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Emerald Emerging Markets Case Studies 2015

Case Title Region Country Case-writer Institution Pub Year Subject

Bridging Western management


theories and Japanese management
National University of International
practices: case of the Toyota Way South East Asia Japan Low Sui Pheng 2011
Singapore, Singapore Business
model.

Homegrown Kenya: the


United States
horticultural industry under fire on Environmental
Africa Kenya George Kaol International University, 2011
CSR. Management
Kenya
Introducing innovation in a housing Universiti Sains
South East Asia Malaysia Nor aini Yusof 2011 Built Environment
development firm in Malaysia. Malaysia, Malaysia

Kulula.com: now anyone can fly in


Geoff Bick & Stephanie WITS Business School,
South Africa Africa South Africa 2011 Marketing
Townsend South Africa

LifeSpring Hospitals: a social Indian Institute of


innovation in Indian healthcare. India India Krishnadas Nanath Management 2011 Entrepreneurship
Kozhikode, India
Yutong Bus, China: management
buy-out China China Yanling Zhang Fudan University, China 2011 Strategy

Race-ing ahead! Just a storm in


Indian College of
the tea cup? India India Prafulla Kumar Das 2011 Marketing
Management, India

A Big Bath in China: accounting


Accounting &
and corporate governance China China Mingchuan Ren Fudan University, China 2011
Finance
Indian Institute of
ABIL's dilemma: to brand or not to Sonal Sisodia, Nimit
India India Travel and Tourism 2011 Marketing
brand in India. Chowdhary
Management, India

Advanced Systems, Egypt: IT


outsourcing in a highly competitive Samir M. Youssef The American Human Resource
Africa Egypt 2011
market University, Cairo Management

Air Jamaica more than a national


University of Tourism &
airline South America Jamaica Gaunette Sinclair-Maragh 2011
Technology, Jamaica Hospitality
University of
Al Ain Dairy: market expansion International
Middle East Dubai Melodena Balakrishnan Wollongong Dubai, 2011
Business
UAE

Alcohol consumption ad nauseam


without any consequences?: How to Munich University of
launch an alcohol-reducing product Eastern Europe Germany Angela Poech Applied Sciences, 2011 Entrepreneurship
on the market Germany

Aquachemie LLC expansion in University of


International
Qatar Middle East Dubai Arijit Sikdar Wollongong Dubai, 2011
Business
UAE
Assess your business model strategy
Izmir University of International
to sustain Eastern Europe Turkey Demir and Gurcu 2011
Economics, Turkey Business

Institute of
Aztec Fluids & Machinery: issues in Management, Nirma
India India Satish K. Nair 2011 Strategy
managing growth in India University, Ahmedabad,
India
Assistant Professor at
Ballarpur Industries Ltd: aligning Joffi Thomas, Ashok
the Indian Institute of
marketing strategy in a turbulent India India Pratap Arora, Rajen K. 2011 Marketing
Management
environment Gupta
Kozhikode

BBMCI: setting up a distribution Management


channel in India India India Jaydeep Mukherjee Development Institute, 2011 Marketing
India

Behind the veil Alexandra Snelgrove, MEDA, Waterloo, International


India Pakistan 2011
Ariane Ryan Canada Business
The George Washington
Bridging the divide between
Liesl Riddle, Tjai M. University, Washington,
diaspora investment interest and
Africa Africa Nielsen, George A. District of Columbia, 2011 Entrepreneurship
action
Hrivnak Jr USA

Building Brazillian Citizenship in


Luciano Barin Cruz, Luis
the Context of Poverty, Waste, Drugs
Felipe Nascimento, Matias
and violence: The Social South America Brazil HEC Montreal, Canada 2011 Entrepreneurship
Poli Sperb
Entrepreneurship Project of Marli
Medeiros

Conglomerate diversification
V.K. Nangia, Rajat Indian Institute of
through cross-continent acquisition:
India India Agarawal, Vinay Sharma, Technology Roorkee, 2011 Strategy
Vedanta weds Cairn India
K. Srinivasa Reddy India
Culture, career and more: the case of
Dilip Roy at IHI (India) Pvt. Gujarat University, Human Resource
India India Margie Parikh 2011
Limited, a subsidiary of Itsun China India Management

Customer asset management at DHL


Jochen Wirtz, Indranil National University of Operations &
in Asia South East Asia Singapore 2011
Sen, Sanjay Singh Singapore, Singapore Logisitcs

D crop protection Malaysia:


Soon-Yau Foong, Beng- Universiti Putra
competition from generic herbicides South East Asia Malaysia 2011 Strategy
Seng Ho Malaysia, Malaysia
Katri Kerem, Dietmar Estonian Business
Deal of the day at Cherry.ee Eastern Europe Estonia 2011 Strategy
Sternad School, Tallinn

Universiti Utara
Dream or doom dome South East Asia Malaysia Abu Bakar 2011 Built Environment
Malaysia, Malaysia

Dubai mall: a multipurpose University of


destination in the Middle East Middle East Dubai Ravindra Saxena Wollongong Dubai, 2011 Marketing
UAE
Economic Zones World (EZW) University of
Operations &
supply chain strategy Middle East Dubai Balan Sundarakani Wollongong Dubai, 2011
Logisitcs
UAE

University of
Emerging Technologies, UAE Middle East Dubai Dr. Jawahitha Sarabdeen Wollongong Dubai, 2011 Strategy
UAE

Enabling excellence in operations IILM Institute for


Operations &
through technological innovation India India Meeta Dasgupta Higher Education, 2011
Logisitcs
Gurgaon, India
Etihad: contributing to the UAE University of
Human Resource
vision through Emiratisation Middle East Dubai Melodena Balakrishnan Wollongong Dubai, 2011
Management
UAE

University of Dar es
Fraud at the Central Bank of Accounting &
Africa Tanzania Mussa Assad Salaam Business 2011
Tanzania Finance
School, Tanzania

From traditional manufacturing


towards virtual servi-manufacturing: Allborg University, International
China Denmark Brian Waehrens 2011
Gabriel's journey Denmark Business
Fun 2 Fit Aerobics: The
Universiti Teknologi
Misadventures of Amy and Azi and a South East Asia Malaysia Amran Rasli 2011 Entrepreneurship
Malaysia, Malaysia
Malaysia start up

Garuda Indonesia: To becoming a


PPM School of
distinguished airline South East Asia Indonesia Aris Heru Prasetyo 2011 Strategy
Management, Indonesia

Indian Institute of
General Motors India (2009)
India India Dr Keyur Thaker Management Indore, 2011 Strategy
India
Tata Management
Ginger Smart Basics Tourism &
India India Mukta Kamplikar Training Centre, Tata 2011
Hospitality
Group, India

Giordano: positioning for


National University of
international expansion South East Asia Singapore Jochen Wirtz 2011 Marketing
Singapore, Singapore

Global loans in entrepreneurship Romi Kher, Deborah


Cornell University,
(GLIE): ready, set, disaster South East Asia Singapore Streeter 2011 Entrepreneurship
south East Asia
Global operations at Aalborg
Industries context, configuration, Allborg University, International
China Denmark Brian Waehrens 2011
and capabilities Denmark Business

Gloria Jean's Coffee in Malaysia Dr. Asmat Nizam B Abdul Universiti Utara
South East Asia Malaysia 2011 Strategy
Talib Malaysia, Malaysia

University of
Gold Valley Chemical Corporation
Middle East Dubai Gwendolyn Rodrigues Wollongong Dubai, 2011 Entrepreneurship
Dubai
UAE
Institute for
Green Management and
International
Environmental Sustainability: A Anjana Singh, Meghna
India India Management and 2011 Built Environment
Case of ITC Green Center Rishi, Rati Shukla
Technology, Gurgaon,
India

Halonix Limited the product Management


portfolio dilemma India India Sandeep Goyal Development Institute, 2011 Strategy
India

Management
Hay Group in the Middle East Middle East Abu Dhabi Tim Rogmans Zayed University, UAE 2011
Science
ihere.tv -Thailand's Online Media Asian Institute of
South East Asia Thailand Winai Wongsurawat 2011 Entrepreneurship
Entrepreneurs Technology, Thailand

Industrial relations in Botswana


University of Botswana, Human Resource
workplace conflict: behind the Africa Botswana Motsomi Ndala Marobela 2011
Gaborone Management
diamond sparkle

University of
Jumeirah Group, UAE
Middle East Dubai Melodena Balakrishnan Wollongong Dubai, 2011 Marketing
UAE
King's Biscuits Berhad: crafting the
University Tunku Abdul
next move? South East Asia Malaysia Keng-Boon Ooi 2011 Marketing
Rahman, Malaysia

Cape Peninsula
Kulula.com, South Africa a case
University of Human Resource
study Africa South Africa Chux Iwu 2011
Technology, South Management
Africa

Launch and closure of an Indian


cement plant: Decision making at Gujarat University, Operations &
India India Margie Parikh 2011
Arco Ltd and EGL, its Associate India Logisitcs
Leading change: story of Mumbai National Institute of
Mani Madala, Sumi Jha, Public Sector
Rail Vikas Corporation India India Industrial Engineering 2011
Som Sekhar Bhattacharyya Management
(NITIE), Mumbai, India

Managing word of mouth: the


referral incentive programme that Patricia Chew, Jochen National University of
South East Asia Vietnam 2011 Marketing
backfired Wirtz Singapore, Singapore

Market Entry of a Western Company Technische Universitt International


Middle East Saudi Arabia Florian Rupp 2011
in the Middle East Mnchen. Germany Business
Mobile marketing at Turkcell:
Aysegul Toker, Kaan Istanbul Bilgi
Turkey's leading mobile operator Eastern Europe Turkey 2011 Marketing
Varnali, Cengiz Yilmaz University, Turkey

MTN South Africa: one group, one


Geoff Bick, John Luiz and WITS Business School,
vision, one brand Africa South Africa 2011 Marketing
Stephanie Townsend South Africa

Namibia's Damara Culture Center: a


Utah Valley University, Management
case study Africa Namibia Douglas Miller 2011
US Science
Newly empowered: experiences of
Tran Thuy Trang, Winai Asian Institute of Human Resource
young leaders in Vietnam South East Asia Vietnam 2011
Wongsurawat Technology, Thailand Management

Not for profit for revenues in


Istvan Maklari The Wharton School at
Eastern Europe: The Birch House
Eastern Europe Hungary * RUNNER UP CEEMAN the University of 2011 Strategy
Zoo
2010 Pennsylvania, Hungary

Oilfield Services the Abu Dhabi University of


Management
branch Middle East Dubai Conchita Mary Fonseca Wollongong Dubai, 2011
Science
UAE
MOP Vaishnav College
PETAWRAP: the Indian grilled
India India Sonia Mehrotra for Women, Madras 2011 Entrepreneurship
wraps
University, India

Piping Hot Dogs: A case of a Dr. Asmat Nizam B Abdul Universiti Utara
South East Asia Malaysia 2011 Entrepreneurship
Malaysian franchise Talib Malaysia, Malaysia

Prabhar Oil Company, and


Indian Institute of
distribution challenges in the Indian
India India Ramendra Singh Management Calcutta, 2011 Marketing
lubricants industry
India
Precision Air Services Ltd jostling University of Dar es
International
for position in Tanzanian airspace Africa Tanzania Ellinami Minja Salaam Business 2011
Business
School, Tanzania

Privatization of Malaysian Property Universiti Teknologi


South East Asia Malaysia Dr Ismail Omar 2011 Built Environment
Development Projects Malaysia, Malaysia

Production Services Network (PSN) University of


Human Resource
Emirates rising up to the people Middle East Dubai Payyazhi Jayashree Wollongong Dubai, 2011
Management
challenge UAE
University of
Promoseven Sports Marketing Middle East Dubai Donelda S. McKechnie Wollongong Dubai, 2011 Marketing
UAE

Renewal of Fijian post and


telecommunications: challenging the University of Waikato, Public Sector
South East Asia Fiji Umesh Sharma 2011
organizational change option New Zealand Management

Thammasat Business
Reporting and evaluation in a data
Teerachai School, Thammasat Accounting &
communication firm South East Asia Thailand 2011
Arunruangsirilert University, Bangkok, Finance
Thailand
Rethink: corporate social Dietmar Sternad Carinthia University of
responsibility at Si.mobil Eastern Europe Austria *WINNER CEEMAN Applied Sciences, 2011 Strategy
COMPETITION 2010 Austria

RML: market intelligence in India Kasina V. Rao and R. M. SJM School of Environmental
India India 2011
with mobile SMS intervention. Sonar Management, India Management

Scandic Hotel Chain in the Baltic a


University of Gavle, Tourism &
case of strategic marketing Eastern Europe Baltics Aihie Osarenkhoe 2011
Sweden Hospitality
Strategic buying at National Foods, Institute of Business
Mohammad Kamran Operations &
Pakistan a recipe for success India Pakistan Administration, 2011
Mumtaz, Shahid Raza Mir Logisitcs
Pakistan

Talent management and succession Singapore Institute of


Marion Neubronner, Yu Human Resource
planning in emerging Asia South East Asia Singapore Management, Singapore 2011
Zhen Lee Management

Talent management at Telekom


Universiti Brunei Human Resource
Malaysia Berhad South East Asia Malaysia Azimah Sumardi 2011
Darussalam, Brunei Management
The Accra Beach Hotel: block
booking of capacity during a peak National University of Tourism &
South America Caribbean Jochen Wirtz 2011
period Singapore, Singapore Hospitality

The Banyan Tree: branding the National University of


South East Asia Thailand Jochen Wirtz 2011 Marketing
intangible Singapore, Singapore

The changing landscape for Chinese


small business: the case of Bags of Staffordshire
China China Dr Zhuang Lee 2011 Entrepreneurship
Luck University, UK
The Chilean wine industry: new
Universidad Adolfo
international strategies for 2020 South America Chile Christian Felzensztein 2011 Marketing
Ibanez, Chile

University of
Management
The Dubai Tennis Ball Machine Middle East Dubai Zeenath Reza Khan Wollongong Dubai, 2011
Science
UAE

The glowing business growth and


darkness beneath: Tirupur knitwear PSG Institute of Human Resource
India India Krishnaveni Muthiah 2011
cluster of India Management, India Management
University of
The human factor in 5S Technology, Bialystok,
Wieslaw Urban, Agnieszka Operations &
implementation: perspectives from Eastern Europe Poland & 2011
Mazurek Logisitcs
Poland Bianor Sp z o.o.,
Bialystok

International
Tourism &
The Oberoi resorts: luxury redefined India India Sonia Bharwani Management and 2011
Hospitality
Technology, India

Maastricht School of
The perception of employer value
Management,
propositions and the contrast Stephanie Jones, Ahmad
Maastrcht, The Human Resource
between Dutch and Chinese China China Ahmad 2011
Netherlands Management
graduates: A case study of TNT
The Premium Industries Group University of
Dubai Middle East Dubai Swapna Koshy Wollongong Dubai, 2011 Strategy
UAE

The transformation process of AGD,


IAE Business School,
Argentina South America Brazil Andres Hatum 2011 Strategy
Argentina

University of
Accounting &
The UAE Islamic Bank Middle East Dubai Hela Miniaoui Wollongong Dubai, 2011
Finance
UAE

University of
TMH - Pitching for WOMAD Middle East Dubai Dr. Prakash Vel Wollongong Dubai, 2011 Marketing
UAE
Touch solutions response to Y University of Belgrade,
Eastern Europe Serbia Vesna Damnjanovic 2011 Entrepreneurship
generation. Serbia

UAE Exchange Centre LLC:


UAE Exchange Centre, International
business level strategies Middle East UAE Thomas Joseph 2011
UAE Business

UST Global, India: delivering DC School of


software service solutions India India Balakrishnan Menon Management and 2011 Marketing
Technology, India
Vodafone Egypt (A): the investment
decision Africa Egypt Harold Harlow Wingate University, US 2011 Strategy

What's cooking: Indonesia's


Universiti Utara Environmental
Kerosene to LPG conversion South East Asia Indonesia Abdul Rahim Abu Bakar 2011
Malaysia, Malaysia Management
programme

Woolworths South Africa: making


WITS Business School, International
sustainability sustainable Africa South Africa John Luiz 2011
South Africa Business
Ilona Beatrice Polyak,
Zwack, Hungary: a tradition of
Yusaf Akbar CEU Business School, Management
innovation amidst challenges Eastern Europe Hungary 2011
* CEEMAN RUNNERS Hungary Science
UP 2010

School of Business,
Emerging entrepreneurship in Cuba South America Cuba Marilyn M. Helms Dalton State College, 2011 Entrepreneurship
Georgia, USA

Institute of
Affordable solar solutions to replace Environmental
India India Harjit Singh Management Education, 2011
diesel gensets Management
Ghaziabad, India
Institute for
Synergy between ISA and Manual
Meghna Rishi and Anjana International Accounting &
Auditing Practises at Jain India India 2011
Singh Management and Finance
Chowdhary & Co, India
Technology, India

The University of North


Kapersky Lab: from Russia with International
Eastern Europe Russia Nir Kshetri Carolina Greensboro, 2011
anti-virus Business
USA

Indian Institute for


Can Bilcare's anti-counterfeiting Planning and
Sonal Sisodia, Nimit International
Technologies handle the Menace of India India Management & Indian 2011
Chowdhary Business
Counterfeit? Institute for Travel and
Tourism
Stillman School of
China's Rippo of Zippo: expanding Business, Seton Hall
International
the costs of pirated intellactual China China A D Amar University, South 2011
Business
property Orange, New Jersey,
USA

University Torcuato Di
BioScience Argentina: BioMobile
South America Argentina Jaqueline Pels Tella, Buenos Aires, 2011 Marketing
and the telemedicine market
Argentina
Universiti Teknologi
Mydin transformation focus: Nik Maheran Nik
South East Asia Malaysia Mara (UTM), Kota 2011 Strategy
leadership and organisational change Muhammad
Bharu, Malaysia

Faculty of Economy,
Gazi: what's next? Eastern Europe Albania Vasilika Kume Tirana University, 2011 Entrepreneurship
Tirana, Albania

Institute for
International
GOONJ success through
India India Gunjan Sanjeev Management and 2011 Entrepreneurship
innovation
Technology, Gurgaon,
India
Faculty of Economy,
Vasili Eastern Europe Albania Vasilika Kume Tirana University, 2011 Entrepreneurship
Tirana, Albania

Rakesh Kumar Pati & Indian Institute of Environmental


SELCO: lighting rural India India India 2011
Niharika Garud Management Management

CENTRUM Catlica,
Changing business culture: theory Lima, Peru
Stephanie Jones & International
and practice in typical emerging South America Peru Maastricht School of 2011
Gregory J. Scott Business
markets Management, The
Netherlands
Sharjah Football Club (UAE): still
Middle East Sharjah Nnamdi O. Madichie University of Sharjah 2011 Marketing
kings?

