on the processes of inclusive innovation and is suitable for graduate courses in social entrepreneurship, business model innovation, sustainability, business and society, strategic management, emerging markets, business in Africa and organisational studies in general. The case is suitable for Masters of Business Administration (MBA) and Executive MBA academic programmes and delegates on Executive Education programmes. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship

Volunteer educational initiative for undocumented immigrants’ children

Abstract: Learning outcomes The learning outcomes are as follows: to gain insights into an immigrant community with an emphasis on positioning stakeholders using power, legitimacy and urgency constructs; to help participants dwell on a decision-making process under challenging circumstances; and to help learners understand the level of commitment and efforts needed in initiating and sustaining a volunteer initiative. At the micro level, the case helps learners understand the nature of an interaction between two distinct social groups (ragpickers and volunteers). At the macro level, the case helps the learners understand the way marginalised migratory communities think and behave in the larger scheme of politics, religion and ever-increasing migration at the global level. Case overview/synopsis This case is about an informal educational activity initiated by a group of volunteers who intend to eradicate illiteracy amongst ragpickers’ children in Rohtak, a small city in Haryana, India. This town has a population of <0.4 million and houses several immigrant families who come from different regions of India. Most immigrant families are into construction and rag picking. The localites mostly perceive ragpickers as undocumented immigrants from Bangladesh. Usually, most ragpickers’ children engage in garbage collection and do not attend school. In this backdrop, a group led by Mohan set up an evening class in an open ground, which in turn attracted several children from both the ragpicker and local communities alike. However, after a few days, the harsh weather made the volunteer team to shift the classes to a closed room. The shifting from the open ground to the closed room infuriated the parents and resulted in the parents not allowing their children to go to school. In this context, the volunteer team has to decide whether to continue the voluntary school or shut it down. Complexity academic level Executive, Under-Graduation and Post Graduation Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science

Uber SA: disruption of the local taxi industry?

Abstract: Learning outcomes are as follows: to understand the repercussions of a disruptive technology, in addition to its perceived benefits; to incorporate the human element into the technology benefits; to appreciate alternate sides of an argument regarding an issue; and to analyse the cross-functional implications of an innovation that changes the “rules of the game” for doing business.,Uber, a US-based multinational, provides a real-time technology platform to enable users to utilise ride-sharing with Uber drivers. This is an example of a “shared economy” or “collaborative consumption” business model, which has disrupted the status quo of the taxi industry around the world. Uber was launched in South Africa in 2013, creating many job opportunities but causing much reaction from the taxi industry and the authorities.,This is a short case which can be used across a number of programmes, as most students will have had some experience or exposure to the Uber model, and is very useful as an “ice-breaker” case to introduce students to the case study method of analysis and teaching. This case can be used for undergraduate and postgraduate students in business schools or other institutions or on executive education programmes as part of a strategy, marketing, business model innovation or entrepreneurship module.,Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.,CSS 11: Strategy

Spreading zoo animal diseases: Has Al Ain Zoo developed an effective program to deal with the threat?