Linzi J. Kemp, Immanuel American University of


Noor Dubai Foundation: managing Operations &
Middle East Sharjah A. Moonesar, Shurooq Al Sharjah, University of 2011
blindness in developing countries Logisitcs
Banna Wollongong in Dubai
Abraaj Capital Limited: celebration Melodena Stephens University of
Middle East Dubai 2011 Entrepreneurship
of entrepreneurship (CoE) Balakrishnan, Ian Michael Wollongong in Dubai

Implications for recruitment in a


multinational organization: a case
American University of Human Resource
study of human resource Middle East Sharjah Linzi Kemp 2011
Sharjah Management
management in the United Arab
Emirates

Ian Michael, Meerah


HAIER: Beat the Heat Middle East Dubai Ketait, Sarah Al Qassimi, Zayed University, Dubai 2011 Strategy
Azza Al Nuaimi
Al Ain Dairy: managing demand and Melodena Stephens University of Management
Middle East Dubai 2011
supply Balakrishnan Wollongong in Dubai Science

Advanced Technology Investment Melodena Stephens


University of
Company (ATIC): a destination, Middle East Dubai Balakrishnan & Immanuel 2011 Entrepreneurship
Wollongong in Dubai
global champion Azaad Moonesar

Jumeirah Group: STAY Melodena Stephens University of Tourism &


Middle East Dubai 2011
DIFFERENT Balakrishnan Wollongong in Dubai Hospitality
Etihad Airways: reputation
Melodena Stephens University of Tourism &
management an example of the Middle East Dubai 2011
Balakrishnan Wollongong in Dubai Hospitality
Eyjafjallajkull Iceland volcano

Alpha: en route from Power-less Narendra Rathi, Gaurav NMIMS, Mumbai,


India India 2011 Strategy
to Power-ful Modi India

Nik Maheran Nik


An unforgettable journey: a story of
Muhammad, Marhaini Universiti Teknologi International
corporate-social transformation of South East Asia Malaysia 2011
Hassan, Suryani Awang, Mara, Kelantan Business
Huntsman Tioxide (Malaysia)
Anidzan Ariffin
Union University,
Jackson
Kiwanis Pancake Day a service Andrew Tiger, Robert Operations &
South America America & Southeastern 2011
operations management case study Howard Logisitcs
Oklahoma State
University

Auditor industry specialization in a


MENA region country: lessons The American Accounting &
Africa Egypt Ahmed M. Abdel-Meguid 2011
learnt from PricewaterhouseCoopers University in Cairo Finance
Egypt

Michael Roberto, Grace Bryant University,


Chang'an Automobile and the International
China China Chun Guo, Crystal X. Smithfield & Sacred 2011
Chinese automotive industry Business
Jiang Heart University
Decision making in creating the National University of
South East Asia Singapore Virginia Cha 2011 Entrepreneurship
world's first smartphone Singapore

Financial closure of Bengaluru Thillai Rajan, Josephine Indian Institute of Accounting &
India India 2011
International Airport Limited Gemson Technology Madras Finance
Punascha: marketing strategies of a ICFAI University &
India India Subhadip Roy, Sunny Bose 2011 Marketing
Bengali publisher IFHE University

Quota for the employment of


University of St Gallen, Human Resource
disabled people in Russia: strategies Eastern Europe Russia Elena Denisova-Schmidt 2011
Switzerland Management
for compliance

Road to Kamaka: the struggles of Joseph Khoury, Luciano HEC Montral, Environmental
Africa Mali 2011
poverty and desertification Barin-Cruz Montral Management
San Francisco State
Round two: repositioning the Tata Sanjit Sengupta, University & Vignana
India India 2011 Marketing
Nano Avadhanam Ramesh Jyothi Institute of
Management

Texas Tech University


Shavteli Winery: where to go from Armand Gilinsky, Brent
Eastern Europe Russia & Sonoma State 2011 Strategy
here? Trela
University

Teaching farmers to hunt Zoltn Buzdy Central European


Management
developing commercial skills at Eastern Europe Hungary *WINNER OF CEEMAN University Business 2011
Science
BDO Hungary 2011 COMPETITION School, Hungary
The Hangzhou Wahaha Group: an
Linyi Li, Lulu Xia, Shanghai University of
insight into diversification strategy China China 2011 Entrepreneurship
Menglei Liu, Yunzhi Ling, Finance and Economics
of China's private enterprises

Reaching the bottom of the pyramid: PSG College of International


India India Krishnaveni Muthiah 2011
micro life insurance in India Technology Business

Quality Tailors, Textiles and Diana Kao, James University of Windsor,


China China 2011 Strategy
Embroidery (QTTE) Higginson Canada
SenseHere: a born global start-up
Middle East Dubai Tim Rogmans Zayed University 2011 Entrepreneurship
based in the UAE

Marios Katsioloudes,
Al-Maha mobile shop Middle East Qatar Qatar University, Doha 2011 Entrepreneurship
Fauzia Jabeen

University of Wollongong in Dubai:


Rob Whelan, Daniel University of Public Sector
creating a private university in the Middle East Dubai 2011
Kratochvil Wollongong in Dubai Management
public interest
XL Pharmaceutical effective Kamal Jaafar, Jawahitha University of Operations &
Middle East Dubai 2011
operation and logistics Sarabdeen Wollongong in Dubai Logisitcs

FieldTurf Tarkett India: challenges


India India Srividya Raghavan IBS, Hyderabad 2011 Marketing
and opportunities in new markets

Twiga Hosting Ltd providing


affordable information and
University of Dar es
communication technologies Africa Tanzania Juma James Masele 2011 Entrepreneurship
Salaam
services to small and medium
enterprises
Marketing of the dark: Memento University of Guelph, Tourism &
Eastern Europe Budapest Brent McKenzie 2011
Park in Budapest Canada Hospitality

University of
EnviroServe: The Green Company in Gwendolyn Rodrigues, Wollongong in Dubai & Environmental
Middle East Dubai 2011
the UAE Vineetha Mathew Dubai Chambers of Management
Commerce and Industry
Bharat Petroleum Company Howard University,
Denver D'Rozario, Keshav Operations &
Limited's (BPCL), India one-stop India India Washington DC & 2011
Shenoy Logisitcs
truck shop (OSTS) retailing format BPCL India

Cilantro Caf goes global:


Menatallah Darrag, Noha German University in International
reflections on internationalization in Africa Egypt 2011
El Bassiouny Cairo Business
Egypt 2.0

Corporate brand building at SRF: Management


Jaydeep Mukherjee,
challenge of selecting the brand India India Development Institute 2011 Marketing
Mukund Trivedy
consultant & SRF Limited
Ajman University of
Shambavi Rajagopal, Science and Technology
Gulfire: in line of fire Middle East Dubai 2011 Marketing
Sitalakshmi Ramanan & Dubai Women's
College

Institute for Integrated


VSL collaborative online business
India India Roma Chauhan Learning in 2011 Entrepreneurship
events
Management, India

Indian Institute of Environmental


GOONJ: the power of cloth India India Krishnadas Nanath 2011
Management Management
Hong Kong Polytechnic
Sinolink Fine Wines China China Soo May Cheng 2011 Marketing
University, Hong Kong

Axel Springer's sustainability


Senior Associate at
entrepreneurialism in Russian wood Environmental
Eastern Europe Russia Nils Peters McKinsey & Company, 2011
supply: just a CSR fad or real change Management
Zurich, Switzerland
in the makings?

Future internet: on a continuous path School of Business and


Virginia Bodolica, Martin
for achieving a vision beyond Middle East Dubai Management, American 2012 Entrepreneurship
Spraggon, Anam Shahid
expectations University of Sharjah
Discovery Ltd: entrepreneurship in Claire Beswick, Boris Wits Business School,
Africa South Africa 2012 Entrepreneurship
its DNA Urban Johannesburg

uropean School of
Corruption by design? International
Eastern Europe Russia Urs Mller Management and 2012
L'ArtiMarch's struggles in Russia Business
Technology, Berlin

Buyer-seller relationship challenge


Centre for International
in export marketing for The Anuj Sharma, A.K. Dey, International
India India Business & Policy, 2012
Handicrafts and Handlooms Export Prerna Karwa Business
BIMTECH
Corporation (HHEC)
Institute of Business
Mobile marketing at Telenor
India Pakistan Yasmin Malik Administration (IBA), 2012 Marketing
Pakistan a MAD strategy?
Karachi, Pakistan

Rajiv Gandhi Institute


Managing natural gas business: a of Petroleum
Sanjay Kumar Kar, Subrat
case of Bharat Natural Gas Company India India Technology & School 2012 Marketing
Sahu
Limited of Petroleum
Management

University of Ghana
E-commerce capabilities of a Richard Boateng, Joseph Business School &
Africa Ghana 2012 Strategy
Ghanaian used car retailer Budu, Sheena Okai PearlRichards
Foundation
Varsha Manikandan, G. Amity Business School
They don't just cater, they care a Tourism &
India India Swaminathan, Varsha & Sakthi's Kitchen 2012
case on Sakthi's Kitchen Pvt Ltd Hospitality
Khattri Private Limited

Indian Institute of Human Resource


A day to remember! India India Kamal K. Jain 2012
Management, Indore Management

Tata Power Delhi Distribution Ltd: Monica Singhania, R.


India India University of Delhi 2012 Strategy
measuring beyond the metrics Venkatesh
OP Jindal Global
Coping with capacity expansion: University & Go-Goal Operations &
India India Saroj Koul, Mayank Arora 2012
Go-Goal Hydro's panache Hydro Power (P) Logistics
Limited

Vinamilk: from local cooperatives to


South East Asia Thailand John Walsh Shinawatra University 2012 Marketing
international corporation

G D Goenka World
Performance management at Bolts' Seema Bhatt, Sridar Human Resource
India India Institute & Chennai 2012
convenience stores Natrajan Management
Business School
Management
Team Computers: positioning to Jaydeep Mukherjee, Ashok
India India Development Institute, 2012 Entrepreneurship
grow Kapoor
Gurgaon

Magic Films: the case of an Indian Kallol Das, Monali Mudra Institute of Management
India India 2012
start-up Chatterjee, U.T. Rao Communications Science

Anshul Verma, Kartik Birla Institute of


Kesineni Tours and Travels India India Dave, K.R. Chari, Management 2012 Strategy
Chanchal Kushwaha Technology
Prayer rooms: an augmented or Amalia E. Maulana, Lexi
Binus University,
expected benefit? Senayan City Mall South East Asia Indonesia Z. Hikmah, Yudha 2012 Marketing
Jakarta
Jakarta Andriyanto

The dream's door: a case of a MNC Queen Mary University Human Resource
Eastern Europe Poland Dorota Joanna Bourne 2012
in Poland of London Management
Finding, training, and keeping best Chinhoyi University of Human Resource
Africa Zimbabwe Martin Dandira 2012
service workers Technology, Zimbabwe Management

National Institute of
Shraddhanand Mahila Ashram: a Sumi Jha & Som Shekhar Human Resource
India India Industrial Engineering 2012
quest for a future filled with dreams Bhattacharyya Management
(NITIE), Mumbai

Mahasarakham
International market expansion of Olimpia C. Racela & University, Thailand
South East Asia Thailand 2012 Marketing
Jintan Nude in Thailand Amonrat Thoumrungroje & Assumption
University, Thailand
Indian Institute of
Technology, Amity
Outdoor experiential training as a Alok Kumar Goel, Geeta Human Resource
India India International Business 2012
catalyst for success Rana & Chitra Krishnan Management
School, Amity
University.

Bank Z's communication dilemma El Izi Comm.


Eastern Europe Turkey Nkhet Vardar 2012 Marketing
during Turkey's 2001 crisis Consultancy Ltd,

Strategy for water pump Wai Yu Yiu, Chung Mau The University of Hong
China Hong Kong 2012 Strategy
maintenance in Peakland Yu, Ryoko Kanna Kong
Soliton Technologies financing Indian Institute of Accounting &
India India Thillai Rajan A 2012
growth in uncertain times Technology Madras Finance

San Antonio: assessing the key IAE Business School,


South America Argentina Javier Jorge O 2012 Marketing
account management system Austral University,
Fundacin arteBA: supporting visual Universidad de San Accounting &
South America Argentina Gabriel Berger 2012
artists by promoting the art market Andrs Finance

Institute of
Health Pharma: managing supply Operations &
India India Surajit Ghosh Dastidar Management 2012
chain Logistics
Technology
Accounting &
KK Metals: CNC process costing India India Monica Singhania University of Delhi 2012
Finance

AFP Innova: competing in a tender


South America Chile Pablo Faras Universidad de Chile 2012 Marketing
for new affiliates

HCL Care: harnessing the out of Management


India India Jaydeep Mukherjee 2012 Marketing
warranty ICT service market Development Institute
One life, one chance: Cordlife
Sciences India Pvt. Ltd. Preserving India India Rik Paul, Nitika Sardana, IFHE University 2012 Marketing
the precious gift

Implementing strategic stock to Operations &


Eastern Europe Sweden Joakim Kembro Lund University 2012
improve humanitarian aid response Logistics

Nataliya A. Kravchenko, Novosibirsk State


A tough choice Eastern Europe Russia 2012 Strategy
Svetlana A. Kuznetsova University
Lights out for Capital Mills Limited The University of
South America Trinidad Shellyanne Wilson 2012 Strategy
(CML)! Trinidad and Tobago

Marketing and production conflict at


Chinhoyi University of Human Resource
Dandiraz Electrical Company, Africa Zimbabwe Martin Dandira 2012
Technology Management
Zimbabwe

Sanjeev Prashar, Lokesh


Haridoss, V. Jagadeesh Indian Institute of International
Tax me not: Vodafone's plea to India India India 2012
Kumar, Rashmi Kumar Management Raipur Business
Aggarwal
Role of haraam practices on
behavior and performance of Muhammad Zia-ur- Human Resource
India Pakistan NUML, AIOU 2012
employees: a case study of business Rehman, Majid Rashid, Management
organization

G D Goenka World Human Resource


Dilemma in hiring India India Seema Bhatt 2012
Institute Management

Department of
Reshma Nasreen, Sadaf
Fast Trax the Indian QSR chain India India Management, Jamia 2012 Marketing
Siraj, Sana Beg
Hamdard
Landscaping and decoration: beauty Zororo Muranda, Peter
Africa Botswana University of Botswana 2012 Entrepreneurship
in the desert Lewa

Matas Vala, Kotryna


Short run stabilization and long run Stockholm School of International
Eastern Europe Sweden Drasutyte, Egle Maulyte, 2012
competitiveness: the Latvian case Economics Business
Ignas Daunys
Innovation and development
Nuria Calvo, Oskar
cooperation in Central America and South America Spain University of A Corua 2012 Strategy
Villarreal
Caribbean. Mission impossible?

Tin Mining, Inc.: the paradox of Jos Camilo Dvila, Universidad de los
South America Columbia 2012 Strategy
organizational capabilities Roberto Gutirrez Andes
Tips & Toes: a total reward strategy Adrienne A. Isakovic, Hamdan bin Human Resource
Middle East Dubai 2012
fuels growth Fatima Al Mansoori Mohammed eUniversity Management

Henrietta N.
Nike Davies-Okundaye: building a Onwuegbuzie, Gordon N.
Africa Nigeria Pan-African University 2012 Entrepreneurship
family social enterprise Adomdza, Fredrick O.
Ogola

AngloGold Ashanti: the dawning of University of Cape Human Resource


Africa South Africa Anita Gihwala 2012
a new age Town Management
Financial turnaround of Indian Monica Singhania,
India India University of Delhi 2012 Strategy
Railways (A) Sanjeev Sharma

Financial turnaround of Indian Monica Singhania,


India India University of Delhi 2012 Strategy
Railways (B) Sanjeev Sharma

Sinthu Creation South East Asia Thailand John Walsh Shinawatra University 2012 Entrepreneurship
Uncertainties in business
environment political exigencies International
Gaurav Tripathi, M. International
versus economic realities: the saga Africa Zimbabwe Management and 2012
Durgamohan Business
of Zimbabwe Iron & Steel Company Technology
(ZISCO)

Javier Jorge O. Silva,


Lubrax by Petrobras South America Argentina Fernando Zerboni, IAE Business School 2012 Marketing
Maricruz Prado

Partnering for business


International
transformation: the Wipro India India Asha Kaul, Vidhi Chaudhri Institute of Management 2012
Business
Consulting Services story
Strategic change for sustainability in Boriboon Pinprayong, Asian Institute of
South East Asia Thailand 2012 Strategy
Thai Commercial Bank Winai Wongsurawat Technology (AIT)

Ren-Er Co: how to be successful Pvel Reyes-Mercado, EGADE Business


South America Mexico 2012 Marketing
with marketing plan Rajagopal School

Social media marketing at Reebok


Pinaki Dasgupta, Jones Indian Institute of
India the dilemma of ROMI and India India 2012 Marketing
Mathew Foreign Trade
beyond
Les Roches-Gruyre
University of Applied
Robert Alan Lewis, Ewa Human Resource
A hotel within a hotel in Bangkok South East Asia Bangkok Sciences/Les Roches 2012
Maria Mottier Management
International School of
Hotel Management

Car-sharing: a feasible business Worcester Polytechnic


China China Amy Z. Zeng 2012 Entrepreneurship
expansion at Hangzhou Omnipay? Institute

Training and development at Ashish Malik, Martin Human Resource


India India University of Newcastle 2012
BPOLAND Fitzgerald Management
Supply issues in ACPL an Operations &
India India Hari Narain Singh IMS 2012
electrical manufacturing company Logistics

Institute of
Satya Bharti School Program: the
India India Jyoti Kainth Management 2012 Strategy
kaizen way
Technology Ghaziabad
To die with dignity hospice care Shyam Kamath, Jyoti Saint Mary's College of Environmental
India India 2012
for the poor in India Bachani California Management

China Europe
Yongye Group: trust-based Pablo Cardona, Jiming Human Resource
China China International Business 2012
management Bao, Isabel Ng Management
School (CEIBS)
Aluisius Hery Pratono,
Kopy Luwak: a conservation Faculty of Business and International
South East Asia Indonesia Irzameingindra Putri 2012
strategy for global market Economics Business
Radjamin

VNFPP Ltd: using holistic marketing S. Ramesh Kumar, Arun Indian Institute of
India India 2012 Marketing
in a small enterprise context Bhattacharyya Management, Bangalore
Automating attendance recording of
OP Jindal Global Human Resource
contingent labours at a large India India Saroj Koul 2012
University Management
construction site

Morocco's Novatis Group: diaper Shahram Taj, Souheil


manufacturing in a developing Africa Morocco Badaa, Sarena Garcia- University of St Thomas 2012 Marketing
country DeLeone, Beena George

Fashioning corporate social Peter Jones, David Hillier, University of International


South East Asia UK 2012
responsibility Daphne Comfort Gloucestershire Business
McDonald's breakfast launch Institute of Business
India Pakistan Farah Naz Baig 2012 Marketing
dilemma Administration

Delays in probing case irks workers, Chinhoyi University of International


Africa Zimbabwe Martin Dandira 2012
AMARA, Zimbabwe Technology Business

Institute of
Phanindra Sama: founding redBus India India Surajit Ghosh Dastidar Management 2012 Entrepreneurship
Technology (IMT)
Apoorva Vikrant Kulkarni,
Komal Chopra,
Symbiosis International Operations &
ProdVal production challenges! India India Krishnakant Roy, Raji 2012
University Logistics
Vamadevan, Sajeesh
Hamsa

Cochin University of Human Resource


Welcome to Pointsoft family India India Chandra Vadhana R. 2012
Science and Technology Management

Doing the act: Lenovo and Indian Institute of


India India Asha Kaul 2012 Marketing
corporate reputation Management
The Indian television broadcasting Suma Damodaran, Uday XLRI School of
India India 2012 Strategy
industry 2012 Damodaran Management

Taj: I will prevail. Exemplifying


India India Rik Paul IFHE University 2012 Marketing
customer service in times of crisis

Ajay Kumar Garg


Vodafone marketing
India India Namita N. Kumar Institute of 2012 Marketing
communications
Management
Tallinn University of Accounting &
Vtsa Agro AS financial distress Eastern Europe Estonia Laivi Laidroo 2012
Technology Finance

Growing pains: problems in the


Huang Gui, Fu
performance appraisal of China's Human Resource
China China Chunguang, Chen Jingli, Sun Yat-Sen University 2012
state-owned enterprises transformed Management
Pan Minting
from governmental organizations

Feeding the hungry surfers: www.juste India India Rik Paul, Debapratim Purkayastha IFHE University 2012 Marketing
Daiichi Sankyo's generic (mis) Indian Institute of
India India Alka Chadha 2012 Strategy
adventure: the Ranbaxy takeover Management Trichy

Global Synfuels' financial and Institute of


Narender Lal Ahuja, Sweta
strategic appraisal of a coal-to-liquid India India Management 2012 Strategy
Agarwal
project Technology

Never innovate to compete rather


Indian Institute of
innovate to change the rules of the India India Rajeshwari Victor 2012 Marketing
Technology
game
Janalakshmi Financial Services Dolphy M. Abraham,
Private Limited: strategic innovation India India Mohan Gopinath, Edwin Alliance University 2012 Strategy
to achieve financial inclusion Castelino

Accounting &
Ommune IT Solutions: make or break India IndiaMonica Singhania, Syed Ashraf Husain
University of Delhi 2012
Finance

Arun Kumar
Financing technology startups: an Indian Institute of
India India Gopalaswamy, Saji K. 2012 Entrepreneurship
entrepreneur's dilemma Technology Madras
Mathew
Drop-offs in the Asian electronics K. Srinivasa Reddy, Rajat
Indian Institute of International
market: unloading Bolipps and India India Agrawal, Vinay Kumar 2012
Technology Roorkee Business
Canssonic Nangia

Ethical decision making in a critical


China ChinaHao Chen, Xiaoming Zheng, Lijuan Liu
Tsinghua University 2012 Strategy
development phase

Feixiang to FOTILE: growth of a Jianchang Liu, Kathryn Zhejiang Textile &


China China 2012 Strategy
family business Carlson Heler Fashion College
China Europe
Ramakrishna Velamuri,
Noah Wealth Management China China International Business 2012 Entrepreneurship
Yuan Ding, Jianhua Zhu
School

The rule of traffic forecasting in


United Republic of Operations &
railway logistics: the case of the Africa Tanzania Japhet Gabriel Mbura 2012
Tanzania Logistics
central corridor in East Africa

AIT Extension and Accounting &


High rise in Ho Chi Minh City South East Asia Vietnam Sundar Venkatesh 2012
School of Management Finance
The University of Texas
A new business model to Chinese
China China Zheng Wang, Guiping Lin Health Science Center, 2012 Entrepreneurship
style agricultural industrialization
Houston

Crediamigo: partnering with Frdric Lavoie,


South America Brazil HEC Montral 2012 Strategy
Vivacred? Emmanuel Raufflet

Should Tbgo be dropped from Regional College of


India India Prafulla Kumar Das 2012 Marketing
UCF's product portfolio? Management
Why are China's companies doing
Chunjia Han, Stephen Management School,
overseas M&As? The case of Geely China China 2012 Strategy
Rhys Thomas Southampton University
and Volvo

CSR in banking in emerging markets Maastricht School of International


Eastern Europe Turkey Stephanie Jones 2012
stakeholder perspective Management Business

Denbigh Showground: a potential


University of
agri-cultural attraction concept for South America Jamaica Gaunette Sinclair-Maragh 2012 Tourism
Technology
tourism in Jamaica
GranuLab (C): internationalizing Khairul Akmaliah Adham, Universiti Kebangsaan International
South East Asia Malaysia 2012
GranuMaS Mohd Fuaad Said Malaysia Business

Colchones Eldorado: dreaming of Delio I. Castaneda, Luisa Pontificia Universidad


South America Columbia 2012 Strategy
innovating F. Manrique Javeriana

Anhui Xuanjiu Group: creating Hefei University of Human Resource


China China Wu Ci-sheng, Zhou Zhen 2013
happiness for employees Technology Management
Sandra Jennina Sanchez
Eldorado family: the survival and Pontificia Universidad
South America Columbia Perdomo, Mario Andres 2013 Entrepreneurship
succession plan Javeriana
Manzi Puertas

From strategy to numbers: how to


penetrate overseas market for
Lingnan (University)
ChinaSoft, when Chinese ITO and China China Victor Jun Zeng 2013 Strategy
College
BPO industry being re-structured in
2012

I have a dream: Ayuvayur Manoj Joshi, Apoorva


India India Amity Business School 2013 Entrepreneurship
Pharmaceuticals Srivastava
YC Company: decreasing profit Zhuo Jun, Huang Yingrui,
China China Zhejiang University 2013 Strategy
margin in overseas market Li Lele, Mark J. Greeven

Institute for
FIAT: a good product with a wrong N.H. Mullick, Gaurav International
India India 2013 Marketing
strategy Tripathi Management &
Technology

Employing CSR in SME


development to survive Arab Spring
Hadia Hamdy Abdel Aziz, German University in Management
fluctuations the case of Egypt: Africa Egypt 2013
Menatallah Darrag Cairo Science
General Authority for Investment
(GAFI)
Going international through Yamen Koubaa, Rym
International
successful partnerships: the case of Africa Tunisia Srarfi Tabbane, Manel France Business School 2013
Business
GIAS Hamouda

Grundfos LIFELINK: solving the International


Eastern Europe Turkey Poul Houman Andersen Aarhus University 2013
base of the pyramid tangle? Business

Self-sustaining grassroots
organizations: a real option? The David Schnarch, Natalia Universidad de los
South America Columbia 2013 Strategy
case of Corporacin Picacho con Franco Andes
Futuro
Thai Beverage Public Company
Amonrat Thoumrungroje,
Limited: Thailand leader, global South East Asia Thailand Assumption University 2013 Strategy
Olimpia C. Racela
challenger

Sustainability as an imperative and


Saji K. Mathew, Thillai Indian Institute of Environmental
an opportunity: the case of Infosys India India 2013
Rajan Technology Madras, Management
Limited

Aavaran: creating niche through National Institute of


India India Jagriti Mishra 2013 Marketing
contemporary traditional textiles Fashion Technology
World is classroom: the case of
India India A. Srinivasa Rao BITS Pilani 2013 Entrepreneurship
Univexcellence.com

Farming the white gold in a world A.K. Siti-Nabiha, Dayana Universiti Sains Public Sector
South East Asia Malaysia 2013
heritage city Jalaludin, Hasan Ahmed Malaysia Management
Customer centricity for growth Yes Dhananjay Bapat, Asha National Institute of
India India 2013 Marketing
Bank experience Naik Bank Management

A social entrepreneur's journey: Bonita Betters-Reed, Elise Simmons School of


South America Mexico 2013 Entrepreneurship
leading a foundation across cultures Porter Management

Bharat Tobacco: vendor selection Monica Singhania, Gagan Operations and


India India University of Delhi 2013
and vendor rating Gandhi Logistics
Just Falafel: a success story of an Fauzia Jabeen, Marios I.
Middle East Dubai Abu Dhabi University 2013 Entrepreneurship
international expansion Katsioloudes

National Innovation
Anandam's woodstove technology India India Stuti Saxena 2013 Marketing
Foundation

Surajit Ghosh Dastidar,


After 12 India India IMT Hyderabad 2013 Entrepreneurship
Nitin Kumar Jain
Punyaslok Dhall, Jaydeep
Ocean World Water Park: destination
India India Mukherjee, Kalyan K. KIIT University, 2013 Marketing
marketing challenge
Guin

Anand Automotive Limited:


Sumi Jha, Som Sekhar Institute of Industrial Human Resource
leadership development process for India India 2013
Bhattacharyya Engineering Management
creating strategic impact
Value communication: low-cost
Neeraj Pandey, Gaganpreet National Institute of
marketing initiatives for Guru Ki India India 2013 Marketing
Singh Industrial Engineering
Bani 58282

Mayank Joshipura, Vasant


Tata Power Ltd: innovation in Alliance School of Accounting &
India India Sivaraman, Sameer M. 2013
financing growth Business Finance
Nawani
Does supply-demand law work for Yue Qi, Junqi Huang, Accounting &
China China Nankai University 2013
ICBC's stock price? Xiaofeng Peng Finance

Can Bharat Bazar sustain its growth? Susobham Goswami, Jaipura Institute of
India India 2013 Marketing
The story of an Indian retail giant Vikas Nath Management
Transcribe and Tally: jugaad in Human Resource
India India Ashish Malik University of Newcastle 2013
action Management

Customer retention at Hyundai Rik Paul, Debapratim


India India IFHE University 2013 Marketing
Motor India Ltd Purkayastha
Monica Singhania,
Navendu Sharma, J. Accounting &
Hero Cycles: operating break-evens India India University of Delhi 2013
Yagnesh Rohit, Nimit Finance
Mehra

Zizah Che Senik, Adlin


KPJ Healthcare: service Masood, Khairul Akmaliah Universiti Kebangsaan International
South East Asia Malaysia 2013
internationalization Adham, Noreha Halid, Malaysia Business
Rosmah Mat Isa
Sun International: can a blue ocean University of
Shaun Vorster, Marius Tourism and
strategy change the future fortunes Africa South Africa Stellenbosch Business 2013
Ungerer Hospitality
of this South African leisure group? School

TARA Trade: a marketing challenge Gina Vega, Nisreen


Middle East Lebanon Salem State University 2013 Entrepreneurship
in Lebanon Bahnan
New world wines in the UK market:
Carlos Rodriguez, Universidad Adolfo
re-thinking the right strategies for South America Chile 2013 Marketing
Christian Felzensztein Ibaez
2020

Entrepreneurship and engineering:


Operations and
the triumph of All India India India Ankush Guha, Saroj Koul ITM Kharghar 2013
Logistics
Warehousing Private Ltd
Where The Process Fails .There
Dileep Kumar M. & Universiti Utara Human Resource
The Business Learn Customer South East Asia Malaysia 2013
Normala S Govindarajo Malaysia Management
Value..!!

Sanjeev Prashar,
Mumbai Indians: A Case on Social Institute of
India India Harvinder Singh & Kara 2013 Marketing
Media Marketing Management Raipur
Shri Nishanth

Maruti Ertiga launch in India by new


India India Badal B Rath Sri Sri University 2013 Marketing
Category creation
Between Local and Global
Approach: Need for Diffused Model Noreen Saher & Arshia International Islamic Human Resource
Middle East Pakistan 2013
of HRM - Case of SHIFA Mukhtar University Management
International Hospital

Human Resource Management in the


Changing Business Environment of Shashank Shah & Ajith Sathya Sai Institute of Human Resource
India India 2013
the Indian Construction Industry: A Sankar R N Higher Learning Management
Case Study

Zizah Che Senik, Norjaya


GranuLab: positioning GranuMaS in M. Yasin, Khairul Universiti Kebangsaan
South East Asia Malaysia 2013 Marketing
the bone graft substitute industry Akmaliah Adham, Rosmah Malaysia
Mat Isa
Assessing algorithms for selecting
Michael D. Metzger, Arch Accounting &
countries to market new products to South America Caribbean INCAE 2013
Woodside, John C. Ickis Finance
low-income consumers

Zizah Che Senik, Adlin


Masood, Khairul Akmaliah
KPJ Healthcare: the first 30 years South East Asia Malaysia Adham, Noreha Halid, Universiti Kebangsaan 2013 Strategy
Soo-Wah Low, Rosmah
Mat Isa
Harsha Desai, Kiran J.
Global Outsourcing - USTCs Entry Loyola University Human Resource
India India Desai, Susie Cox, Sushma 2013
Into India: HR Issues Maryland Management
Patel & Christy De Vader

Way Smarter: Valuair in the Singapore Management Management


South East Asia Singapore Terence P.C. Fan 2013
budget airline industry University Science

100% Great Songs Reverse Amalia E. Maulana, Pandu


Bina Nusantara
Positioning of Delta FM Radio, South East Asia Indonesia Jati Kuncoro & Lexi Z. 2013 Marketing
University
Indonesia Hikmah
EHBH Pvt. Ltd. - A Step Towards
Syeedun Nisa & Abdullah
Creation of a Unique Business India India Jamia Hamdard 2013 Entrepreneurship
Bin Junaid
Model

Sushanta Kumar Sarma & Sri Sathya Sai Institute Human Resource
ABC Development Organization India India 2013
Madhavi Mehta of Higher Learning Management

Zizah Che Senik, Adlin


Masood, Khairul Akmaliah
UMW Holdings: sustaining a Universiti Kebangsaan
South East Asia Malaysia Adham, Noreha Halid, 2013 Strategy
centennial corporation Malaysia
Norrana Khidil, Rosmah
Mat Isa
Khaleel Ibrahim
Values-Based Organization - Ritz International
Middle East UAE Alsabbagh & Syed Abu Dhabi University 2013
Carlton Abu Dhabi Hotel Business
Zamberi Ahmad

Sherriff T.K. Luk, Ivy Siok


Skyworth TV: channel dynamics and Hong Kong Polytechnic
China China Ngoh Chen, John 2013 Marketing
growth in China's rural market University
Coombes
Financial Risk Analysis of ZHUO Jun, PHAN
Management
Cambodia Kamchay Hydropower South East Asia Cambodia Chanvicheka & GAO Zhejiang University 2013
Science
BOT Project Shuai

Adel Alsharji & Syed College of Business


Yogen Frz: It`s all about MENA International 2013 Entrepreneurship
Zamberi Ahmad Administration

Nakul Gupta, Radha R.


FragraAroma: Accord in Business, Management
India India Sharma & Rupali 2013 Entrepreneurship
Concord in Family Development Institute
Pardasani
Marketing Brand Aava: Not as Varsha Jain, Subhadip Roy Mohanlal Sukhadia
India India 2013 Marketing
Simple as Water & Ashok Ranchhod University Campus

SM University of
Shopping Centre Europa When Ieva Kvedaraviciene &
Eastern Europe Lithuania Management and 2013 Strategy
Threats Become Opportunities Lilija Vilkanciene
Economics

Gopalakrishnan
Launch of Roulette A Premium Indian Institute of
India India Narayanamurthy & Anand 2013 Strategy
Brandy in India by JDPL Management Kozhi
Gurumurthy
Institute of
Reboot Computers: Bridging Digital
India India Srividya Raghavan Management 2013 Strategy
Divide The Green Way
Technology

Trustee Meeting: Where Did Mukti Research Fellow based Human Resource
India India Stuti Saxena 2013
Go Wrong? at SRISTI Management

Institute of
Meru Cabs: Past Perfect and Future Sridhar Vaithianathan &
India India Management 2013 Strategy
Tense Karthikeya P Bolar
Technology (IMT)
Instituto Tecnolgico y
A Mexican Edutainment Business David Gemes Castorena
Latin America Mexico de Estudios Superiores 2013 Strategy
Model: KidZania & Jos Aldo Daz Prado
de Monterrey

Tecnolgico y de
Citizen Chen: A challenging test for International
China China Barthlmy Michalon Estudios Superiores de 2013
bilateral diplomacy Business
Monterrey

Instituto Tecnolgico y
To Give or Not to Give?: The Ethics Human Resource
Latin America Mexico Jay Pence de Estudios Superiores 2013
of Small Business Philanthropy Management
de Monterrey
Lizette Huezo Ponce,
Instituto Tecnolgico y
Moiss Carbajal Marrn,
Selling? Thats easy! Latin America Mexico de Estudios Superiores 2013 Entrepreneurship
Alberto Malpica Romero
de Monterrey
& Jorge Velarde Chapa

Architecting MexGro: Introducing Instituto Tecnolgico y


On-line Experience for Shopping Latin America Mexico Dr Rajagopal de Estudios Superiores 2013 Marketing
Ethnic Products de Monterrey

I can do better: Mexican Direct Luca Fernndez Reyes Tecnolgico de


Latin America Mexico 2013 Marketing
Sellers of Beauty Products and Dr Rajagopal Monterrey
Universidad de
Recalling Toyota South East Asia Japan Cynthia Montaudon Tomas 2013 Marketing
Guanajuato

Sangeeta Goel & Gita Management Human Resource


A Messy Picture India India 2013
Bajaj Development Institute Management

Information
Practo Technologies: The online way Roma Chauhan & Amit Technology, The IILM
India India 2013 Entrepreneurship
of life! Kumar Graduate School of
Manage
Institute of
Jyoti Kainth, Harsh Verma
Vikas Spool Private Limited India India Management 2013 Strategy
& Gautam Kainth
Technology

CSR as an Organizational Routine: Malaysia School of Public Sector


South East Asia Malaysia Loi Teck Hui 2013
Bintulu Development Authority Business Management

Infosys limited: Is it still the Indian Arun Kumar & Meenakshi


India India Delhi-NCR Region 2013 Strategy
IT bellwether? Nagarajan
Economics behind the Institute of
International
Internationalization of Biocon India India India Palakh Jain Management- 2013
Business
Ltd. Ahmedabad,

Kevin Otieno-Onyango: Business Freddie Acosta & Arlene


Africa Kenya Strathmore University 2013 Entrepreneurship
and Technology Dilemma (A) Acosta

Sanjeev Prashar,
Royal Enfield Motorcycles: Harvinder Singh, Kranthi Indian Institute of
India India 2013 Marketing
Reviving The Brand Kiran Gude & Saif Uddin Management Raipur
Shaik
Fuala: A Success Story of an Mohamed Al Hosani & Dr.
Middle East UAE Abu Dhabi University 2013 Entrepreneurship
Entrepreneur Syed Zamberi Ahmad

Dr. Surajit Ghosh Dastidar


Mountain Dew India India IMT Hyderabad 2013 Marketing
& Dr. Srividya Raghavan

City Developments Limited: A


Hwang Soo Chiat & Singapore Management Environmental
Journey In Sustainable Business South East Asia Singapore 2013
Havovi Joshi University Management
Development
xCRUZAs Portable Solar Cooker:
Jacob A. Massoud &
Eco-Entrepreneurism Challenges in Latin America Argentina University of California 2013 Entrepreneurship
Christopher Leeds
Argentina

National University of
Web Portals Division in a Quandary Middle East Pakistan Muhammad Talha Salam Computer & Emerging 2013 Marketing
Sciences

Rising from the ashes: Satyam's Singapore Management Human Resource


India India Tanvi Gautam 2014
story University Management
Zayed Al Hussaini Group: the road Anam Shahid, Virginia University of Sharjah,
ahead for the family business in the Middle East Dubai Bodolica, Martin Sharjah, United Arab 2014 Strategy
UAE Spraggon Emirates

Surajit Ghosh Dastidar,


Environmental
The damned dam India India Sindhuja Menon, IBS Hyderabad 2014
Management
Arundhati Dutta

Kick Andy, The Oprah Winfrey TV Amalia E. Maulana, Lexi Bina Nusantara
South East Asia Indonesia 2014 Marketing
Show of Indonesia Z. Hikmah University
International market expansion and
Rashid Ameer, Marveys International Pacific International
diversification opportunities for South East Asia Malaysia 2014
Willfred Ayomi College Business
KBB Resources Berhad Malaysia

Raizcorp: planting the seeds for


Boris Urban, Alison University of the
entrepreneurial growth and Africa South Africa 2014 Entrepreneurship
Gaylard Witwatersrand
prosperity

Royal Transportation Management Fatima Mohsen Al Faqeeh,


Middle East Abu Dhabi Abu Dhabi University 2014 Entrepreneurship
System journey to success Syed Zamberi Ahmad
Musoni Microfinance Kenya: IT- Freddie Racosas Acosta,
Africa Kenya Strathmore University 2014 Strategy
enabled business model Samuel Ndonga

ISM University of
Laura at Panevys Juozas Raimonda Alonderiene, Human Resource
Eastern Europe Lithuania Management and 2014
Balikonis Gymnasium Margarita Pilkiene Management
Economics

Resort-based or Resource-based Gaunette Marie Sinclair- University of Tourism and


South America Jamaica 2014
Tourism? A Case Study of Jamaica Maragh Technology Hospitality
Corporate management in
Accounting &
receivership: the case of Uchumi Africa Kenya David Mathuva Strathmore University 2014
Finance
supermarkets

Surviving challenges: a case of DK


India India Manoj Joshi Amity University 2014 Entrepreneurship
Exports on family business

Investment in non-Sharia compliant


Mohd Ariff Kasim, Siti
instruments wrecks TH's noble Ajman University of Accounting &
India Pakistan Rosmaini Mohd Hanafi, 2014
reputation: a challenge to regain Science and Technology Finance
Syed Zamberi Bin
public confidence
Knowledge management practices of Sanjay Mohapatra, Rahul Xavier Institute of Management
India India 2014
an IT company Thakurta Management Science

Made in India: Cisco reroutes Srinivas Reddy, Havovi Singapore Management


India India 2014 Strategy
innovation Joshi University

Mysore Sandal Millennium, the


Srinivas Reddy, Havovi Singapore Management
launch of India's most expensive India India 2014 Marketing
Joshi University
soap
Force Automotive breach of code University of Petroleum Human Resource
India India Tanushree Sharma 2014
of conduct & Energy Studies Management

Aluisius Hery Pratono,


Surabaya Zoo: a social enterprise on
South East Asia Indonesia Mario Antonio Lopez, University of Surabaya 2014 Entrepreneurship
the cross road
Ruswiati Surya Saputra

Amber Gul Rashid,


Institute of Business
One agricultural familys story India Pakistan Sharmain Zain Haroon, 2014 Entrepreneurship
Administration
Amna Nasir
Aachi spicing up a growth Great Lakes Institute of
India India T.N. Swaminathan, Arun T 2014 Marketing
trajectory Management

Stakeholder-oriented service
Hajar Saeed Hamad
excellence: the case of Ajman Free Public Sector
Middle East Abu Dhabi Alhubaishi, Syed Zamberi Abu Dhabi University 2014
Zone Authority of United Arab Management
Ahmad
Emirates

Birla Institute of
Miraaya: the trendy womens wear Kartik Dave, Garima
India India Management 2014 Marketing
brand Dhamija
Technology
SAP Labs India: co-innovation in Aparna Raman, Mahadeo Management Public Sector
India India 2014
public procurement system P. Jaiswal Development Institute Management

AIESEC The Experience Saima Husain & S. A. Institute of Business


Pakistan Pakistan 2014 Marketing
Pakistan Challenge Nadir Hashmi Administration

Radiance: Pricing dynamics in Neeraj Pandey & National Institute of


India India 2014 Marketing
Indian fireworks industry Gaganpreet Singh Industrial Engineering
Easy Access: A Case Study on Rural Rashmi Ranjan Parida & Indian Institute of
India India 2014 Marketing
Marketing Sangeeta Sahney Technology

Sanjeev Prashar,
Harvinder Singh, Kumar Indian Institute of
Dove Hair Oil: Marketing in India India India 2014 Marketing
Saurabh & M.Virinchi Management
Acharlu

Bharat Heavy Electricals Ltd.: Accounting and


India India Monica Singhania University of Delhi 2014
growth strategies for the future Finance
The Indian Airline industry Will R Srinivasan & Indian Institute of
India India 2014 Marketing
the flight be smooth? Vindhyalakshmi A Prasad Science

Evaluating The Business Value of IT Rahul Thakurta & Mayank Xavier Institute of Management
India India 2014
Requirements Gupta Management Science

Alianza: Pricing to Enter the Pension


Latin America Chile Pablo Farias Universidad de Chile 2014 Marketing
Industry
Wooing fans back into Ghana stadia Ghana Institute of
in the wake of the globalization of Africa Ghana Kwabena Frimpong Management and Public 2014 Marketing
football Administration

Shaheen Ballpoints: a project of the Manqoosh ur Rehman & School of Business &
Pakistan Pakistan 2014 Marketing
Shaheen Group[1] Sarwar M. Azhar Economics

Institute of
The Millionaires Club: poised for
Middle East UAE Vimi Jham Management 2014 Marketing
growth in the United Arab Emirates
Technology
The financial viability of the Monica Singhania , Kamal Accounting and
India India University of Delhi 2014
Yamuna Expressway Kumar Finance

Sanjay Mohapatra , Amit


A dilemma of terracotta professional
Nayak , Ankita
the case of implementing Xavier Institute of
India India Bhangadiya , Ipshit Bagchi 2014 Strategy
information systems in a terracotta Management
, Pradeep Kumar Sharma ,
unit
Sukanya Behera

Decoding the strike at Bajaj Autos


Indian Institute of Human Resource
Chakan plant: a negotiators India India Kamal K. Ja 2014
Management Indore Management
framework
Efficient lighting: reactivating the EGADE Business
South America Mexico Pvel Reyes-Mercado 2014 Marketing
market through consumer stimulus School

Customer acquisition at Abhyudaya National Institute of


India India Dhananjay Bapat 2014 Marketing
Co-operative Bank Ltd Bank Management
From mines to minds: addressing the Emmanuel Raufflet , Management
Africa Africa University of Montral 2014
skills gap in Sierra Leone Johannes Lohmeyer Science

Setting-up schools of excellence: the


Satyam Shivam Indian Institute Public Sector
role of public private partnerships in India India 2014
Sundaram , Pavitra Mishra Management Management
emerging economies

Costly moves: a strong brand, Shahnaz Mohammad ali Institute of Business


Pakistan Pakistan 2014 Marketing
Dentonic loses its power Meghani Management
Rajiv Gopalkrishna
Millennium Company Ltd: Divekar , Pradnya Vishwas Symbiosis Institute of
India India 2014 Strategy
overcoming tough times Chitrao , Pravin Kumar Management Studies
Bhoyar

Emotional dimensions of intra-


Caroline Minialai , Grard Management
family transmission: Moroccan Africa Morocco Universit Montesquieu 2014
Hirigoyen Science
Shipping, a team adrift