Abstract: Subject Area Strategic management, operation management, health and safety Study Level/Applicability The authors have been developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety. Learning outcomes The learning outcomes are as follows: to understand the importance of animal disease prevention and the correct procedures for dealing with disease outbreaks in an animal facility; to reinforce the importance of adherence to strict procedures and chain of command by Life Sciences and Conservation sections in preserving the health of animals, zoo staff and visitors; to recognize the importance of disease monitoring and control in wildlife conservation; and to understand the importance of concrete experience in related positions to provide leaders like Director Mark Craig with the skills to handle such a big responsibility. Al Ain Zoo has such leaders along with a dedicated and resourceful management team that has proven capable of placing the institution among the best conservation parks in the world. Case overview/synopsis Large collections of animals of diverse species found in zoos and animal parks present a considerable challenge to facility managers in developing and implementing programs to prevent and control the spread of animal diseases. One need to only think about the nightmare consequences of an illness that could decimate a population of animals in a public setting such as a zoo and, in a worst-case scenario, spread to staff, visitors and even the public at large. Biologists have clearly shown how certain types of animals can act as reservoirs for disease viruses, for example, chimpanzees harboring the simian immunodeficiency virus that mutated to HIV or chickens and ducks spreading avian influenza virus to poultry workers and then to the public. Thus, disease control in zoos is an issue of the utmost importance, and managers and operators neglect it at their peril. The reputation and indeed the very existence of an animal park rests in the hands of a dedicated group of managers, veterinarians and technical staff, as well as zoo workers who must strictly follow procedures to prevent and contain animal-borne diseases. This case study focuses on the work of one man in a large internationally known facility to develop, implement, test and evaluate an innovative program for animal disease control. So, what would you do if you were the director of a large metropolitan zoo and your staff veterinarian came to you and said that there was an outbreak of a serious viral disease among a group of animals? Could you have prevented the disease? How will you treat the sick animals and stop the disease from spreading? Is there a risk of the zoo staff contracting the disease from handling sick animals? What about zoo visitors? These are all questions that are addressed in this new and intriguing case study focused on managing animal diseases in the setting of a zoo or wildlife park. Mark Craig, Director of Life Sciences at the Al Ain Zoo in the United Arab Emirates, has plenty to say about the planning, science and management skills necessary to insure that a large population of diverse wild animals remains healthy and thriving. The Al Ain Zoo is the largest of its kind in the Middle East, and while he has been in charge of the animal welfare program for more than six years, there have been few incidents of disease and all have been contained. What can be learned from his effective strategies and leadership skills is clearly discussed and illustrated in this unique real-world case study. Complexity academic level The authors have developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety. Supplementary materials Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

What to do when your brand gets kidnapped by Narcos: the case of Buchanan’s whisky

Abstract: Learning outcomes Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy. Case overview/synopsis This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive. Complexity academic level This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing

Seeking the next wave of growth in a dynamic business environment: a case for Nitor Infotech Pvt. Ltd.

Abstract: Learning outcomes The learning outcomes of this study include: recognizing the strategic inflexion points and related business and strategic perspectives in the life of an organization; understanding sources of sustained competitive advantage and connect it with resource-based view for internal analysis; applying dynamic capability theory to identify capabilities that help an IT company stay relevant in an IT sector characterized by VUCA (an acronym for volatility, uncertainty, complexity and ambiguity) environment; analyzing the multi-dimensional and multi-contextual challenge an organization faces, or is likely to face, in the foreseeable future and the possible ways it addresses or should address them; evaluating strategies adopted at various points of an organization’s journey for their effectiveness; and helping a company co-create value for its customers. Case overview/synopsis This case of Nitor Infotech Private Limited (Nitor), a mid-sized software product outsourcing company, outlines its decade-long journey, highlighting its achievements. While the company has consistently grown by leveraging its expertise in software product engineering and its domain knowledge in the healthcare segment, it entered into a stage of its life cycle where it had to develop a long-term strategy to effectively compete in the product engineering market. Nitor’s strategy was built around product engineering and outsourced product development. The two major choices for a software company were either to develop its own product and thereby own the intellectual property (IP) or to develop modules which would be part of a product that would be owned by a client. In the latter case, the IP would be held by the client. So far Nitor chose to follow the second option by developing components for its client’s products. Although this strategy allowed it to develop expertise in a particular domain, and serve different customers in a particular market, the chances of a competitor attacking its position was high. On the other hand, if it developed its own product, it can create its own brand name and can sell packaged software to several different customers. However, the challenge with the latter is that the cost of marketing could be very high. The choice for the company in the future is to decide on selecting a specific strategy to expand its international business. Complexity academic level This case is appropriate for an undergraduate and postgraduate management course in the area of strategic management. The level of difficulty can be from medium to high depending on the learning level. Knowledge of management fundamentals is not a prerequisite but is desirable for case 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. Subject code CSS 11: Strategy