First Telecom: Insourcing vs. Monica Singhania , Puneet Accounting and


India India University of Delhi 2014
Outsourcing Gupta Finance
Khairul Akmaliah Adham , Universiti Kebangsaan
e-Pay Malaysia: the next 10 years South East Asia Malaysia 2014 Strategy
Shamshubaridah Ramlee Malaysia

Dr Reddys Laboratories Ltd.: Sanjay Mohapatra ,


Xavier Institute of Management
creating a competitive advantage India India Debapriyo Nag , Ravi Tej 2014
Management Science
through an empowered workforce P

Transforming a vocational centre to


Shamindra Nath Sanyal , Institute of Engineering
a management institute: a case study India India 2014 Entrepreneurship
Tamal Chatterjee & Management
on Carreograph
Etihad Airlines: growth through Hamad A. Al Ali , Syed International
Middle East UAE Abu Dhabi University 2014
successful strategic partnerships Zamberi Ahmad Business

Social entrepreneurship: answering


Africa Nigeria Chris Ogbechie Lagos Business School 2014 Entrepreneurship
the call of nature

Environment Agency Abu Dhabi


Syed Zamberi Ahmad & Environmental
(EAD) Paperless Day Initiative: Middle East UAE Abu Dhabi Univeristy 2014
Entesar Al Menhali Management
Case Study
Anglia Ruskin
Social Intrapreneurship at Natura Latin America Brazil Elisa Alt & Heiko Spitzeck 2014 Entrepreneurship
University

Kulim Land Office Malaysia: Muhammad Bhatti,


University Utara Management
Success with Effective Leadership Southeast Asia Malaysia Mohamed Battour & Veera 2014
Malaysia Science
Style Sundram

Business in Developing Countries:


Robert F. Buchanan & Indiana University of International
Globalization of a Large Emerging Middle East UAE 2014
Syed Zamberi Ahmad Pennsylvania Business
Market Bank
Alison Romney Eyring,
DMCC: Transformation of a Organisation Solutions
Middle East Dubai Angeline Lim & Tania 2014 Strategy
Government Linked Firm in Dubai Pte Ltd
Danish

Authentic Leadership: The Case of


Abderrahman Hassi & Al Akhawayn Management
Miloud Chaabi, a Shepherd who Africa Morocco 2014
Giovanna Storti University Science
became a Business Legend

Talent management at Steelcase


Rozhan Othman & Warda Universiti Teknologi Human Resource
Manufacturing Malaysia: managing Southeast Asia Malaysia 2014
Sumardi Malaysia Management
performance
Information Technologies in Miroslava Jordovi
Management
Contemporary School Management Eastern Europe Serbia Pavlovi, Sinia Rani & Technical School Uice 2014
Science
System Lidija Paunovi

XPLANT: Entrepreneurship
Subhadip Roy & Sakshi Indian Institute of
Challenges for Student India India 2014 Entrepreneurship
Goenka Management
Entrepreneurs

Achieving E-commerce Benefits in a University of Ghana


Africa Ghana Richard Boateng 2014 Strategy
Garment Manufacturing Firm Business School
Flipkart: Journey of an Indian e- Nirankush Dutta & Anil K Birla Institute of
India India 2014 Marketing
Commerce Start-up Bhat Technology & Science

CASEN Survey: Statistical and


Flavio Galasso & Pablo Public Sector
methodological misleads in key Latin America Chile Universidad de Chile 2014
Farias Management
public policy in Chile
Warren Maroun & Robert University of the Accounting and
The Transnet Pipeline Case Study Africa South Africa 2014
Garnett Witwatersrand Finance

Should my NGO go on a pork


Ronald U. Mendoza,
barrel diet? The case of the Priority Asian Institute of Public Sector
Southeast Asia Philippines Manuel De Vera & Charles 2014
Development Assistance Fund in the Management Management
Siriban
Philippines

The Love-smitten Director:


Human Resource
Workplace Romance or Sexual Southeast Asia Malaysia June M. L. Poon Universiti Kebangsaan 2014
Management
Harassment?
Rahul Thakurta & Umesh Xavier Institute of Management
Storm The Story of OrangleInc India India 2014
H .Rao Management Science

Institute of
Malaysia Airlines: In search of Shalini Rahul Tiwari &
Southeast Asia Malaysia Management 2014 Strategy
sustainable business model Jyoti Kainth
Technology Ghaziabad

Ruan-Huan Tsaih, James


National Palace Museum and National Chengchi Public Sector
Southeast Asia Taiwan Quo-Ping Lin & Yu-Chien 2014
Service Innovations University Management
Chang
Veena Vohra, Animesh
Integration challenges at Trident T. A. Pai Management Human Resource
India India Bahadur & Vishwanath 2014
Chemicals Limited Institute Management
Lele

Freddie Acosta & Arlene


Zaidi Oil: The SAP ERP Dilemma Africa Kenya Strathmore University 2014 Strategy
Acosta

Enhancing competitiveness through


Audrey Depeige & Stavros
MNC-local firms co-opetitive Southeast Asia Thailand Bangkok University 2014 Strategy
Sindakis
relationships
Nuru International: Empowering Hristina Dzharova &
Africa Kenya Simon Fraser University 2014 Entrepreneurship
farmers to fight extreme poverty Sudheer Gupta

Socio-business responsibility in the


United Arab Linzi J Kemp & Imelda American University of
Gulf Arab states: The case of the Middle East 2014 Entrepreneurship
Emirates Dunlop Sharjah
Pearl Initiative

Empowerment or Exploitation: The


Institute of
Case of Women Employment Human Resource
India India Senthil Kumar.S Management 2014
System in Indias Textile and Management
Technology
Clothing Industry
Edward Mabaya, Morgann
Seven Sisters: Wine and International
Africa South Africa Ross, Raj Shresta, Amity Cornell University 2014
Womanhood Business
Weiss & Sami Zeinoun

Alicia Meneces and the challenges Emmanuel Raufflet & Accounting and
Latin America Colombia HEC Montreal 2014
of Aguablanca Luz-Dinora Vera Finance

Terrence C. Sebora,
International
Sainsburys in Egypt Africa Egypt Michael Rubach & University of Nebraska 2014
Business
Richard Cantril
El Izi Comm.
A Global Brand in a Local Market Africa Turkey Nukhet Vardar 2014 Marketing
Consultancy Ltd

Princely Jets (Pvt) Ltd - The Air Institute of Business


Middle East Pakistan Yasmin Zafar 2014 Marketing
Ambulance Administration
Pakistan Accumulators(PVT) COMSATS Institute of
Management
Limited (PAL) -Third World Middle East Pakistan Umer Hussain Information Technology 2014
Science
prespective Islamabad

Service Innovation by Dubai


United Arab Hasan Ali Albeshr & Syed
Airport: The Battle to Remain Middle East Abu Dhabi University 2015 Strategy
Emirates Zamberi Ahmad
Competitive
Dr Jenson Chong-Leng
Goh, Mr Manohar
Mastering the art of managing a
Sabnani, Associate
conglomerate business empire in Southeast Asia Malaysia SIM University 2015 Strategy
Professor Gee Kwang
Myanmar
Randolph Tan & Ms Siew
Peng Tan

Institute of
Maruti Suzuki India Limited: The Dr Vinod Kumar & Vivek
India India Management 2015 Marketing
Celerio Gautam
Technology

Institute of
MIDCOM : A strategic initiative in United Arab Vimi Jham & Eric Van
Middle East Management 2015 Marketing
Middle East and Africa Emirates Genedren
Technology
Doing Business in the Non-ferrous
Igor Lipsits & Elena Publishing House "Vita-
Metals Industry: How to Survive on Eastern Europe Russia 2015 Strategy
Vigdorchik Press
a Mature Market in Crisis

Prin.L.N.Welingkar
Institute of
Fastrack: Pushing the Boundaries of Dr.Madhavi Lokhande &
India India Management 2015 Marketing
Brand Extension Mr.Shekar Prabhakar
Development &
Research

The Changing Dynamics in the


Worldwide Mobile Phone Market:
Pankaj Kumar Medhi & Operations &
Creating Excellence Through India India Indian School of Mines 2015
Dr. Sandeep Mondal Logistics
Innovation Management and
Collaborative Relationships
Innoz Technologies: The IILM Graduate School
India India Roma Puri & Amit Kumar 2015 Entrepreneurship
Powerhouse of Innovation of Management

Intrim Business Associates: Taking Parag Rastogi & Management


India India 2015 Entrepreneurship
on Global Consulting Goliaths Radharani Sharma Development Institute

Coordinating cross-sector
Jean-Franois Soublire & Public Sector
partnerships for water provision in Africa Malawi University of Alberta 2015
Charlotte Cloutier Management
Malawi

Urea-Mollases Mineral Block: It is Rozhan Abu Dardak &


Southeast Asia Malaysia 2015 Marketing
Time to Make a Decision Farzana Quoquab
Asst. Prof. Muhammad
Leasing or Borrowing and Buying
Akhtar, Mr. Najeeb Zada, Accounting &
Decision: A Case of Bright Soap Middle East Pakistan 2015
Mr. Irfan Ahmad & Dr. Finance
Factory
Nazim Zaman
Evans Wadongo: Bridging the
Africa Kenya Hadiya Faheem 2015 Entrepreneurship
Electricity Divide in Kenya
Mohan Gopinath, Dolphy
The HR manager who proved his Human Resource
India India M. Abraham & Asha 2015
worth Management
Prabhakaran
Renault Duster: Dusting Away
Subhalaxmi Mohapatra &
Competition or Facing a Dust India India 2015 Marketing
Subhadip Roy
Storm?

Gopalakrishnan
Narayanamurthy, Pradeep
Maruti Manesar Lockout: The Flip Human Resource
India India Kumar Hota, Prof. Surya 2015
Side of People Management Management
Prakash Pati & Dr.
Manoranjan Dhal
Bangkok Beer & Beverages: In
Thailand Thailand Olimpia Racela 2015 Entrepreneurship
pursuit of growth
Alo Farm Implement Company of
Dr. Marlene M. Reed &
Sweden: Diffusion of Innovation in China China 2015 Strategy
Dr. Gregory Leman
China

Managing the women managers: A Dr. Anupma Srivastava & Human Resource
India India 2015
case study of paper bag makers Ms. Amita Marwha Management

PUKAR: An Alice in Wonderland India india Shalini R. Tiwari 2015 Entrepreneurship

Americana Group: KFC in Mecca Middle East Saudi Arabia Melodena Balakrishnan 2015 Marketing
ARAMEX PJSC: Carving a
Competitive Advantage in the
Middle East Melodena Balakrishnan 2015 Entrepreneurship
Global Logistics and Express
Transportation Service Industry
Gneral Electric: How GE worked to
Immanuel Moonesar & International
transform oncology healthcare in the Middle East Saudi Arabia 2015
Melodena Balakrishnan Business
Kingdom
Melodena Balakrishnan,
GEA Group Doing Business in the
Middle East Ian Michael & Zeenath 2015 Strategy
Middle East
Khan
Surajit Ghosh Dastidar &
RedBus: Looking Up to the Clouds India India 2015 Strategy
Rahul Thakurta

Research and development in Dubai


- Impression et Enregistrement des United Arab Immanuel Moonesar & Management
Middle East 2015
Rsultats (IER): Cross-Cultural Emirates Lionel Thibaut Science
Management

GEZ Petrol Station: CVP analysis


Accounting and
and spread sheet modelling for Southeast Asia Malaysia Ku Nor Izah Ku Ismail 2015
Finance
planning and decision making
LAMMTARA PICTURES: Creating
United Arab
a Cultural Entertainment Middle East Melodena Balakrishnan 2015 Entrepreneurship
Emirates
Organization The way forwards

The growing pressures on Groupons International


Dr. Leung Miu Yee, Cathy 2015
once-successful daily-deal business Business

PEPSICO MEA: The role of United Arab


Middle East Melodena Balakrishnan 2015
packaging in brand activation Emirates

Public Private Partnership in Delhi Reshma Nasreen & Yukti


Tourism-A Case Study Of DTTDC Sharma

Leveraging Social Media Networks


for on-going dialogues with the Chetna Kudeshia & Arun
customers The Journey of Mittal
Chumbak: From Mail to Mall
COSCO Case Study: an Analysis of Hechun Wang, Ya-Ning
Informational Innovation Path of Wang, Sai-Nan Sun & Jin
Chinas Logistics Enterprise Fu
Hedging against Currency Aisyah Abdul Rahman &
Fluctuations Raudha Md Ramli
The Express Tribune: Touching the Amber Rashid, Lalarukh
Tricky Price Point Ejaz & Khadija Bari
Financing the foreign trade: the case Namita Rajput, Rohit
of an Indian textile exporter Bhagat & Saachi Bhagat
ALLISCO: Pricing Multiple Joint Neeraj Pandey &
Products Gaganpreet Singh
Group medical Takaful for UUM
Chee Chee Lim
staff in 2011
Fauzia Jabeen, Syed
Slices: What is Next? Zamberi Ahmad &
Mehoom Khan

Digital Empowerment Foundation's


Chanderiyaan Project: Market Ramendra Singh, Pratik
Development through Social Modi, Vaibhav Gupta &
Empowerment of the Poor Producers Arindam Sur
at Bottom of the Pyramid
Markets Case Studies 2015
Abstract Case DOI

Subject area Manufacturing, Western management theories and Japanese management practices. Student
level/applicability This case can be used in project management or management-related courses at tertiary
institutions at Undergraduate and Postgraduate level. Case overview This case provides students with an
opportunity to find out what make Toyota so successful in manufacturing through its famous production
system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota
Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a http://www.emeraldinsight.com/10.1108/20450621111127395
historical account for the Toyota Way model by connecting with possible Western management theories and
Japanese management practices. Expected learning outcomes It is expected to significantly benefit
students with industry experience with the intention of initiating appropriate changes in their own industry
and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western
management theories. Supplementary materials Teaching notes.

levels. The case may be used on a variety of courses including: corporate social responsibility, business
ethics and corporate social responsibility, and business ethics. Case overview In May 2003, the headline
of the East African newspaper screamed The Kenyan Horticultural Industry under fire. The industry was
accused of exploitative labor policies with respect to working conditions, workers' welfare, sexual
harassment, and exposure to harmful pesticides by the key stakeholders led by the Kenya Human Rights
Commission. The stakeholders had announced plans to conduct national and international campaigns
against the flower growing and exporting companies in Kenya. Mr Richard Fox, the Managing Director of
Homegrown was worried that the publicity had adversely tarnished the image and reputation of the http://www.emeraldinsight.com/10.1108/20450621111130049
horticultural industry in Kenya as a whole, including Homegrown. He wondered how best to respond to
these allegations. Should Homegrown wait to see what the competitors and other stakeholders would do, as
these were industry-wide problems or should Homegrown take the lead? And if so, what should be the
scope of the programs, given the diverse nature of the issues? He had to make decision quickly. Expected
learning outcomes The case provides opportunity for students to analyze, discuss, and debate topical
issues in CSR. At the end of the case, students should be able to: identify emerging CSR and ethical issues
facing the horticultural industry in Kenya; analyze the cost of implementing CSR programs in business
undergraduate, MBA and MA level management programmes. Case overview This paper presents the
genesis and motivating factors that stimulate a managing director of a housing development (D&B
Private Limited Company) to introduce innovation as a strategic solution to the challenges which hinder his
firm's growth. The recently launched Ten Malaysian Plan and the Sustainable Programme for Corporate
Malaysia are identified as the two stimulating events that triggered the initiation and subsequent
implementation of innovation into Design and Build Sdn Bhd. Innovation has been recognized as an
endeavor that impacts positively and significantly the performance of the firm that innovates. There was a
major focus on factors that enhance innovation of a firm: structure, culture, resources and how to address or
http://www.emeraldinsight.com/10.1108/20450621111129537
react to external factors such as government regulation on innovation, environmental uncertainty and
market competition. The quest to be an innovative firm has led to major changes in the structure, culture
and review of the firm intangible resources. Coupled with some corporate responsibilities, Design and
Build Sdn Bhd has been recognized for its unique performance resulting from the competitive advantage
derived from this very idea of innovations. Expected learning outcomes Students are expected to be able:
to present a basic understanding of the motivations and driving force behind the housing developer's keen
interest to innovate, to present the multiple benefits of adopting innovation in the housing industry, to
course,
highlightat the
Introductory, Executive
internal and external or MBAwhich
factors level,positively
it is particularly suitable
influence as a case
innovation on promotions
among housing policy as
one of the 4-P's, to illustrate the role of marketing communications as part of an integrated marketing
strategy, or to illustrate the building of a service brand. Case overview The case illustrates a number of
practical marketing issues: the marketing challenges of launching a budget airline: gaining high visibility
and awareness with a relatively low share of voice; the relationship between an organisation and its
advertising agency; the requirement to maintain a consistent marketing strategy over time, but to adapt the
execution as market dynamics impact the consumer. Given the dynamics of most industries, kulula.com
cannot afford to be complacent, as new entrants are always on the horizon. The dilemma facing Gidon
http://www.emeraldinsight.com/10.1108/20450621111126792
Novick and his team is to rethink the sustainability of its current strategy, how to grow and protect its
position, as well as the relationship with its advertising agency and its communication strategy is a more
relevant campaign or a new agency required to keep the marketing communications interesting and
current? Expected learning outcomes The expected learning outcomes are: to analyse the success of
communications campaigns; to explore the issue of client/agency relationships; to understand brand
building strategies, how to create a distinctive position, and how to build a services brand; To understand
the key success factors for a low-fare niche positioning strategy, and to examine the sustainability of this
Subject
low-farearea Bottom
strategy; of identify
and to the Pyramid
some(BOP);
productsocial innovationopportunities
line extension and businessfor
modeling. Study
kulula.com. Supplementary
level/applicability Undergraduate and graduate level management/business school students. It can be
taught in marketing management and entrepreneurship/innovation courses. Case overview LifeSpring
Hospitals Pvt. Ltd is an expanding chain of hospitals that provide high quality health care to lower-income
women and children across Andhra Pradesh. It is a 50-50 equity partnership between Hindustan Latex Ltd
and the Acumen Fund. LifeSpring has demonstrated exceptional management principles, some of them
being the most innovative and attractive ones. The entire focus of LifeSpring is on one particular niche:
maternal care. Some argue about its strategy of not adopting diversification, but LifeSpring has proved its
http://www.emeraldinsight.com/10.1108/20450621111123362
point by actually turning out to be a profitable business. The strategy of focusing on one niche has led to
reduction in cost in terms of specialized doctors and the range of equipment needed to serve. Adding to the
strategic strength of LifeSpring, its operations (management) is perfectly aligned with the organization's
vision and quality is achieved via highly standardized procedures for maternal care service. Expected
learning outcomes This case will cover two important aspects of BOP and social innovation. MBA
students will investigate an innovative business model and apply their analytical skills to analyse the
sustainability of the model. Supplementary materials Teaching notes and exercise for class-based
discussion.
Subject area Corporate governance, privatisation. Study level/applicability Masters level programmes,
with particular focus on corporate governance, privatisation, and organizational development. Case
overview Yutong Bus is a real and highly publicized case in China. It is a listed company carved out from
a state-owned enterprise (SOE), Yutong Group. Later the management successfully bought out Yutong
Group and thus indirectly controlled the company. The deal transformed Yutong Group from a SOE to a
private company. The management was innovative in pushing through the management buy-out (MBO),
http://www.emeraldinsight.com/10.1108/20450621111129645
but politically, it created a public outcry about the loss of state-owned assets. The key issue here is the
selection of state owned enterprises suitable for privatization and, more importantly, the determination of
selling price. In China the market for corporate control is still lagging behind (Shanghai Stock
Exchange). Expected learning outcomes Students would be expected to gain an understanding of recent
economic reform in China, Corporate Governance in the Chinese context and wider issues associated with
privatization and MBOs. Supplementary materials Teaching note.