It’s everybody’s business, Period

Abstract: Supplementary materials A pitch deck for Girlythings has been provided as a supplementary material for this case. Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes Learning outcomes In the light of the case and the accompanying case questions, the students should understand the following: socio-cultural perspectives in adopting the use of taboo products in an emerging economy and a conservative society such as Pakistan; role of government and non-governmental agencies in influencing policy framework; the application of the theory of planned behavior in channeling positive attitudes toward the use of personal hygiene products; peculiarities of formulating an expansion strategy for entrepreneurial ventures; and idiosyncrasies of developing effective business pitches. Case overview/synopsis Founded in early 2018, Girlythings was a young startup spearheaded by Tanzila Khan. It aimed at not only improving the availability of sanitary products in the emerging Pakistan market but, over and above, also removing the stigma attached to the topic of menstruation in the society. While the startup was still nestled at an incubation center, the protagonist faced the utmost challenge of deciding the fate of the venture due to the taboo nature of the product. This case is a rich description of the stigma that prevails on the topic of women health in conservative societies like Pakistan. It will help students appreciate the idiosyncrasies of operating in emerging markets and spearheading ventures that deal with sensitive issues. Complexity academic level This case is geared toward undergraduate students enrolled in courses of strategy, strategic marketing and entrepreneurship. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship

UCOOK: growth challenges faced by a small- to medium-sized South African venture

Abstract: Learning outcomes The learning outcomes are as follows: to understand how technology can be used to create innovative entrepreneurial opportunities; to develop analytical and critical thinking skills to understand organisations, industries and their dynamics; to analyse strategic options for an entrepreneurial organisations and motivate a proposed strategic direction; and to assess the inter-functional requirements for an entrepreneurship to successfully implement a strategy. Case overview/synopsis UCOOK, a successful emerging economy SME, is confronted with the threat of retail giants (e.g. Checkers and Woolworths) entering the meal kit space. No longer the only “new kid on the block”, UCOOK has to consider a sustainable growth strategy to remain competitive. The case provides the reader with a snapshot of experiences of a meal kit entrepreneurial venture and what it entails for them to grow in the South African milieu. Principally, this case is designed to impart knowledge and stimulate a practical understanding of entrepreneurship and strategic decision-making in the meal kit industry. Additionally, the purpose is to serve as inspiration for business students to see the opportunities that lie within strategically astute emerging market ventures. Complexity academic level The primary target audience for this teaching case is postgraduate business students, especially students of entrepreneurship, strategy and e-commerce. This teaching case is intended to be used as case study in post graduate business programmes such as Master of Business Administration (MBA), a specialist Masters programme such as MM (Entrepreneurship), post-graduate diploma in management (PGDip), as well as selected executive education programmes. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

Leading the South African Cuban-trained medical students’ assimilation in the local medical schools

Abstract: Learning outcomes The learning outcomes are as follows: to identify stakeholder groups in an inter-country training intervention and apply contextual intelligence to a leadership role and to apply the theory of constraints in developing solutions to research constraint environments. Case overview/synopsis On 10 September 2018, the Director-General (DG) of South African National Department of Health (NDOH) Ms Precious Matsoso pondered over the scheduled meeting that afternoon with the South African Committee of Medical Deans in Pretoria. She was leading the initiative of the integration of the South African Cuban-trained medical students into the local medical schools for the final phase of their studies. She needed to streamline the assimilation process. The case highlights the dilemma to identify actions to improve the level of integration of these students. Complexity academic level MBA M Phil in Healthcare Management Supplementary materials Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes. Subject code CSS 10: Public Sector Management