Although it has become fashionable to talk about how things business are changing at a nanosecond pace
owing to hyper-competition, disruptive technologies and empowered consumers; the real change has been
based on digital revolution and management of information. Most of the new introductions are entering a
phase of facelessness from being innovative within a year of their appearance; whereas, as per one
estimate, the breakeven volume is achieved after three years. This puts insurmountable financial pressure
on marketing companies. In order to remain ahead of competition, they are introducing more and more new
products in growth areas. In this paradoxical, complex situation; a reputed marketer in the pharmaceutical
arena like Artichem entered a maturing market of Omeprazole whereas growth areas like Lansoprazole, http://www.emeraldinsight.com/10.1108/20450621111110438
Pantoprazole and Esomeprazole were still open to them. Did they make a mistake? Was it a bad idea to
embark upon? Should they go for introducing new molecules even after a successful launch in the same
segment? Expected learning outcomes The student shall be able to: explain the term positioning and
shall be able to explain why he should go ahead with introducing a brand in an existing and maturing
product category; explain the term product life-cycle and shall be able to take rational decision in the
midst of pressing circumstances to manage a new product in a likely to decline market; and explain the
term new product development and shall be able to apply the theories of new product development for
Subject area Accounting, corporate governance, business ethics. Study level/applicability MBA and
EMBA. Case overview China has largely changed its accounting practice in line with international
norms. But its corporate governance structure continued to be administratively driven. Many Chinese-listed
companies, especially big ones, are transformed from state-owned enterprises, with the government as their
largest shareholder. It is no exception to Company C. Then what is the common pattern of accounting
behaviour in China? An insight could be drawn by analysing this case. Expected learning outcomes
Highlight two issues in point, namely accounting issue and governance issue. Chinese companies are now http://www.emeraldinsight.com/10.1108/20450621111110663
allowed to choose their accounting policies, while their top decisions are subject to government policies.
Identify Company C's creative accounting by discussing China's accounting reform. In this regard, China
has been relatively robust in terms of dropping its own practice and adopting western one. Discuss the
corporate governance issues unveiled. What are company's performance criteria? Are they clearly
established and enforced? And what about government's decision to change CEO twice in less than one
year? What are the impacts on CEO's behaviour? Supplementary materials Teaching note.
level/applicability MBA groups, marketing consultants and business management students of
undergraduate and postgraduate level. Case overview Abhishek Industries Limited (ABIL) is an
entrepreneurial venture of Mr Abhishek Batra that came into being in 1993. ABIL is the leading supplier of
Terry Towels to some of world's leading retailers including Wal-Mart, JC Penney and Sears. In spite of
some business fluctuations, ABIL has an impressive performance record that is reflected in its financial
data. The concern, however, is that of product commoditisation, since established foreign importers and
distributors prefer to sell the products under their own brand name. Consequently, even though the export
margins may be lucrative; the lack of a brand presence is what bothers the senior management of the http://www.emeraldinsight.com/10.1108/20450621111128583
company. Given an optimistic domestic business scenario, the senior management is once again evaluating
the odds to enter the domestic market using its own brand name. While some of the younger managers are
optimistic and want ABIL to emerge as a brand, some senior colleagues are unsure. Expected learning
outcomes The student's skills will be sharpened in working through a problem; it will help the students
take an active role of a thinker, analyser, evaluator, decider and implementer; it will assist the students in
learning to reason with the given quantitative as well as qualitative data; it will help the students think
critically and reason
undergraduate effectively;
classes. it willmake
Case overview the students
This case realize
deals with that the emphasis
an information is not(IT)
technology on solution.
outsourcing
company based in Egypt which has ventured into the international market right from the start without
establishing itself first in the local market. Its record of success was due largely to a group of young
Egyptian entrepreneurs with an international orientation. Their strongly held values were translated into an
organizational culture that was manifested in the company's relationships with its clients, whether
multinational companies or regional governments. This mutual trust has generated work through referrals
and has saved the company the need, at least initially, to adopt a proactive marketing strategy. In addition to
culture the company's structure has shown considerable agility in dealing with the unexpected demands
http://www.emeraldinsight.com/10.1108/20450621111140354
from clients through developing strong functional departments supported by numerous cross-functional
teams. The case also presents the development of the human resource function which is considered the
backbone of IT outsourcing companies. Expected learning outcomes Students are expected to learn the
following: internationalization of business start ups in developing nations can take place even in the face of
limitations of the local markets; the importance of leadership and culture in fostering trusting relationships
with clients; the need to constantly reconfigure resources to meet challenges of competition and the needs
of clients; the viability of a defensive strategy for newly established companies if supplemented by trusting
Subject area with
relationships Hospitality and the
clients; and tourism management;
role of an evolvingstrategic
structuremanagement; marketing,
to fit the growth stages oftransportation
the company.
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
http://www.emeraldinsight.com/10.1108/20450621111110627
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.
Subject area This paper covers marketing strategy, retail management, branding, customer value, and
competitive analysis. Study level/applicability The paper is applicable to undergraduate and postgraduate
business and management level. Case overview This case spotlights Al Ain Dairy in Dubai, UAE. It
focuses on the launch of the new product Long Life Juice in Dubai 2010. Al Ain Diary is the UAE's
largest dairy company by market share but now wants to replicate success in both the regional market and
http://www.emeraldinsight.com/10.1108/20450621111097155
the fruit juice market. The case highlights the challenges of increasing production capabilities; product
innovation; supply chain management; and brand building in newer markets. Expected learning outcomes
This case can be used to teach marketing strategy, retail management, branding, customer value,
competitive analysis, and potentially elements relating to international business strategy. Supplementary
materials A teaching note is available on request.

Title Alcohol consumption ad nauseam without any consequences? Subject area Ethical
Entrepreneurship; Internationalization of small and medium enterprises (SMEs). Study level/applicability
Bachelor and Master courses in International Management and Entrepreneurship. Case overview A
German medical scientist developed a product which was able to absorb alcohol in blood and consequently
reduced the alcohol-level. He tested it with the participation of 170 volunteers at a private party. The
product was consumed after alcohol consumption and the result was an alcohol reduction by 20-70 per
cent. In addition, the volunteers had either no or only small symptoms of a hangover. The students shall
discuss the different business models the medical scientist could implement by taking into account ethical
issues. To give them necessary working data, the case includes European environmental data (including http://www.emeraldinsight.com/10.1108/20450621111129681
information about the European food industry and the functional drink market), an insight into the
European legal issues of starting a business in the food segment (including definitions of food, food
supplement and health claim regulation and how these factors impact entrepreneurial decisions), current
events in the European food branch and examples of possible competitors. The case is built on a real
product development and on current information and facts. Expected learning outcomes To become
involved with entrepreneurial thinking and entrepreneurial decision-making. To debate ethical issues in the
entrepreneurial process. To become aware of the complexity of internationalization in the field of SME as
well as to reflect upon and sketch appropriate strategies. Supplementary materials Teaching note.

Subject area The paper covers strategic planning and strengths, weakness, opportunities and threats
(SWOT) analysis. Study level/applicability This paper is applicable to undergraduate and graduate
management students. Case overview In November 2009, Mr Vaidya Raghwan, one of the founders of
AquaChemie LLC was contemplating the company's expansion into Qatar. The recent financial crisis had
affected the company's growth plans. He wondered if this was the right time to move forward. This case
examines the decisions taken by AquaChemie LLC and strategic analysis undertaken in preparation of
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entering a new market. Expected learning outcomes This case is suitable for the introductory section of
the strategic planning course. The case is intended to expose students to the process of developing a
business plan. Students are expected to carry out an analysis of the SWOT of the business and identify
possible options of expansion. Students are also expected to identity the additional information they require
to evaluate the expansion options identified. Supplementary materials A teaching note is available on
request.
level/applicability The material is intended for senior level students of business administration, logistics
and similar departments. An intermediate knowledge of supply chain, purchasing and inventory concepts is
required; therefore, the case is better suited for students who have taken one-semester courses on supply
chain management and inventory management. This case can be used in graduate courses as part of
discussions on physical distribution, supply chain design/redesign, risk pooling through process
optimization. Case overview Within the global market, establishing the right business model where cost
of operations is optimized has become key for competitiveness. This necessitates the simultaneous
consideration and reevaluation of production, inventory and transportation interactivities within the http://www.emeraldinsight.com/10.1108/20450621111131363
integrated supply chain. We first discuss the business procurement model of a multinational company with
emphasis on critical aspects of the current structure. An alternative model brought into consideration by the
managers of the company considers consolidation of shipments through supply hubs and distribution to
regional manufacturers. We present an analysis based on perspectives of company managers for and against
this new business model. We finally provide numeric evidence on relevant costs of both models in order to
enhance further discussion on redesign decisions. Expected learning outcomes The discussion regarding
the case will provide a better understanding of key concepts of supply chain integration and coordination as
diversification;? entrepreneurship-organizational life cycle; and ?evaluating strategies for firm growth.
Study level/applicability MBA/PGP level programmes in management and/or entrepreneurship. Case
overview Aztec Fluids & Machinery, set up just over four years ago in the city of Ahmedabad in Gujarat,
India, caters to the printer hardware, spares and consumables needs of the digital ink jet printing market.
The company has identified vendors principally from the UK and China for its printers and consumable
sourcing and presently markets these using a hybrid channel structure of direct selling and through 12
distributors in ten cities of India. A recent development of note is the successful transformation of a flexible
roll printer into a flat-bed type one by the co-founder. The experiment assumes significance since the cost
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of a conventional flat-bed screen printer is almost five times that of the improvised printer. The huge,
fragmented, price-sensitive, yet quality-conscious market in India offers immense potential for this
innovation. At the same time, Aztec's recent interactions with a couple of its UK-based vendors present
other alternatives for growth. Expected learning outcomes ?To explore organizational life cycle: the
introduction and early growth phases. ?To understand alliance dynamics for early-stage entrepreneurs
rationale, management and the manifestation of trust between different types of partners: suppliers and
customers. ?To understand how small firms prepare for and evaluate the challenges of growth.
Supplementary materials Teaching note.
Subject area Transforming a production-oriented firm into a marketing-oriented firm; aligning marketing
strategy of local companies in globalizing emerging markets; creating sustainable competitive advantage.
Student level/applicability Post graduate management courses in marketing management, strategic
marketing, international marketing, business strategy.
Case overview This case is about how the leader in the Indian paper industry, Ballarpur Industries Ltd
(BILT), is proactively transforming a production-oriented firm to a marketing-oriented firm to compete in
the globalizing emerging market scenario, in the wake of economic liberalisation. It requires the http://www.emeraldinsight.com/10.1108/20450621111163331
participants to evaluate the impact of marketing initiatives made, and align BILT's marketing strategy to
leverage it's strengths and help create sustainable competitive advantage.
Expected learning outcomes To understand the need for local companies in emerging markets to
proactively align marketing strategy to build competitive advantage in the globalizing industry.
Supplementary materials Teaching notes.

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
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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.

Subject area The case addresses issues related to value chains, sustainable businesses, business
environment in emerging economies and cross-cultural issues. applicability/applicability This case would
be best addressed by students in upper years of their undergraduate degree or at a Master's level. Case
overview The case addresses a project conducted by MEDA in Pakistan which focused on developing a
value chain in the embroidery sector with the end goal of improving the livelihood of homebound rural
women. The case walks the students through the local cultural constraints, the project design the
development of the various value chain actors and the most significant outcomes. The primary issue
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requires the students to evaluate the most appropriate exit strategy for MEDA which would not harm the
existing networks and allow the whole value chain to continue sustainably. Expected learning outcomes
To appreciate the complexity of value chain development while understanding the benefits and
opportunities they offer. To understand the importance of sustainability and how this can be achieved using
market tools. To grasp the concept of exit strategies in the context of development projects and explore
various ways these can be structured. To identify the impact of culture on business environment. Integrating
the poor into thriving markets. Business as a development tool. Supplementary material Teaching notes
Undergraduate and Graduate courses in Entrepreneurship, Managing in Developing Countries/Emerging
Markets, Small Business Management, Social Entrepreneurship, International Business Case overview
IntEnt is a business incubator that provides training and other support services to nascent entrepreneurs,
helping turn their investment ideas into successful business ventures. But IntEnt focuses on a unique
clientele: diasporas, or migrants and their descendants, who dream of establishing a new venture back in
their country of origin.The incubator is well known and respected by policymakers and migrants alike.
Despite these successes, Mr Molenaar has struggled to grow and diversify IntEnt's funding base. He also is
under increasing pressure from the foundation's stakeholders to define and measure the foundation's http://www.emeraldinsight.com/10.1108/20450621111124406
performance. But Molenaar is committed to expanding IntEnt's operations and continue to bridge the divide
between diaspora investment interest and action. Expected learning outcomes To understand and describe
the financial-, human-, and social-capital challenges faced by transnational diaspora business ventures
during the business development and launch phase.To explain how business incubators can provide
solutions to the specific, unique problems that transnational diaspora entrepreneurs face, particularly in
emerging markets. To discuss the governance challenges associated with operating a transnational business
venture as well as those of an incubator aimed to support transnational entrepreneurship. Supplementary
Subject area Social entrepreneurship, sustainable development and emerging economies. Study
level/applicability Advanced undergraduate students and Graduate students (MBAs). Case overview We
present the case of Marli Medeiros, a community leader in the city of Porto Alegre (south of Brazil) who
has been working with the local government, local firms and local inhabitants over the last 40 years to
build an organization that has been changing the reality of the slum Vila Pinto. The case highlights three
main dilemmas faced by Marli Medeiros. Part 1 addresses whether to start a social entrepreneurship project
in an environment surrounded by household violence and drug influences. Part 2 examines how to organize
a community to develop this social project and challenge the context (local drug dealers). Part 3 considers http://www.emeraldinsight.com/10.1108/20450621111122165
how to work with different social players to innovate and manage a self-sustained social entrepreneurship
that brings social change for an impoverished community. Expected learning outcomes Understand the
five main characteristics required by social entrepreneurs to achieve social change by economic, self-
sustained activities: social vision, sustainability guidelines, social networks development, search for
innovation and search for financial returns. Understand the social entrepreneurship model from the point of
view of a female leader in a local impoverished community. Understand and analyze the social and
economic context of an emerging country. Supplementary materials Teaching note
Subject area corporate policy and strategy mergers and acquisitions. Study level/applicability Post
graduation (MBA and other management degrees). It includes courses on Strategic Management, Business
Environment and International Business. Case overview Markets are becoming highly connective,
accessible and communicative and reaching maturity at a very high phase. Acquisition is a choice to
enhance the emerging and diversified markets. This case paper presents insights on Vedanta Cairn India
cross-border acquisition deal in Indian oil and exploration industry. This case synchronizes the gap between
strategic planning and outcome of actions. The study exclusively evidences the reaction of stocks of all
attached parties against acquisition announcement and compares with market performance. Expected http://www.emeraldinsight.com/10.1108/20450621111127430
learning outcomes Strategic mapping of business negotiations, while in-organic choices, further the
impact of economic, political, legal and regulatory factors on cross-border mergers and acquisitions
(M&A), deliberate deal financing mechanism and leadership diplomacy. It proposes from the
viewpoint of corporate in-organic alternatives and to strengthen the upcoming research field of strategy
& policy. Supplementary materials Global M&A market, shareholding pattern, income
statement and balance sheet of Cairn India Ltd, financial figures of Vedanta Resources, tabular data on
stock and index performance, deal structure and teaching note.
construction industry in India. Study level/applicability Post graduate management courses, executive
training programs/modules in leadership development; organizational culture and construction
management. Case overview This case illustrates the shortcomings of both the management and
leadership at a start-up business within a growing industry. The rapidly growing construction equipment
manufacture and renting activity in India and the lack of structure, systems and resources characteristic of
start-ups are complicated more by the fact that Itsun Heavy Industry India Pvt. Ltd (IHIIPL) was in India
while its head quarter was in China. In exploring the diverse human, organizational and operational
problems shadowing IHIIPL and their causes, students cannot only diagnose what went wrong and why for http://www.emeraldinsight.com/10.1108/20450621111125469
Dilip, but also sense how he could have handled these issues more effectively. Expected learning outcomes
Dilip's case cautions managers against issues common to many industries and organizations and students
will examine: self assessment and career choices: the case raises question of the gap between what was
needed at IHIIPL and what skills and qualities Dilip brought to the job; leadership and leadership
challenge: the case raises question of what kind of attitudes and actions constitute effective leadership; and
managing the company performance for a start-up: Dilip faced a constant stream of operating problems:
lack of procedures and systems, a non-supportive headquarter in China, inexperienced staff, shortages of
Undergraduate business and management students, MBA/MA level application for international marketing
modules incorporating customer segmentation and customer asset management. Case overview DHL, the
international air express and logistics company, serves a wide range of customers, from global enterprises
with sophisticated and high volume supply-chain solutions shipping anything from spare parts to
documents, to the occasional customer who ships the odd one or two documents a year. To be able to
effectively manage such a diverse customer base, DHL implemented a sophisticated customer segmentation
cum loyalty management system. The focus of this system is to assess the profitability from its customers,
reduce customer churn, and increase DHL's share of shipments. Expected learning outcomes Case http://www.emeraldinsight.com/10.1108/20450621111117413
teaching objectives: to demonstrate the concept of customer segmentation with loyalty management as a
total system in a logistics company setting, and to evaluate appropriateness of the classification; to utilize
the concept of service tier model within the company's current operations, and to evaluate the effectiveness
of the model; to analyze the implementation of the customer segmentation cum loyalty management system
and development of the necessary rules required to classify the various accounts into categories; to
highlight the possible challenges arising from the implementation of customer segmentation cum loyalty
management
Subject area system, andmanagement
Strategic to discuss possible methods
(competitive of resolution.
strategy Supplementary
and supply materials
chain management) and Teaching
management accounting (product pricing and costing techniques). Study level/applicability Final year of
business undergraduate programme and MBA programme. Case overview This case illustrates how
emergence of generic products had threatened the survival of DCPM and forced its management to urgently
review the company's existing approach to pricing of its main herbicide product. The case presents
opportunities for readers to discuss the deficiencies of DCPM's existing product costing approach and
recommend modifications to meet the price and gross profit margin targets specified. It also highlights
issues relating to supply chain management and human resource practices that might have to be improved
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to enhance DCPM's long-term competitiveness. Expected learning outcomes To understand the effects of
globalisation and emergence of generic products on intensity of market competition for branded products.
To identify deficiencies of the current product costing system of DCPM for pricing decision. To apply
alternative contemporary approach to product costing and pricing of Metrix and the other value-added
services. To identify measures to enhance supply chain management and inventory management in DCPM.
To assess DCPM's human resources practices. To evaluate the effectiveness of DCPM's existing
competitive strategy and formulate new competitive strategy to sustain DCPM's long-term competitiveness.
Supplementary materials Teaching notes.
Subject area Marketing, branding, strategic management, online retailing, and entrepreneurship. Student
level/applicability Postgraduate courses in: strategic management; marketing management (branding);
and entrepreneurship. Case overview The case describes the founding and the first year of an Estonian
internet start-up, the deal-of-the-day web site Cherry.ee. The focal topic of the case is the analysis of
alternative scenarios for the further development of the company after the first year in business: selling the
company, entering into a merger with similar businesses, or continuing to develop the brand independently.
The case gives an example of creating a new market, introducing a new business model and launching a
brand with substantial use of social media marketing. The successful business model was quickly copied by
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a lot of followers creating a fierce competitive environment and raising a question of sustainability of the
competitive advantage. The case provides an opportunity to discuss how to strategically handle the
development of a growing start-up company in an increasingly competitive market environment. Expected
learning outcomes Understanding the critical success factors and potential pitfalls for an internet start-up;
developing skills to critically analyze the concept of sustainable competitive advantage; comprehension of
the main factors influencing the strategic decision on whether to follow a growth, cooperation, or exit
strategy; and awareness of the relative advantages of online and offline marketing and understanding how
social media strategies can be used to build a brand. Supplementary materials Teaching note.
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
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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.

Master's in Business Administration and Master's in Strategic Marketing programs. Case overview
Opening of the Dubai Mall in November 2008 set a new benchmark in retail history. The mall is
considered the largest in the world by space and 6th largest in the world in terms of gross leasable area. The
Dubai Mall is the UAE's most ambitious retail launch to date. This case examines how in today's highly
competitive retail environment, added-value retailing, experiential retailing, or retailtainment has become a
major component of the retail strategy mix to establish a competitive advantage. The new phenomenon of
retailtainment has caught the momentum worldwide and success of Dubai Mall is the live example of its
strategic role in the retail mix. The case also highlights the importance of good location in the success of http://www.emeraldinsight.com/10.1108/20450621111131688
retail establishments, whilst examining primary retail location theories and there relation to the phenomenal
success of Dubai Mall. Expected learning outcomes Through this case study students will be able to:
understand the roles of entertainment and location in retail mix strategy; analyse the new trend of
retailtainment and quality location in creating value-added services and gaining competitive advantage
in global competitive retail environment; ascertain the importance and application of retailtainment and
strategic location in the real world's successful example of Dubai Mall; and diagnose the role of these
learnt concepts in the retailing strategies practiced by other retail establishments in their cities/country.
Subject area This paper looks at logistics and supply chain strategy. Study level/applicability The paper
is appropriate for undergraduate and graduate management students. Case overview By November 2009,
realising the competitive pressures created by the regional and global players, Mr Khalid Ahmed, SVP,
Economic Zones World (EZW), decided to strategically re-position EZW in the global supply chain map.
He knew it would be very challenging in view of changing landscape of international business and he was http://www.emeraldinsight.com/10.1108/20450621111097588
eager to start formulating his plans. Expected learning outcomes This case can be used to teach logistics
and supply chain strategy as well as the understanding of the development of country level strategy. A
better understanding of the demographics and geography of UAE is required. Supplementary materials A
teaching note is available on request.

Subject area Strategic management, international business, branding, innovation and retail management
Study level/applicability Undergraduate, postgraduate business and management students. Case overview
Emerging Technologies was the first United Arab Emirates software application developer of Arabic (also
available in English and Hindi) voice recognition solutions. Emerging Technologies developed and
deployed fully automated voice recognition applications to meet specific business wants and needs. The http://www.emeraldinsight.com/10.1108/20450621111110276
case provides a practical example of a company which position itself well to be a raising star through
proper strategy. Expected learning outcomes The students will be able to learn various business strategies
that could be applied in emerging markets. Supplementary materials Teaching note available upon
request.

level/applicability The course can be used for undergraduate and postgraduate students. The case would
be relevant in the strategic management course to understand the concept of technology strategy and the
various evaluation parameters guiding firms in their technology decisions. A refresher of the concept of
value chain analysis can also be done through the case. It can also be used to teach innovation and
technology management to understand the innovation process and the importance of various organizational
factors for taking technology decisions. Case overview The case tries to bring together different aspects
of technological innovation and technology strategy at North Delhi Power Ltd, Delhi which has taken
various initiatives to turnaround the dilapidated power distribution industry in India. It details the various http://www.emeraldinsight.com/10.1108/20450621111151767
technological initiatives taken by the company to revamp the power distribution situation of the country.
Discussion in the case also revolves around the technology decisions (technology strategy) taken by the
company to drive the technological initiatives. The organizational culture supporting technology decisions
and the technological initiatives are also woven into the case. Expected learning outcomes After a
discussion on the case students will be in a better position to appreciate various decisions which firms take
with respect to technology. They will get an understanding of what is technological innovation and about
the technological innovation process. The importance of organizational factors to supplement technology
Emirati employees (local nationals) to join the organization. Etihad Airways is the national airline of the
United Arab Emirates (UAE), based in Abu Dhabi, the national capital. Since its inception in 2003, the
airline has grown faster than any other in commercial aviation history; it currently flies to more than 60
destinations in Africa, Asia, Australia, Europe, the Middle East and North America. In the UAE, nationals
or Emiratis comprise only 20 per cent of the overall population. According to the UAE 2021 Vision, the
government's focus is on building the human capabilities on knowledge and innovation for Emiratis. This
vision is reinforced in the Abu Dhabi Economic Vision 2030, which aims to boost national participation,
encourage women (national women are on average more highly educated than the men) and decrease the http://www.emeraldinsight.com/10.1108/20450621111110285
education market demand gap through training. Expected learning outcomes This case can be used to
teach strategy from the point of view of government, human resources and marketing. From the
government point of view parallels can be drawn to other nations whose government have focused on
policies to create opportunities for and to encourage local employability. An example of a similar
programme that was very successful is the Bumiputra programme created for indigenous Malaysians in
1971. In the area of human resource strategy, recruitment, training, inculcation of corporate values are
some areas that can be reinforced. Form the point of view of marketing; the case can be used to discuss
Subject area The subject areas for this case are auditing, fraud and investigations. It is also relevant for
teaching aspects of corporate governance. Student level/applicability This 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 overview The 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 http://www.emeraldinsight.com/10.1108/20450621111110492
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 outcomes Working 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 materials Teaching note.

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
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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.
Subject area Entrepreneurship. Study level/applicability First year undergraduate students in business
and management. Case overview The Misadventures of Amy and Azi case presents a brief historical
perspective of two partners' venture into the aerobic and fitness industry. The case discusses the partners'
foray into the business world armed with great determination and a one year business plan but without
proper understanding of the operational requirements of running a business. Though successful in the
launching of the first studio, the initial success had blinded the vision of one of the partners, Azi who
wanted to open another branch quickly. After a few months of operation, they realized that the second
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studio was a failure and had sapped the profit from the first centre. To make matter worse, the two partners
are stuck with the second studio and have to find another premise for the first studio due to short-
sightedness when signing the rental agreement. Expected learning outcomes The case study enables the
students to: understand the current business environment of fitness industry in Malaysia, appreciate the
need for proper planning and control in starting a business, to be aware of the importance of understanding
legal implications in starting a business, the need to conduct proper market research before starting and to
understand multi-cultural and multi-religion issues in Malaysia. Supplementary materials Teaching note.
Subject area Strategic management, system control management (balance score card). Study
level/applicability Post graduate student, managers. Case overview This case examines Garuda
Indonesia the National Indonesia airline and its exceptional performance in recent years due to successful
strategic decision making. This comprehensive case is structured in five parts highlighting: Garuda's recent
success based on positive strategic management; Garuda's history and how it shaped its success against
strong competition through effective leadership and the challenges it has overcome; an examination of the
development within the Indonesian airline industry; a focused examination of strategic development with
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Garuda, including competition policy; operational planning and delivery; debt restructuring and
product/service strategy; and an examination of the ongoing challenges, including governmental pressures
and political maneuvering. Expected learning outcomes Students will identify opportunities and threats,
including strategic issues derived from the external environment facing by Garuda Indonesia. Students will
identify strengths and weaknesses from the internal environment faced by Garuda Indonesia. Students will
develop strategic alternatives to inform business decisions. Students will give recommendations including
priority planning for the next three to five years. Supplementary materials Teaching note.
multinational organization. Study level/applicability Graduate and executive education level management
programs. Case overview General Motors India (GMI) operations established in 1994 and grew steadily,
unlike her startling global performance. In 2007, GMI unveiled its new vision and mission for aggressive
growth, expansion and establishing presence across all segments. With increased globalization of General
Motors Corporation (GMC), the strategic importance of GMI for sourcing was envisaged. The case
describes the organization structure and management control systems at GMI and the changes onto new
strategy and vision. The case narrates the unique futures of its control systems such as dual reporting and
matrix organization, business plan deployment (BPD), budgeting, performance measurement and http://www.emeraldinsight.com/10.1108/20450621111129672
compensation system. Expected learning outcomes The financial planning and control system in a large
decentralized multinational subsidiary. Typical organizational responsibility structure and administrative
and functional, dual-control mechanism. Appreciate strategic planning and budgeting process and how the
strategy is cascaded through multiple key result areas and the BPD board. The business environment and
strategy dynamics and its relationship with the prevalent control system. Opportunity for students to
speculate the changes in control system in wake of radical changes in the business and company
environment. Opportunity to introduce Simmons (1995) levers of controls and management control system
strategy, marketing. Case overview Owned and operated by the Tata Group, Ginger Hotels is the first-of-
its-kind of Smart Basics hotels across India. The case explores the business model and the relevance of
the service concept given the Indian context and consumer behaviour, the marketing strategy, and
communication strategy of Ginger. Challenges such as the use of outsourcing, learning and development,
and attrition are discussed. Expected learning outcomes From a marketing perspective, this case can be
used to demonstrate understanding of consumer behavior, reshaping customer expectations, perceived
service quality, Gaps in service, service orientation, and value-for-money positioning, aggressive
advertising and promotions, use of the marketing mix to introduce a new service concept in a market.From http://www.emeraldinsight.com/10.1108/20450621111110681
a management perspective, the case can be used to highlight how the marketing strategy is being delivered
through a focus on service staff (selection, training, and motivation) and operations (logistics, IT, and
communications), and branding (brand strategy alignment to the corporate strategy).Third, the case is
suitable for highlighting strategy analyzing current competitive advantages, and carving out potential
future competitive advantages in a services context. For example, strategic analysis models such as Porter's
industry analysis and value-chain models can be applied to examine the sources and sustainability of
Ginger's competitive advantages.The case can also be used for teaching service innovation. Supplementary
Business and Management, MBA, MA Marketing/International Business. Case overview Giordano is one
of Asia's most successful retailers, with operations in East Asia, Southeast Asia, the Caribbean, and the
Middle East. With a strong emphasis on customer service and value-for-money, Giordano was able to
differentiate itself from its competitors. The question is: how can Giordano maintain its competitive
advantage in the future? Amid increasingly stronger competitors and changing industry conditions,
Giordano had to critically evaluate its sources of competitive advantage and key success factors, and
perhaps consider repositioning itself in current and new markets. Expected learning outcomes This case is
suited for a retailing or services marketing/management course. It demonstrates the power of a tight http://www.emeraldinsight.com/10.1108/20450621111110500
integration of marketing, operations, and human resource management to deliver value-for-money.
Specifically, it can be used for the following teaching objectives: from a marketing perspective, this case
can be used to demonstrate the successful integration of a strategy based on service orientation, value-for-
money positioning, and aggressive advertising and promotions; and from a management perspective, the
case can be used to highlight how the marketing strategy is being delivered through a clear focus on service
staff (selection, training, and motivation) and operations (logistics, IT, and communications), combined
with an organizational
Subject area This caseculture that encourages
is designed staff to try new
for an undergraduate things (and accept
entrepreneurship courseerrors as with
dealing a consequence).
the launch
and growth of an entrepreneurial venture, including strategies for effective team building, especially with
teams based in different countries. Study level/applicability This case has been used in 300 and 400 level
entrepreneurship courses. Case overview The case tells the story of John Lee (CEO) and Regina Adams
(President), the founders of a new business called global loans in entrepreneurship (GLIE) based in
Singapore. GLIE facilitates micro-loans for small business owners in the developing world and specifically
targets entrepreneurial development projects for the poor. Many social enterprises start their operations on a
shoestring budget. Typically, the deficit of cash pushes the leadership to use creative strategies to move
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things forward, including recruiting individuals who are willing to work in the startup phase without
monetary compensation. This case sheds light on what can happen when founders recruit and rely on a
volunteer for essential technology development, vesting the individual with substantial power, and creating
the possibility for him/her to delay or purposefully hold up the launch of the company. Expected learning
outcomes The case highlights the importance for someone on the founding team to have whatever core
competencies are most critical to the firm. Additional themes are the importance of raising adequate funds
at startup, the pitfalls of using volunteers in the wrong capacity, and the disastrous impact the wrong
employee can have in a small firm setting. Supplementary materials Teaching note.
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 examines how Gabriel, a Danish textile company, transformed itself from being a
traditional textile manufacturer to becoming an innovative virtual servi-manufacturer. The case covers the
main milestones in Gabriel's recent history, explores the main reasons for the transformation that started in
the late 1990s and studies how this transformation towards becoming a virtual servi-manufacturer was dealt
with. The case closes with the sections examining the role of innovation activities in the newly transformed
company. Expected learning outcomes The case is expected to build an understanding of the http://www.emeraldinsight.com/10.1108/20450621111124424
organisational and operational implications of the journey towards the virtual production company. While
the case is broad in its scope, it provides an opportunity to go into details on a number of interrelated
topics: operations strategy; global production networks; communication and coordination;
interdependencies; and outsourcing and offshoring. The story of Gabriel illustrates a highly successful
globalization journey and its underlying dynamics. The case highlights how the operations configuration
and the relationships between key parties do not stay constant over time. They rather shift and adapt to
internal area
Subject and external stimuli.
Franchise, The case
strategic explores these
management, food stimuli in retrospect
and beverages, and describes
Malaysia. how the company
Student level/applicability
First year undergraduate students of management courses. Case overview This case study explores the
strategies employed by franchisor Gloria Jean's Coffees (GJC) in reestablishing its market presence in the
Malaysian coffee market. GJC recently underwent an exchange of ownership. Under the new leadership,
the company decided to appoint a new strategic master franchisee in Malaysia to see a section of its
expansion plan in the ASEAN region reestablished. The selection of a suitable and well-connected master
franchisee is very important for reestablishing presence and brand name development. The deteriorating
position of GJC's brand name in Malaysia prior to the appointment of a new master franchisee created a
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unique situation requiring an in-depth evaluation and examination of unseen but highly related critical
factors. In-depth and behind-the-scene examination on efforts made through the implementation of
business and marketing strategies to reestablish its brand and presence in Malaysia; given demanding
market challenges and intense competitions. Expected learning outcomes After carrying out this exercise,
students are expected to be able to: understand how business start up grows in foreign markets; identify the
basic issues of international franchising and how the system works; analyze the various factors of
considerations prior to internationalization; and evaluate strategies undertaken by company in establishing
its market in foreign countries. Supplementary materials Teaching note.
Subject area Entrepreneurship, innovation, change management. Study level/applicability
Undergraduate and Postgraduate Business and Management. Case overview This case study focuses on
the development of a young entrepreneur in an indigenous industry in Dubai, United Arab Emirate. His
entrepreneurial zeal resulted in the creation of a culture of innovation. His fascination for change spurred http://www.emeraldinsight.com/10.1108/20450621111110294
him to develop new products and he won accolades for innovation. Expected learning outcomes This case
can be used to teach entrepreneurial development, innovation and change management. Supplementary
materials Teaching notes are also available.
Title Green management and environmental sustainability: a case of ITC green center
Subject area The built environment
Study level/applicability This case can be used for undergraduate and post graduate level business and
management studies. The topics identified for this case study would be environmental management
applicable to green management, corporate sustainability and financial planning, buildings conservation,
sustainable constructions and projects and the hospitality industry.
Case overview Mr Niranjan Khatri is one of the people involved in ITC's successful implementation of
green management techniques. The key issue causing concern to management is how they initiate this new
concept to the already existing and functional hotels in the country. The second key challenge is managing http://www.emeraldinsight.com/10.1108/20450621111159859
their stakeholders. Being in the service industry, customer service and convenience is of prime importance
and at times they may be in conflict with the sustainability agenda of ITC.
Expected learning outcomes Students should be able to analyse the importance of environmental
management in the hospitality industry; recognize the operational constraints and legal obligations
surrounding environmental performance in hospitality and tourism, Interpret environmental theory and
work out an implementation plan for implementing environmental management in hotels.
Supplementary materials Teaching note.

case is intended for a business strategy course in management. The target participants are MBA students
specializing in strategy area as well as middle level and senior level managers from the industry, who come
for an executive programme in management science. Case overview Year 2009, Mr Pawan Kumar
(General Manager, Halonix Limited) was facing a decision-making situation in the organization. Being one
of the most experienced and oldest employees of Halonix (incorporated as Phoenix Lamps Ltd in 1991), he
had witnessed the tremendous growth of the company since its inception in 1991. The company was having
a global brand image in automotive halogen lamps and became a dominant player in compact fluorescent
lamp (CFL) market in India by 2007. With the increasing competition and change in market dynamics, the
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company needed to decide upon the future product portfolio mix and strategy to be adopted to gain the
maximum benefit and win over the competition in both the product segments. The automotive halogen
product segment was generating higher margins but having relatively slow growth. The CFL product
segment was a growing market but was generating low margins due to increasing competition from entry of
large number of players. Expected learning outcomes The theoretical concepts, which will be explored in
this case, involve the following: the importance of industry structure analysis in understanding the basis of
competition. The importance of value-chain analysis in strategic planning. The importance of Boston
Consulting Group growth-share matrix in evaluating the product portfolio mix having different growth

Subject area Management consulting, foreign direct investment, location decisions, business planning.
Study level/applicability Undergraduate and Postgraduate Business and Management or Executive
Education. Case overview This case outlines the location decision-making process for Hay Group, a
global management consulting firm. The process and factors involved in making decisions on new office
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openings in the Middle East region are highlighted. Particular attention is paid to location factors such as
legislation, taxes, political risk and market attractiveness. Expected learning outcomes The case enables
participants to learn about business conditions in the Middle East and to develop a business case for the
opening of operations in new markets. Supplementary materials A teaching note is available on request.
Subject area Entrepreneurship, strategic analysis. Study level/applicability Entrepreneurship, strategic
management, business in Asia. Case overview This case describes the experience of a start-up online TV
company in Thailand. It supplies details about how the business idea was hatched, what challenges the
company is currently facing, and how the future prospects for the online media market in Thailand are
unfolding. Expected learning outcomes Participants are expected to be able to compare the similarities http://www.emeraldinsight.com/10.1108/20450621111130058
and differences between a textbook model of entrepreneurship and the real experience of the company
described in the case. A better appreciation for basic strategic analysis such as examining internal strengths
and weaknesses and understanding external opportunities and threats can also be developed. Supplementary
materials Teaching notes.

Subject area Management: human resources management. Study level/applicability Undergraduate and
postgraduate. Case overview This case gives critical insights in the complex issues surrounding the
management of employment relationship in Africa, specifically focusing on Botswana. It is set in the
context of explosive industrial relations involving Debswana Diamond Mining Company and the Botswana
Mine Workers Union over the contentious issues of pay bonus and collective bargaining. Failure to reach an
amicable compromise by both parties' results in a debilitating strike which costs the company millions of
funds and affected it's the corporate image contrary to its well crafted social responsibility. More painfully, http://www.emeraldinsight.com/10.1108/20450621111170649
the end game is a loss of employment and dreams shattered for 461 dismissed workers who depended
solely on this work as their only source of income. Expected learning outcomes At the end of reading the
case students are expected to: understand the limits of managerial prerogative and the right to manage;
appreciate the inherent conflict of interests between labour and capital; consider more equitable
compensation schemes in dealing with collective bargaining; and discuss the concept of social
responsibility in the context internal customers-employees. Supplementary materials Teaching note
Subject area Communication strategy, segmentation, branding, customer value, competitive analysis.
Study level/applicability Undergraduate and Postgraduate Business and Management; Hospitality and
Tourism Management; and Communication Management Students. Case overview This case spotlights
the Jumeirah Group an indigenous United Arab Emirates brand and a leader in the hospitality sector,
managing iconic properties like The Burj Al Arab and Emirates Tower. This case focuses on the Chopard's
Ladies floor, a full floor dedicated to women and managed by women. Jumeirah was the first to introduce
this concept in the Middle East. The case highlights the challenges of maintaining a first mover advantage;
adapting to change, developing a multi-pronged communication strategy and indentifying key target http://www.emeraldinsight.com/10.1108/20450621111110311
customers. Expected learning outcomes This case can be used to teach concepts from marketing
management (segmentation, targeting, customer perceived value, the consumer buying process, and
marketing mix); competitive strategy (environmental analysis, how to chunk down information from a
macro-context to a micro-context; concept of synergy; benchmarking and choosing strategic groups;
industry analysis) and communication strategy (setting a communication objective; choosing the
communication mix, and building control measures). Supplementary materials A teaching note is
available on request.
Subject area Management, marketing and branding and strategy. Study level/applicability
Undergraduate and postgraduate management courses. Case overview This is a real-life case involving a
confectionery manufacturer in Malaysia where it has grown over the years. As the market becomes more
competitive, more challenges are confronting the company. Although there is still profit to be made, the
margin is declining. Hence, the management of King's Biscuits Berhad must embark on the marketing
environment scanning to prepare the company for future challenges and to ensure continued existence. As
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in the case of most strategy cases, little guidance was available for the students to reflect upon. Expected
learning outcomes With the completion of this case study; student will be able to familiarize with the
exercise of marketing environment scanning, determine the branding, product lines and positioning issues,
adopt the marketing mix concept into real practice, and have the opportunity to visualize a true business
scenario and simulate their minds and thinking towards managing a business. Supplementary materials
Teaching note.

those who dared challenge white supremacy and the battle for prominence between the African National
Congress and the Inkatha Freedom Party. Since gaining independence, South Africa has attracted investors
from far and wide. Now and again, one hears news stories that report about forms of disgruntlement from
whites and blacks, respectively. In some quarters, you may hear stories suggesting the white community
has not completely gotten over their resentment of black leadership. In some other quarters, you are likely
to hear the blacks insist that the South African land space belongs to them and as a result they should be in
charge of the distribution of wealth, one must understand that much of the wealth of the South African land
still resides with the Whites. In what is considered as a fair attempt to integrate all the citizens of the http://www.emeraldinsight.com/10.1108/20450621111124433
republic, the new government of Nelson Mandela came up with a constitution that is hailed as perhaps the
best in the world. Carved out of the United Nations Human Rights Charter, it proposes a free society that
recognizes all its inhabitants regardless of colour. Within the world of work, the constitution identifies
seven very important statutes that not only give effect to and sustain the republics membership of the
International Labour Organisation, but also help to realize and regulate the fundamental rights of workers
and employers. Main learning objective Test students understanding of the legal statutes that pertain to
employment relations and human resource management in South Africa. Expected learning outcomes
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 http://www.emeraldinsight.com/10.1108/20450621111125450
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.
Subject area Organizational behavior, leadership, strategic management. Study level/applicability This
case can be used at Master's level management students as well as for executive education programmes.
The case can be used to teach courses like organizational behavior, leadership and strategic management.
Case overview Mumbai Rail Vikas Corporation (MRVC) had been established with a purpose of catering
the rail transportation requirement of Mumbai, the economic capital of India. After its establishment in the
year 1999, commuters were hopeful but very less development and improvement was reported for six
years. Mr P.C. Sehgal took over as Managing Director of MRVC in the year 2005. The primary task of Mr
P.C. Sehgal was to implement the rail development plan proposed by Mumbai Urban Transport Project
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within the deadlines. Implementation of the given plan had various challenges and required high degree of
coordination with different stakeholders (like Government of Maharashtra, Central Railway, Western
Railway, etc.). It also required taking important decisions to move work fast and dealing with media and
public pressure. Expected learning outcomes The case would instigate students to delve on the aspects of
leadership and how the leader brings about change. The students would also get to know the challenges a
leader face when he takes charge of an underperforming but critically important organization. Further the
students are also exposed to the context of organizational management where the organization is trapped in
a web of relations with conflicting stakeholders. Supplementary materials Teaching note.

Subject area Market development; market analysis; customer incentive programmes and segmentation.
Study level/applicability Undergraduate Business and Management, MBA/MA Management. Case
overview The Singapore subsidiary of AHL Insurance Corporation (AHL) was trying to expand its
customer base through a recommend-a-friend programme. Ideally, the incentives would encourage the
top tier customers to refer more friends to help AHL further penetrate the market and expand its customer
base. Instead, the programme worked the reverse on these customers and referrals from Apostles fell. http://www.emeraldinsight.com/10.1108/20450621111110519
Ray Stevenson had to find out why this was so and think of a way to rectify the problem. Expected learning
outcomes This case will enable students to analyse a business decision which ultimately proved
unsuccessful to the point of adverse market reaction. Students will examine the reasons for this poor market
perception; conduct analysis of field test data and provide managerial conclusions and recommendations
identifying the correct course of action. Supplementary materials Teaching notes.