San Antonio: Revisando el sistema de gestión de cuentas clave

Abstract: Supplementary materials Nota técnica: “Una mirada cercana a la gestión de cuentas clave en las empresas actuales”, preparada por los profesores Javier Silva, Fernando Zerboni, Martín Zemborain y la asistente de investigación Maricruz Prado, IAE Business School, Universidad Austral, septiembre de 2007. Apoyo audiovisual con la entrevista a Carlos Etcheverry. Learning outcomes Este caso puede resultar útil para: Entender la complejidad de la implementación de un sistema de gestión de cuentas clave (KAM), entender los conceptos de fuerza de ventas y las relaciones entre empresas. Analizar las dificultades que enfrentan las empresas al implementar un cambio en sus estrategias de venta y los efectos de este cambio en: la fuerza de ventas, la cultura corporativa, la organización en general, los sistemas administrativos. Case overview/synopsis En 2003, después de que Carlos Etcheverry se unió a San Antonio (SA) como vicepresidente regional para Latinoamérica, la compañía implementó un sistema KAM. Las relaciones de SA con sus dos clientes clave, Vintage y Chevron, parecían estar progresando bien hasta mediados de 2004, cuando el nuevo gerente de compras de Chevron decidió cambiar la estructura comercial de la compañía, volviendo su proceso de compras más burocrático y extremadamente competitivo. En marzo de 2005, Etcheverry debía reunirse con el gerente de compras de Chevron, puesto que dicha empresa había decidido reasignar un contrato de servicios mediante una licitación, dejando a San Antonio por fuera. El caso plantea las preguntas que Etcheverry enfrentó en el momento de la reunión: ¿Cómo había llegado San Antonio a poner en riesgo una cuenta clave? ¿Necesitaría un cambio la organización de SA? ¿Esta era la única solución disponible? ¿Qué otros factores había que considerar? Estas preguntas buscan llevar a los estudiantes a considerar cómo se podrían evitar o anticipar estos problemas, y a analizar diferentes tipos de sistemas KAM. Complexity academic level Se puede usar para cursos de segundo año de programas de mercadeo de MBA, así como en programas específicos de educación ejecutiva que traten temas de sistemas de gestión de cuentas clave (KAM), estrategias de negocios, mercadeo industrial y/o cursos de gestión de ventas. Este caso también se puede usar a nivel de pregrado y en cursos sobre ventas, gestión de ventas, negocios internacionales y conducta organizacional. Subject code CSS 8: Marketing

KnoDues – a start-up with a solution to India’s split-expenses problem

Abstract: Learning outcomes Using the case, students will learn about the following topics: identification of the right shareholder for a start-up. Need for a tech co-founder for an app-based start-up. Delay in building the right team at the right time. Lack of preparedness; a start-up’s challenges in identifying the business model. What was the real pain point (problem identification)? Did the solution meet market expectations (solution quality)?; consumers’ usual social habits. How do people’s habits hinder a product’s survival in the market? Why do consumers continue to behave the same way they have? Technology-related constraints. Case overview/synopsis KnoDues was a mobile application (app)-based start-up in the domain of split expenses. The business idea germinated in early 2015 and became a reality toward the end of 2015. In a developing country context, the case provides rich insights into lean vs traditional start-up formation, founders’ knowledge, opportunity identification, product development and investment. India is a growing economy with ever-increasing smartphone users and internet consumers. Despite its deep-rooted rural-urban divide in the usage of modern technologies, India possesses a vast market opportunity in big cities. Rightly so, KnoDues intended to target the urban youth (between 15 and 35 years of age) population. Although KnoDues was not a unique product or the first of its kind, the founders perceived it to be the “first mover” in the Indian market. In its initial days, the product received an overwhelming response from accelerators and business-plan judges. Although KnoDues achieved more than 20,000 downloads by the end of 2016, customer retention and attracting investors became a difficult task. Founders felt that the difficulty was because of people’s “usual social habits,” and inadequate revenue model. Toward the end of 2017, KnoDues’s founders contemplated on ceasing their business. Complexity academic level Undergraduate, postgraduate and executive. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

To do or not to do: the real state of real estate

Abstract: Learning outcomes This case will enable students to develop an understanding of starting a single proprietorship business focusing on the real estate; understand the possible challenges that an entrepreneur faces in the beginning; apply ethical decision-making frame works when faced in ethically conflicting situation; andlook at the career anchoring theory. Case overview/synopsis The case study takes a look at the ways and means of starting a small business depending on the owner managers experience, capabilities and skills including networking which are germane to success. It also highlights the ethical issues that small business proprietors have to face in order to make money and grow. The setting of the case is a town in Sindh province of Pakistan, which setting generally represent the arena where such business (Single Proprietorship) develop and get involved in the economic development of a backward area. Finally, the case study highlights the significant but realistic expose of career anchor theory, which stipulates that people normally start with a job but switch jobs over their working life. Complexity academic level Graduate and undergraduate. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

From NPO to social enterprise: the story of Schwab awardee, Sharanjeet Shan

Abstract: This case study introduces students to the core characteristics of social entrepreneurship by teaching Santos (2012) positive theory. The case allows students to transition from comprehension and application of what social entrepreneurship is, to considering how they operate. Druckers (2005) argument that social organisations will never have sufficient resources to do their work because they operate in an environment of infinite need is the catalyst for a conversation on resource dependency theory and the risks of mission drift. Students are introduced to the funding spectrum that can be used to understand the type of income that comes to an organisation, and to apply this to the case. By the end of their studies, students should be able to apply the Santos (2012) definition to social enterprises and social entrepreneurs, have insight into the complexity of operating in an environment of infinite need and able to apply the funding spectrum as a tool to manage to understanding financial sustainability.,The case tells the story of Sharanjeet Shan, a globally recognised social entrepreneur, and recipient of the Schwab Foundation’s Social Entrepreneur of the Year award in 2015. Shan moved to South Africa as the country moved into democracy, and has spent the past 20-plus years building the skills of Black African school children in mathematics and science through the organisation she leads, Maths Centre. But the country remains at the bottom of world rankings for the quality of its maths and science education, despite spending more per capita on education than any other country in Africa. Maths Centre has seen a dip in donations despite steady growth in the amount of money that businesses are investing in social change in South Africa through corporate social investment. But does Shan really need more donor income? Or are there other ways that she can build the financial sustainability of Maths Centre?,This case study is aimed at students of non-profit management, entrepreneurship, social entrepreneurship, women in leadership, corporate social investment, development studies and sustainable livelihoods. It is written at an Honours / Masters level and is therefore also appropriate for use in customised or short programmes. The case study is a good introduction for students with a background in business (e.g. Diploma in Business Administration / MBA / custom programmes) who are wanting to understand social enterprise and apply their learning's.,A list of supplementary materials is provided in the Teaching Note as Table I, which includes video's, radio interview recordings and a book chapter.,CSS 3: Entrepreneurship.

GMF Aero Asia: aiming for the Middle-East base

Abstract: Learning outcomes This case study focuses on four main areas. By the end of the study, the students are expected to meet the following objectives by answering several assignment questions: understand the general business of a maintenance, repair and overhaul (MRO) company and why this business is a central player in the air transportation industry; understand and integrate certain strategy analysis tools, particularly Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes, to use later as justification for any recommendations about strategy; and prepare a systematic elaboration to use to recommend the company’s strategic plan. Case overview/synopsis This case study discusses PT GMF Aero Asia, Tbk. (GMF), a company that is based in Tangerang, Indonesia, and involved in the MRO for airlines. At the time of writing this case, the CEO was Iwan Joeniarto. The case elaborates on GMF’s competitive business operations in Indonesia and Southeast Asia, with the main focus being a discussion of Iwan’s visions for GMF’s expansion into the Middle East. This case study challenges students to think critically on the strategy level about the expansion plans of a local company into the international market. The main research questions the study attempts to answer are: What is an MRO in the aviation business? How does it relate to airport megahubs? Is the option for business expansion into the Middle East feasible for GMF? If not, are there any alternatives for that international expansion? Moreover, what recommendations can this study provide Iwan for entering that international market successfully? The students are expected to gain exposure to the international market entry in an MRO business. The students are also expected to understand and integrate the different strategy analysis concepts and tools, such as Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes. Complexity academic level This case study can be used as teaching material in several programs, including – but not limited to – the followings: Bachelor’s Degree program in Management, Business and Marketing (usually final year students), Master’s Degree in Business Management or Business Administration and Executive Education Program/Workshop/Seminar/Training for Business Development/Marketing Managers, VPs, Directors and Aviation Management Professionals. This case study can be used in the following classes/subjects: strategic management, strategic marketing management, international marketing, international business, global marketing, operations management and aviation management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