Subject area Entry of a service sector company based in Europe into the Middle East market with focus
on Saudi Arabia. Study level/applicability The students should have some familiarity with case studies
and should be able to successfully solve easy cases. This case can be used in all courses of general
economics and management. It is best suited for courses on market entries, risk management in
international business, intercultural management or developing and emerging markets. Case overview
Two market entry options are discussed: joint venture set-up with partner and independent direct
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investment without local partner. A tangible real life experience of the Middle East market will enhance the
theoretical presentation and help students to gain practical solutions. Expected learning outcomes The
students should be aware of risks and opportunities in the Middle East and Saudi Arabian markets for
western companies from the service sector. He/She should be able to prioritize relevant economic data and
simultaneously discuss several different options by dealing with complex situations. Supplementary
materials Teaching note
Subject area Mobile marketing. Study level/applicability Undergraduate and Graduate levels. Case
overview Driven by the ongoing evolution in mobile technologies and the increasing penetration of smart
phones, the use of the mobile medium for marketing purposes is becoming more and more popular across
industries. This case study presents an overview of the mobile marketing ecosystem embedded in the story
of the transition of Turkcell from a traditional carrier into a leading mobile services provider. The aim is to
familiarize the reader with the benefits and challenges of using the mobile medium for marketing
communications and provide lessons from Turkcell experience for success in mobile marketing. Expected http://www.emeraldinsight.com/10.1108/20450621111122309
learning outcomes Develop a comprehensive understanding of the concept of mobile marketing and the
current state of mobile technologies; develop a general knowledge of various types of mobile marketing
applications; have a general knowledge and understanding of the consumer-centric value propositions of
mobile marketing; gain a perspective on the nature and dynamics of mobile business environment and have
the chance to examine real-market campaigns that leverage unique properties of the mobile medium.
Supplementary materials Teaching notes.
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
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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
Subject
differentarea Tourism
cultures development,
and with employees emerging market
with different entrepreneurship.
agendas Study
and to highlight thelevel/applicability This
importance of people in
case may be used in lower or upper division courses. Lower division courses may want to focus on the
elementary issues of project planning, business plan development, and marketing. Upper division courses
will find opportunities to enhance the discussion with ethical dilemmas and more advanced business plan
development. Case overview The case takes place in a nature conservancy in Namibia. A local villager
wants to open an attraction portraying local customs, traditions, art, and dance for tourists. This case can be
used as an introductory strategy case study in at least three types of classes, strategic management,
entrepreneurship, or hospitality management. The case presents many opportunities for students to analyze
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various business topics, including start-up financing, competitive and industry analysis, questions of
pricing, product, and promotion, government relations, tourism development, and ethics. It is designed to
be taught in either a 1 hour class or a 1.5 hour class with student preparation taking between 2 and 3 hours
depending on the questions assigned. If students are asked to complete a business plan the preparation and
discussion time will be longer. Expected learning outcomes Students will demonstrate ability to prepare a
business plan, conduct market research, and evaluate potential business idea using Porter's five forces.
Students will also demonstrate depth of understanding ethical dilemmas in an emerging and foreign market.
Supplementary materials Teaching note.
Subject area Leadership, psychology. Study level/applicability Organizational behavior, international
business, gender and society at Undergraduate level. Case overview This short case describes a
qualitative investigation on the dynamics of power between young business leaders and senior supervisees
in Ho Chi Minh City, Vietnam. Views from both the supervisors and supervisees on current working
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relationships are presented. Expected learning outcomes After reading and discussing the case,
participants are expected to be able to identify key concepts from organizational behavior theory, including
stereotyping, leadership styles, and influence tactics. Participants should also become sensitized to gender
roles and their influence on workplace behavior. Supplementary materials Teaching notes.

Subject area Marketing management, pricing strategies, zoo management, non-profit organizations. Study
level/applicability Difficult. Recommended for courses: marketing, strategy, pricing, customer behaviour,
management of non-profit organizations, emerging markets. Case overview The case study deals with the
pricing dilemma of the Birch House Zoo located in an Eastern European country. The zoo has implemented
capital-intensive developments in the recent years its main attraction the Tropic World included. The
organization is managed and subsidized by the city where it is situated, yet the City Council lately
expressed that they wanted the zoo to be self-financing by the end of 2011 by finding new source of
revenue. In 2009, the operational expenses of the zoo exceeded EUR five million; however, the revenues http://www.emeraldinsight.com/10.1108/20450621111130067
were far bellow this level. The tariff structure did not change in the last 30 years as pricing always had to
be adjusted to the local purchasing power; recent developments and new attractions are only partly priced
in at the moment. In the light of the special environment in which Birch House Zoo operates, the director
has to initiate key actions that could bring the zoo to the level of breakeven in its operations and make it
financially independent. Expected learning outcomes Ability to create pricing and revenue generating
strategies; understanding idiosyncrasies of the management of non-profit organizations regarding this
matter; understanding price elasticity issues. Supplementary materials Teaching note.

Subject area Business strategy and human resource management. Study level/applicability
Undergraduate Business and Management. Case overview This case spotlights Oilfield Services branch in
Abu Dhabi, United Arab Emirates. It focuses on various problems encountered whilst operating in Abu
Dhabi. Oilfield Services was first established in Dubai in 1995, primarily to meet the growing demand of
quality human resources in the oilfield, shipping, and fabrication sectors in the Middle East and Persian http://www.emeraldinsight.com/10.1108/20450621111110320
Gulf region. The case highlights the challenges of motivation and compensating staff and the importance of
strategic decision making. Expected learning outcomes This case can be used to teach decision making,
cost/benefit analysis, employee motivation, and compensation and elements relating to international
business strategy. Supplementary materials A teaching note is available on request.
Study level/applicability This case is appropriate for use in Masters in Business Administration (MBA)
programs as well as advanced undergraduate courses. The case provides an apt simulation of the emerging
Indian fast food companies in the competitive dynamics of Indian business environment.
Case overview Rakesh an MBA graduate from the University of Hartford, Connecticut, after four years of
corporate experience, made a decision to start a business of his own. Thus, was born Infusions Foods Pvt
Ltd (IFPL) an entrepreneurial venture of Rakesh Raghunathan. IFPL launched its fast food chain of grilled
wraps under the brand name of PETAWRAP. The brand was positioned to target the recent consumer
behavior shift of Indian consumers which was towards healthy, nutritious food combined with the concept
of necessity-based eating out.IFPL had successfully opened six company owned outlets by March 2011.
Their strategy for success was built on the age-old four-point formula of a good-quality product, at value
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for money prices, delivered efficiently to the customers. The absence of a hygienic branded product in
this Indian fast food industry contributed to the initial success of their company. Rakesh believed that key
to building the brand image depended on quality in terms of operations standardization and product quality.
Expected learning outcomes The case is structured to achieve the following pedagogical objectives: ?To
identify the forces on which of an entrepreneurial opportunity is dependent. ?To analyze the changes in
competitive dynamics of Indian fast food industry and identify the factors that lead to the emergence and
acceptance of PetaWrap. ?To understand the challenges of building a brand in low-cost business model and
the economics of cost incurred. ?To evaluate the business strategy and the business model adopted by the
company for expansion. ?
Supplementary materials Teaching notes

Subject area Internationalization, entrepreneurship, franchising, international marketing. Study


level/applicability First year undergraduate students of Management courses. Case overview This case
is about a newly established fast food company that expands very rapidly in Malaysia. Growing from
merely a single pushcart, the company has evolved into one of the most successful purely-local food
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franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on
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looking at bigger expansion plans abroad and eyeing the Middle Eastern markets. Expected learning
1
outcomes After carrying out this exercise, students are expected to be able: to understand how a new
business start up grows; to provide a simple illustration on how internationalization of small firms can took
place; to analyze the various factors of considerations prior to internationalization; to identify the basic
issues of international franchising and how the system works. Supplementary materials Teaching note.

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, http://www.emeraldinsight.com/10.1108/20450621111110672
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.
Subject area Finance, entrepreneurship, general management. Study level/applicability
MBA/Postgraduate. Case overview This case is about Precision Air Services, a small profitable airline in
Tanzania, which is in the middle of a changing airline industry. In less than ten years, Mr Michael Ngaleku
Shirima, the founder and then holding two-thirds of the shares together with an option to buy the remaining
one-third, had seen the airline grow to a major player in the domestic market. His plans to expand to
regional routes were still on the drawing board when he received a US$2 million cash offer from Kenya
Airways, a much larger airline, for a 49 percent equity stake. At the same time, South African Airways http://www.emeraldinsight.com/10.1108/20450621111110483
another heavyweight in the African airline industry, was in the process of acquiring a controlling stake in
the state-owned Air Tanzania Corporation. To Mr Shirima, giving up a significant stake in an airline he
created from scratch was a dilemma. But if that was to be, he was also interested to see that he is getting
the right price for his efforts. Expected learning outcomes This case can be used to teach elements of
merger and acquisition, business valuation, negotiation, strategy (corporate, international, growth), strategic
scoping and planning. Supplementary materials: Teaching notes.

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 http://www.emeraldinsight.com/10.1108/20450621111123056
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.

Subject area HR, strategic alignment, organizational culture and change and organizational theory and
design. Study level/applicability Suitable for undergraduate and graduate students taking up advanced
courses in HR, Change Management, Organizational Theory and Design. Case overview This case
spotlights Production Services Network (PSN) Emirates JV and the strengths of its global network. The
case raises many important issues related to building a unified culture across a global organization. The http://www.emeraldinsight.com/10.1108/20450621111110357
case specifically focuses on the significance of sourcing the right talent and training them for the success of
PSN's global network. Expected learning outcomes This case may be used to teach topics such as leading
cultural changes, steps to build a strong organizational culture and the significance of systemic alignment
for successful strategy execution. Supplementary materials A teaching note is available on request.
Subject area Sport marketing, sponsorship, marketing strategy, event management. Study
level/applicability Undergraduate and Postgraduate Business and Management. Case overview This
case discusses sport marketing within an emerging market business environment. PromoSeven Sports
Marketing is the focus company. PromoSeven name is synonymous with major events particularly Emirates
Airline Rugby 7s and the Olympic Council of Asia. The case highlights the challenges facing sponsorship,
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event management, sport marketing and PromoSeven's own business strategy after the 2009 economic
downturn drew attention to Dubai's financial situation. Expected learning outcomes This case can be used
to teach sport marketing, sponsorship, event management, and marketing strategy. It can also be used to
identify target market segments for sports and the positioning that may appeal to those segments.
Supplementary materials A teaching note is available on request.

Subject area Organizational change. Study level/applicability Undergraduate and Masters level
management programmes, particularly in management accounting, public sector accounting or
organizational change. Case overview This case study reflects organizational changes when Fijian Post
and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The
focus of this case study is to examine some of the intra-organizational or micro-level changes that took
place at the company. While the impetus for change may have originated in the Fiji Government's policies
of public sector reform, the objective here is to outline the often slow pace of intra-organizational change
within FPTL. Expected learning outcomes FPTL is a sole provider of postal and telecommunication http://www.emeraldinsight.com/10.1108/20450621111125441
services in Fiji. The organizational actors faced tensions and initially resisted the change to private business
routines. However, with wider education and training on the change process, the resistance was reduced. At
FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized
by the team through the ongoing process of educating employees on the benefits of changes and
routinisation of new practices.The learning outcomes are to understand the difficulty of the change process
and be aware of some of the resistance that may persist owing to cultural and political circumstance of a
specific country. Supplementary materials Teaching note.
Subject area It is related to managerial accounting including style of management, evaluation method,
risk management, responsibility accounting and reporting. Student level/applicability It is suitable for
both Bachelor's degree and Master's degree students to apply their comprehensive knowledge of managerial
accounting on the case with relevance for the courses including managerial accounting, cost accounting,
cost analysis and managerial accounting seminars. Case overview Information given by the case informs
about the decentralized management structure and style of a data communication company, Data
Communication Company Limited. The delegation of authorization is used as the main control of the
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company to monitor the performance of each department. The case study describes the company's specific
methods as well as the monitoring procedures and the reports. In addition, it also addresses the
management's concerns regarding risks as it relates to the current market situation. Expected learning
outcomes To study managerial accounting courses by using this case, it certainly enhances effectiveness
and efficiency of accounting curriculum. This case specifically provides a realistic perspective,
comprehensive information and solution capability relevant to real world challenges, which can be applied
to managerial accounting. Supplementary materials Teaching note
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
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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
level/applicability
internally oriented (employee-focused)
It is best suited to teach undergraduates
and externally and(societal-focus)
oriented graduates in theCSR
areas of rural and
strategies marketing,
actions.
agri-business management, service management and information and communication technology for
development. Case overview India is changing with great pace by inclusive growth on espousal of
technology into the mainstream. Indian farmers are wholly depending even now on traditional methods for
decision making on entire agriculture supply chain. The constant decision making provides middle men
with a chance to exploit and empower themselves on the returns produced by farmers. Technology is
creating waves providing an opportunity for farmers to benefit by adopting information and technology to
solve their basic livelihood problems. The Thomson Reuter group launched a SMS-based mobile
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information service to support India's 250-million-strong agricultural community. The service, named
Reuters Market Light (RML), is trying to provide a missing link by providing required information in the
quickest possible time to farmers; user need-based services are critical to this. How far RML services are
delivering in this context is quizzed by some analysts. Thomson Reuter's service started with the global
climb down in commodity prices, coupled with increased risk of natural disasters as per experts. The
competitors providing similar services at price which differ with RML wondered about the success,
scalability and sustainability of its venture. Expected learning outcomes This is a practical view of how
these interventions
Subject can be
area Strategic better looked at andmanagement.
marketing/marketing can get into policy
Study for a framework for rural
level/applicability areas' socio-
Undergraduate and
post graduate courses in the principles of marketing, strategic marketing, strategic management, services
marketing and hospitability management. Case overview This case focuses on the critical success factors
of Scandic hotel chain by highlighting its road to becoming the leading hotel chain in the Baltic region.
This case covers a wide range of situations in which strategic marketing decisions were made, for example,
the Scandic Sustainability Fund, supporting initiatives to promote sustainable social development. Special
attention is devoted to how the case company's business philosophy is implemented to identify and
differentiate its customers, in order to sustain a customer centric strategy and develop long lasting http://www.emeraldinsight.com/10.1108/20450621111113543
relationships. Expected learning outcomes Following analysis of the case students should be able to: first,
understand how marketing strategies can be utilized to effectively differentiate organizations from their
competitors by capitalising on distinctive strengths, leading to the delivery of better value to stakeholders;
second, understand how marketing strategy deals with the interplay of the strategic three Cs (customer,
competition and corporation) in better satisfying customer needs; third, appreciate how companies operate
within a given environment and the benefits of developing an environmental strategy. Supplementary
materials Teaching note including lecture plan.
Subject area Operations management, purchasing and procurement management, inventory management
and supply chain. Student level/applicability Introductory courses in Operations Management; MBA level
and final year undergraduates in management. Masters level in purchasing/procurement management,
inventory management and supply chain management. Case overview The case deals with strategic
purchase decision of a basic raw material used in ketchups. Ketchups represent 15 per cent of annual sales
at National Foods. Mohammad Iqbal, Head of Supply Chain at National Foods, is confronted with the
decision of buying tomato paste for fiscal year 2007-2008. He needs to decide how much paste to order
from National Foods' supplier in China and when. He has the demand forecast for the paste for 2008 http://www.emeraldinsight.com/10.1108/20450621111122174
available to help him make the decision. Expected learning outcomes The case will introduce the students
to issues in strategic buying of a basic raw material that is crucial to production. The case is not designed to
teach just the basic concept of trade-off between inventory holding and stock out cost. The students should
bring these basic concepts of operations with them to understand how these concepts are combined with
knowledge of other disciplines to tackle a complex raw material planning issue. Students learn how to plan
for the purchase of a perishable yet important raw material for an organization. Supplementary materials
Teaching note.
Subject area Talent management. Study level/applicability Management level proposed courses:
knowledge management, human resource management, leadership and fundamentals of strategic
management. Case overview Legacy and succession issues plague rising economies. Attracting the local
talent to stay is becoming increasingly difficult. This is especially the case for the family run businesses
and also local government lead industries. Many MNCs have to bring in their own qualified staff making
that an added cost and a disincentive to work in Malaysia. Thus, Malaysia has been experiencing a brain
drain. The case study explores the generational differences in retaining staff and the challenges of a global
demand and war for top talent. This affects emerging economies that are competing to keep their top talent
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from being lured away by their competitors. Brain drain is occurring in almost all sectors, but the
Malaysian accountancy sector is the most affected. In view of this issue, this case addresses the common
challenges facing accounting firms which is talent management and succession planning. ABC Ltd, a
fictional firm is one of the Big Four accounting firms (four largest international accountancy and
professional services firms), chosen as the context. Jeremy Tan is a manager of ABC Ltd Expected learning
outcomes This case is the basis for class discussion and group presentations. Students will be able to
understand generational differences, apply strategies to recruit and retain high-potential talent, and develop
awareness of
experience ofissues regarding
a Malaysian Generation
company, Y in Malaysia
Telekom Asia. Supplementary materials Teaching
Berhad, in implementing notes.
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 http://www.emeraldinsight.com/10.1108/20450621111110645
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
Subject area Segmentation, business impacts of decision making, hotel management. Study
level/applicability Undergraduate Business or Finance. Case overview The sales manager at a
Caribbean hotel wonders whether to accept a large block booking at a discount rate from a group
participating in an international sporting event. Do the promised publicity benefits justify the risk of
turning away guests from higher paying segments? Expected learning outcomes The case should:
highlight the potential for conflicts when customers from different segments with different needs and http://www.emeraldinsight.com/10.1108/20450621111110465
expectations find themselves in close contact with each other; identify the trade offs that may have to be
made when acceptance of a large block booking might displace regular customers; and calculate the
incremental financial impact of revenues from new business less revenues forgone when capacity
limitations mean that some traditional business will have to be turned away to accommodate the block
booking. Supplementary materials Teaching notes.

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 http://www.emeraldinsight.com/10.1108/20450621111110474
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

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
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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.
marketing). Case overview The Chilean wine industry has undergone numerous and profound
transformations over the past 30 years. This transformation has allowed a new generation of talented
viticulturists and winemakers to capitalize on Chile's viticultural paradise and to produce World Class
Wines. Chile exports 70 per cent of its wine production; making it the world's most globalized wine
industry. Despite these undeniable successes, Chilean wines face very high levels of competition in the
different world markets and its average prices are substantially lower than those of its competitors. As a
consequence, the industry's present profitability levels are low, and there is an urgent need to elevate the
premium positioning and average prices to achieve a sustainable return in the long term. The Chilean wine http://www.emeraldinsight.com/10.1108/20450621111115578
industry is preparing a new strategic plan and international marketing strategy for 2020 aiming guidelines
for a vigorous course of international development and defines the industry's vision, mission, positioning,
strategic objectives, opportunities and plans of action with a new strategic marketing perspective. The aim
of the case is to develop this new strategic plan and international marketing strategy for the Chilean wine
industry. Expected learning outcomes Students should be able to make a clear competitive analysis with
the information provided in the case. Students should also develop positioning maps, SWOT analysis,
vision, mission, benchmarking analysis, segmentation, targeting and positioning strategies for international

Subject area Ethics in IT, community informatics, management. Study level/applicability


Undergraduate and postgraduate information technology and citizens' rights, strategic decision making.
Case overview This case spotlights Athlete Sports in Dubai, United Arab Emirates (UAE). It focuses on
the malfunction of the company's equipment that is rented from ABC Sports Equipment. Athlete Sports has
been in the UAE over a decade and has positioned itself fairly at the top due to its qualified coaches and
quality of facilities it provides. The case highlights the company's transition from owning equipment to
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leasing equipment that increases profits. However, it also sheds light on ABC Sports' venture into code
reusability in order to upgrade equipments faster. The case looks closely at the ultimate consequences of
ABC Sports' practice and the impact it has on Athlete's Sports' clients and the subsequent decisions the
managers are expected to make. Expected learning outcomes This case can be used to teach strategic
decision making, and ethics in information technology. Supplementary materials A teaching note is
available on request.

Management of Business Administration (MBA) Programme. Study level/applicability Courses like


International Business/Marketing, Strategic Planning and Business Ethics of the MBA Programme.
Management Development Programmes for working executives, on the Topics Corporate Social
Responsibility, Manpower Planning, Growth of Business Clusters and Social Accountability. Case
overview The labour-demanding industry of Tirupur knitwear exports is facing both happy and sad
situations. While orders from importers are piling up, lack of manpower planning proves a stumbling block.
The industry employs more than 300,000 workers. After hours of toiling, workers still lead a pathetic life;
have no access to good housing or quality education for their children. Highlighting on this situation, the http://www.emeraldinsight.com/10.1108/20450621111126873
case brings forward the questions, why is it that firms have not realised their CSR to provide commendable
standards for their employees? what situations would provide the drive or compulsion to adapt social
responsibility? and how far is fulfilling the social responsibility a direct answer to solving the labour issue
faced by the export firms? Expected learning outcomes The case serves to help students to understand the
theoretical concept CSR. It brings to the students understanding: the drivers of CSR; challenges that would
make the business units to honour their social responsibility; what lies as the practical situation on
awareness of CSR; and to have a wholesome practical view of CSR in the context presented in the case.
Subject area Production management and personnel management.
Student level/applicability Production management modules of undergraduate business and management
courses. Case overview The case describes the implementation of 5S by a Polish production company,
namely Bianor. It presents not only the literature base and benefits of 5S but, in particular, shows the
specificity of the implementation process, taking into consideration attitudes of employees; moreover, the http://www.emeraldinsight.com/10.1108/20450621111163322
study devotes some attention to aspects of organizational culture.
Expected learning outcomes The case shows how to implement the 5S method in a production company,
and how effective communication of processes is essential to implementing business change.
Supplementary materials Teaching note.