Innovación guiada por datos en la empresa SER del grupo pellas

Abstract: Learning outcomes El caso “Innovación guiada por datos en la empresa SER del grupo Pellas” tiene como objetivo responder la pregunta: ¿Cómo puede una compañía hacer que su implementación de IE sea exitosa? En este sentido, el caso: discute qué es un sistema de IE y lo que este le brinda a una empresa; analiza los desafíos, los beneficios y el contexto a la hora de implementar un sistema de IE; analiza los factores de éxito y las recomendaciones para el proceso de implementación de un sistema de IE; analiza el proceso de implementación de una IE y resalta la importancia de los indicadores de desempeño y las alternativas tecnológicas. Case overview/synopsis SER (Sugar, Energy & Rum) era una compañía perteneciente a la Corporación Grupo Pellas. La compañía operaba en cuatro países, tenía seis subsidiarias, empleaba a más de 25.000 personas, tenía más de 43.500 manzanas de cultivo de caña de azúcar tan solo en Nicaragua, y tenía ventas globales anuales de más de USD 400 millones. En 2008, debido a los efectos negativos de la crisis en el modelo empresarial de la compañía (mayores costos debido a los precios más altos del combustible, e ingresos menores debido a los bajos precios internacionales del azúcar), la compañía decidió implementar un sistema de inteligencia empresarial (IE) para optimizar sus procesos, reducir costos e incrementar la productividad. En ese momento, la compañía tenía más de cien años de datos, sistemas de información que alimentaban sus principales procesos empresariales, y una cultura que apreciaba la información como la base para tomar decisiones. Sin embargo, había inconsistencias entre los sistemas de datos, los usuarios recibían informes altamente complejos en Excel o en pantallas verdes, y el monitoreo de los procesos se realizaba mucho tiempo después de que las tareas se completaban. Como respuesta, SER usó el método ETL (extracción-transformación-carga) para recolectar y limpiar los datos que se iban a emplear en la plataforma de IE (el caso deja las preguntas concernientes a la elección de los sistemas abiertas para discusión). Con base en su modelo empresarial, se seleccionaron los procesos más importantes y se definieron indicadores clave de desempeño (KPI) para medir el impacto de los cambios en esos procesos. La empresa consideró el diseño gráfico una herramienta para hacer que el sistema fuera más aceptado por los usuarios, y trabajó de la mano con ellos para que los informes solo ofrecieran la información mas importante. El resultado fue una mejora en los costos y en la productividad. Se disminuyó el tiempo manual de cosecha en un 14%, el tiempo de corte automático en un 10%, y se eliminaron 1.556 horas de tiempo muerto de los equipos en el campo. Al monitorear el peso de los vagones cargados con caña de azúcar en tiempo real, SER logró evitar 20.000 viajes desde el campo hasta las fábricas, lo que implicó ahorros de más de USD 1 millón. La percepción de los clientes con respecto a la compañía mejoró, tanto local como internacionalmente, gracias a la implementación de un sistema de trazabilidad del azúcar. Complexity academic level Sistemas de información Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.