Study level/applicability This case has been developed to suit the pedagogical needs of undergraduate and
post-graduate students of management in the area of strategic marketing management in the service
industry. Case overview The case describes the challenge faced by Gautam Raj, Executive Vice President,
Strategic Development, The Oberoi Group, in making submissions to the Chairman, P.R.S. Oberoi for
giving shape to the company's future strategic plans and developing the blueprint for further growth. The
Oberoi Group is a leading India-based hospitality company, which was looking at selective expansion in
the five-star deluxe segments by seeking new opportunities for its luxury leisure business in order to
achieve a greater geographic spread. The case gives detailed information related to The Oberoi resorts http://www.emeraldinsight.com/10.1108/20450621111166130
ranging from their genesis to their branding and marketing strategies to put into perspective the challenge
faced by the protagonist in making appropriate recommendations regarding the optimal choice of location
for new-luxury leisure resorts. Expected learning outcomes The case is designed to give students an
opportunity to demonstrate understanding of generic strategies for sustaining competitive advantage and
market selection strategies and to analyse prospective location choices for making recommendations
regarding appropriate markets to enter. Supplementary materials Teaching note.

Subject area HRM; recruitment; managing cultural expectations in business; leadership. Study
level/applicability Undergraduate management courses; MBA and MSc. Case overview This case
focuses on recruitment problems in Europe with an Asian dimension. A young Dutch and a young Chinese
graduate are considering a career with postal, courier and logistics firm TNT what are their concerns as
graduating students in looking for a job? From the opposite perspective, the case considers how employers
attract graduate recruits. The case encourages students of a wide range of cultural backgrounds to question
if they are following their cultural norms, or their own personal needs, regardless of their culture. It
introduces students to the concept of perceptions of employer value propositions (EVPs) and how http://www.emeraldinsight.com/10.1108/20450621111117125
employers can market themselves to employees. The case is appropriate for courses in leadership, human
resource management, corporate social responsibility (CSR), managing culture, also job hunting and career
workshops. Expected learning outcomes This case is aimed at projecting the importance of career choice
criteria from both graduate and employer perspectives. The case examines issues of national culture and
associated differences in employee and organizational expectations. The case also examines the role of
CSR in attracting employees; and the particular concerns of Generation Y employees. Supplementary
materials Teaching note
Subject area Corporate strategy, growth strategy, diversification, integration, and external environment.
Study level/applicability First year undergraduate Business and Management. Case overview The
Premium Industries Group, started in Dubai, in 1997 by entrepreneur extraordinaire George Martin, had
grown exponentially in a decade into a conglomerate comprising 17 companies. The group had succeeded
in capitalising the meteoric growth of Dubai. However, the change in the economic scenario prompted http://www.emeraldinsight.com/10.1108/20450621111110339
George to evaluate the company's past growth strategy and consider if it was appropriate for the future.
Expected learning outcomes This case can be used to teach growth strategy, related and unrelated
diversification, vertical and horizontal integration and impact of the external environment on corporate
strategies. Supplementary materials A teaching note is available on request.

uncertainty and transformational process. Study level/applicability For Executive MBAs or MBA
programs. Case overview Founded in 1948 by Adrian Urqua, Aceitera General Deheza (AGD)
transformed itself from a small oil-processing factory into the biggest indigenous firm in the industry.
Nowadays AGD is a leading edible oil export company and also one of the frontrunners on the retail market
for bottled oil with several successful brands. It ranked 40th among the 1,000 top companies in terms of
turnover in Argentina in 1999 (Revista Mercado, 1999), and it is considered the fifth most important
exporter in the country (Revista Mercado, 1999).After the changes the country went through in the 1990s,
the company was able to adapt and thrive in an industry in which most indigenous businesses did not http://www.emeraldinsight.com/10.1108/20450621111123353
manage to survive. Nevertheless, the roots of AGD's success do not date from the 1990s but long before, in
their thinking ahead about ways of improving technology, scale and cost-effective measures a trio of
decisions that would prove to be the right combination for survival and success. Expected learning
outcomes An understanding of the process of business transformation: type and pace of change. The
study of the transformation process of a firm will be complemented conceptually with the understanding of
the adaptation process under the Argentinean context characterised by uncertainty. Students will also
examine organisational flexibility. Defining organisational flexibility, the determinants of whether a firm is
Subject area Islamic financial instruments, financial analysis, financial decision making. Study
level/applicability Undergraduate Finance and Business. Case overview This case highlights the
financial decision making by the UAE Islamic Bank, regarding an investment with Towers company. It
focuses on considering the appropriate Islamic mode of financing and computing the relevant financial http://www.emeraldinsight.com/10.1108/20450621111110393
ratios to make the right decision. Expected learning outcomes This case can be used to teach Islamic
financial instruments, financial analysis and financial decision making. Supplementary materials A
teaching note is available on request.

Subject area Integrated marketing communication (IMC), communication strategy, media strategy,
budgeting and usage of metrics in measuring communication performance. Study level/applicability
Undergraduate and postgraduate marketing. Case overview The choice of a well-planned IMC strategy
becomes crucial for the successful launch of an event. This is a case study on how a brand management
consultancy house, TMH, used IMC to launch a world music festival event in Abu Dhabi, United Arab http://www.emeraldinsight.com/10.1108/20450621111110375
Emirates, in 2009, registering a visitorship of five times their target, 89 percent satisfaction and a
staggering 99 percent of the visitors planning to visit the festival also in 2010. Expected learning outcomes
This case can be used to teach IMC, marketing communication strategy, media strategy and scheduling
and budgeting. Supplementary materials A teaching note is available on request.
can also be taught in a sales management course with focus on sales process analysis and financial risk
analysis. Students should use quantitative criteria for the analysis: potential sales revenue, market potential
and qualitative criteria: risk analysis, customer satisfaction. Case overview Vision of the owner of the
company was to improve modern marketing communications using high end technologies mainly touch
sensitive technologies, by which the company was named. The case study touch solutions describes the
example of new start up business as a small enterprise involved in high tech marketing interactive
communication solutions in Serbia. Set in 2007, the company is having problems with profitability, sales
negotiation and choosing priority business clients in 2009. Lazar Stojkovic, CEO has recently identified http://www.emeraldinsight.com/10.1108/20450621111114830
influences on the Internet, Y generation needs and new communication challenges, that led to conclusion
that interactive technology provides the possibility of dialog with consumers and response to company's
offer. Expected learning outcomes Understanding the differences between habits and customer behavior
of X and Y generation; being able to understand the influence of media mix investments on marketing and
sales effects globally, in EU and Serbia; understanding the obstacles and benefits of small enterprise and
partners for financial sales agreement new financial model; recognizing the differences between
traditional sales model and innovative sales partnership model; being able to analyze and identify sales and

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, http://www.emeraldinsight.com/10.1108/20450621111110384
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.

MBA/PGDM senior students studying services marketing as a specialization course. Case overview US
Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a
few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the
company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the
left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The
company earned valuable foreign exchange through software exports for the country and the state over the
last ten years. The company has created innovative service differentiators, to impress on its clients, on the
advantage of doing business with the company. The cementing customer satisfaction and derived customer
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delight that the company has created in their clients, has secured stable customer relationship management
and customer loyalty. This reinforces the trust they have shown in the services management philosophy
adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its
unique selling proposition of few clients and more focus has resulted in delight of its customers, as they
see it as a value addition for their money's worth. The leadership team attributes the success of the
company to its fundamental core values and twin strategy of customer centricity and employee focus.
Expected learning outcomes These are: customer perception of service; purpose of customer relationship
management; service differentiators; and employees' role in delivering successful software service
Subject area International strategy; finance; corporate innovation and technology management. Study
level/applicability MBA/MA. Case overview This case's subject is global/international strategy and
how investment decisions are made to enter new markets by global companies such as Vodafone Group Plc.
The case follows the executive team that is assigned the task of recommending a course of action to invest
in various mobile telephony businesses globally and how to set the criteria and strategy for investing.
Expected learning outcomes The case targets graduate students in MBA and technology management
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programs and can be used in courses in Global Business, Strategy and Policy, Finance, Corporate
Innovation and Technology Management. The learning outcomes are expected to be a clearer understanding
of the broad political, technical, economic and socio-legal issues to be addressed as well as the firm level
strategies employed by transnationals to expand into developing countries. Supplementary materials The
case includes teaching materials as well as financial statements, explanations of technologies and
demographic data for use in analysis.
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.
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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
Subject
materialsarea Sustainable
Teaching notes.development; business, government, and society. Study level/applicability The
case is designed to be taught to students at MBA and MA level. Case overview In February 2009, Justin
Smith, manager of the good business journey at Woolworths, a leading South African department store, was
a worried man. Woolworths had launched its five-year sustainability strategy just under two years before.
After undertaking an impact assessment, Smith was concerned that the original targets which covered
transformation, social development, the environment and climate change had been set without a clear
understanding of exactly what it would take to achieve them. Woolworths had recently identified ten key
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risk areas that impacted on the achievement of its original goals. If the sustainability goals were not
m/10.1108/2045062111111353
reached, Woolworths could lose credibility among its shareholders, staff, and consumers. What did
4
Woolworths need to do to ensure that it achieved its sustainability goals? And had the company been too
ambitious in the targets it had set initially, he wondered? Expected learning outcomes To examine the
differences, if any, between sustainable development in South Africa and other developing nations and
sustainable development in developed nations; to impart an understanding of sustainability in its broadest
sense; to investigate the challenges in implementing sustainability strategies in business; to look at ways of
measuring the success of sustainability strategies; and to explore whether and how sustainability strategies
should differ across industry sectors and across companies. Supplementary materials Teaching notes.
Subject area Innovation, marketing, strategic decision making. Study level/applicability Advanced
undergraduate, MBA/executive education. Case overview Zwack Unicum is an enduring icon of
Hungarian business and culture having survived many generations of change. The case describes historical
development of Zwack Unicum focusing on the years after 1989 through EU Accession of Hungary in
2004, while the company shifted away from a family business to become a publicly traded company.
Elements hint at how corporate governance changes incentivize and constrain decisions of top
management. The marketing strategy called Innovate on tradition is examined and it demonstrates how
product and marketing innovation can be led by leveraging tradition, and how companies in emerging
markets faced with competition from established developed-country brands can use local culture to http://www.emeraldinsight.com/10.1108/20450621111114821
outmaneuver attempts at market-share capture. Threats explored include the impact of a global economic
crisis on sales domestically and internationally, and the changing demographics in their primary places of
commercial activity (an overall aging and decreasing population in tandem with a growing minority
population). Management must find a balance between short-term and long-term strategic decisions and
revisit the sustainability of a marketing strategy associated with messages that are not necessarily preferred
by a growing number of their consumers. Expected learning outcomes To understand the need for wide-
perspective, flexibility, and foresight in emerging markets and companies therein. Supplementary materials
Teaching note.

Student level/applicability Junior or senior-level business students as well as graduate-level (MBA and/or
EMBA) classes in entrepreneurship, small business management, strategic management, international
business or international economics. Case overview Cuban tour guides working for the communist Castro
Government dream of working for themselves or leaving for the USA. Their story is contrasted by a visit to
Cuba as told by a US business professor. Expected learning outcomes To compare entrepreneurship under http://www.emeraldinsight.com/10.1108/20450621111172980
capitalism that is slowly relaxing their communistic rules, to learn more about the island of Cuba and its
potential for tourism and new venture creation, to understand the legal, social, political, historical and
cultural barriers to entrepreneurship, to hypothesize or brainstorm potential new ventures for Cuba.
Supplementary materials Teaching notes; photos also available upon request from the author.

management, energy management. Study level/applicability Undergraduate and Master's level business
and management programmes with a focus on environmental or strategic management. Case overview
Fewer than two percent of Guinea Bissau's rural households had access to electricity from the grid. Efforts
by the state monopoly to improve that figure by expanding the grid have had little effect, in part because
the rural population was sparse. Central Electronics Limited, a public sector based company in India, was
assigned to develop economic solar systems as a safe and eco-friendly substitute for the diesel gensets
under IBSA (a trilateral, developmental initiative among India, Brazil, and South Africa) with the help of
United Nations Development Program. The case provides an opportunity to examine the strategy of a small
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and poor nation to meet the needs of modern energy sources needed for improvement in health, education,
transportation, and commercial development. The case focuses on Guinea Bissau's use of a trilateral
partnership to achieve its rural electrification objectives despite several push backs. Expected learning
outcomes Students will demonstrate ability to analyse, comprehend, and evaluate the essence of solar
energy as an alternate for costly grid energy in the initial stage of development. It will also provide students
to converse with the specific advantages of solar systems over conventional power generating systems and
construct a novel solution that serves the needs of various stakeholders at the bottom of the income
pyramid.
Subject area Finance, accountancy, auditing.
Study level/applicability Supports information systems audit (ISA), auditing practises and controls,
corporate governance and internal controls and financial management modules, business administration and
MBA programmes. Case overview The case study focuses on the implementation of ISA and information
technology in the highly responsible task of executing financial audits The case emphasises on the fact that
the advantages of ISA can only be reaped when they are amalgamated with an auditor's scrutiny, sharp eye,
extensive knowledge of auditing systems and accounting principles and a rich experience of the auditing
function. The suggested synergy also facilitates a reduction of around 60 per cent, in the cost of executing
the audits and the man-hours required to complete the audit, as in the case of Jain Chowdhary & Company. http://www.emeraldinsight.com/10.1108/20450621111176256
Expected learning outcomes The case helps students to comprehend the relevance of audit trail. It
emphasises on the importance of identifying the source of information and tracking raw data backward. It
familiarises the students with the complexities involved in a real audit and emphasises on the role of logic,
intelligence, diligence, patience and farsightedness while performing the auditing function. It is important
for them to understand how White collar crimes take place in real business economy. This case, hence
exposes students to these nuances and can make a student, from a non-commerce background, understand
the key elements of efficient auditing. (Elaborate teaching objectives are appended in the teaching note.)
Supplementary materials Teaching
Subject area International Business,note.
International Entrepreneurship, International Marketing. Study
level/applicability Advanced undergraduate and graduate students are the primary audience. The case can
also be used in executive classes with emerging economies as a focus. Case overview Kaspersky Lab is a
provider of information technology (IT) security products such as anti-virus, anti-spam and network
security software. It is Russia's largest software company and the only Russian firm that ranked among the
world's top 100 software companies. This case presents several interesting features of the company and its
environment. The foci of the case are on potential barriers facing firms based in emerging economies in
their internationalization initiatives and negative country of origin effects associated with emerging http://emeraldinsight.com/10.1108/20450621111180954
economies. Expected learning outcomes The learning objectives of this case include: To identify internal
and external sources of competitive advantage for a developing world originated successful entrepreneurial
firm. To assess the potential barriers facing an emerging economy-based firm in the internationalization
process and analyse whether such barriers differ across economies of various characteristics. To evaluate
whether the natures of obstacles and challenges faced by an emerging economy-based firm is different in a
newly evolving industry. To analyze how an emerging economy-based firm can overcome some of the
barriers to internationalization. Supplementary materials Teaching note.
Subject area Pharmaceutical marketing, brand protection. Study level/applicability It could be used with
the pharmaceutical marketing students and MBA students for analysing counterfeit medicines menace in
developing countries and positioning of a disruptive technology. The case could be used for marketing
consultants, Brand managers and executive development programmes to explore issues such as protecting
brands through technology, pharmaceutical packaging marketing, competitiveness of counterfeit drugs,
global harmonisation. Case overview Against the backdrop of rising menace of counterfeit drugs in
developing countries, the case talks in particular about an innovative pharmaceutical packaging company.
The company has developed a unique security technology called non-ClonableID which can enable
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products to be authenticated throughout the supply chain, thus protecting brands and preventing misuse.
Despite a promising technology, it poses challenges regarding its adoption and commercial success.
Expected learning outcomes Counterfeiting as an inevitable result of Globalization has become a global
nuisance and has to be dealt at global level. Brand protection could be one of the lowest cost tools for
pharmaceutical companies to restore public confidence in their products and themselves. While all methods
for anti-counterfeiting are known to have short lives the menace still must be dealt with. For this,
companies need to deploy anti-counterfeiting strategies that set up various layers of security.
Supplementary materials Teaching note.
Subject area International business; business ethics; international trade law; intellectual property. Study
level/applicability Undergraduate and Master's level courses in Business and Management, particularly
with a focus on international trade. Case overview This case covers the issues that surround piracy of
intellectual property by highlighting illegal manufacture and distribution of millions of Zippo brand
windproof lighters and considers the seriousness of the large-scale theft of intellectual property by civilized
nations. The focus of this case is on the additional victimization of the producers of genuine products,
mostly European and American, who have the policy of life-time repair-or-replace warrantee, which by
extension, although wrongly, becomes applicable to their counterfeits. Some micro and macro aspects are http://emeraldinsight.com/10.1108/20450621111180945
covered in detail, some are alluded to, while others are left out for the teachers of this case to justify
considering the local logic and culture. Expected learning outcomes There are major lessons embedded in
this case: first, intellectual piracy is not less than the theft of tangible property. Second, the problem of
piracy carried out by large, civilized countries is really serious because of its huge size. Third, if the rights
of those developing innovation are not protected and they cut their investments in R&D, the consequence
will hurt all people in the world emerging and developed. Supplementary materials Teaching note.

Claudio Bedoya, founder of BioScience (BS) and CEO has decided to launch a new product line,
BioMobile (BM), to enter the new telemedicine market. BS is an Argentine company, which develops and
commercializes innovative diagnosis equipments since 1995. The BM is a device which sends vital signals
(from a patient with a chronic disease) through the mobile phone to a recipient's cell phone (doctor and/or
relative).Three market segments, the alternative value propositions and the suggested go-to-markets for
each of them are suggested. A debate between Antonio, Claudio's partner and Ydavelis, the marketing
manager, highlights the underlying disagreement on which segment to serve and on the choice of value
proposition.
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Expected learning outcomes The case has been written having a senior classroom in mind. The case
works best when used towards the end of the course, as it allows integrating all the concepts discussed in
the course as such it assumes that participants have acquired basic concepts of strategic management and
marketing management. Thus, it is not in the scope of the case to introduce any new theoretical concepts
and no specific reading material is assigned to it: To apply prior knowledge to an emerging economy
setting: For example: the SWOT analysis, the identification of critical success factors (CSF) for each
alternative, segmentation, pricing, or the new product adoption curves. To calculate the projected revenues
with limited data. To foster critical thinking about a company's strategic planning. Specifically, to be able
Subject area Leadership and organizational change.
Study level/applicability Undergraduate and Master's degrees in Business and Management. Managers
and executives undergoing training in leadership-related issues will also benefit from the case study
through development of analytical and decision-making skills.
Case overview The case study highlights a successful retail business leader who has been directly
involved in the transformation of his family business from a mere merchandiser to hypermarket owner. For
more than five decades of developing and cultivating his leadership skills, business competencies and
continuous learning, he successfully competes with foreign giant retailers. To comprehend the
transformation process undergone by his business, the case study captures the development phases of the http://emeraldinsight.com/10.1108/20450621111180963
organizational changes and the leader's leadership and decision-making styles from the early establishment
of the company until becoming a local giant retailer, that is chosen as a value for money merchandiser by
the customers. Expected learning outcomes The target users of the case study are expected to: Identify
the critical success factors of successful leader. Examine the leadership and decision-making styles
employed by the leader. Develop the competencies or capabilities of a retail business leader. Determine
programmes or initiatives and strategies used by the leader in transforming the business organization.
Apply the lesson learnt of a successful leader to their organization.
Supplementary materials Teaching note.
Subject area Entrepreneurial issues with sub-themes on leadership, decision making, environmental
scanning and strategic management, change management. Study level/applicability Undergraduate
business and management; MBA/Master's management courses. Case overview The case Gazi,
examines the life, career and leadership style of a successful entrepreneur. In Gazi case we meet a 25-year-
old guy who understood instinctively how to bring markets and products together. His first endeavor was
selling spare parts, together with his family members. With time passing he is engaged in a number of
ventures, all of them successful. It is the case when an entrepreneur is in a crossroad: he possesses the
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necessary finances but lacks ideas. The question is: what's next?This case illustrates the management
challenges faced in moving from a very centralized economy to a free market one. It also raises issues
having to do with the management of changes that are viewed as radical by those being affected. Expected
learning outcomes The goal is for students to assess the characteristics of a leader and entrepreneur, and
try to provide solutions to dilemmas that accompany it.Next goal is studying the Albanian business
environment, and achievements to date presented, to provide suggestions on the strategy that should follow
Gazi, as well as alternatives to the appropriate business.
activist, Mr Anshu Gupta. Winner of several awards, this NGO is trying to highlight some ignored but basic
needs of the poor by using the surplus of the cities (supply of discarded commodities: clothes, furniture,
toys, waste paper, utensils stationary, etc. due to space constraints and the growing consumerism) to
address scarcity of essential commodities to the poor in the rural areas and creating it as a powerful
developmental resource. GOONJ has a number of collection centers across the nation through which the
old clothes are collected. Thereafter, the clothes are washed, dried, repaired and packed and then reached to
the far flung villages with help of partner grassroots NGO, panchayats, Indian army, etc.There are three key
issues raised in the case: This NGO has been operating without any formal funding for last many years.
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With annual expenses over ten million, how does NGO operate so successfully. Also, it is interesting to find
out how they are able to maintain cost of just 97 paisa (1 paisa=1/100 rupee) from the time old clothing is
collected to the point where it has been delivered to a needy. The second issue about the synergy that is
created by the NGO corporate partnership. Further, this case also gives the audience to explore synergy
between NGO and B-schools. To understand the problem areas of distribution management when so many
different stakeholders are involved. Expected learning outcomes To explore innovations in resource
mobilization (sources of financing) and cost management. To appreciate the synergy created by forming
partnerships between different stakeholders: NGO, corporate houses, B-schools. To appreciate issues and
Subject area Entrepreneurship, organizational behaviour, managerial decision making, strategic
management, leadership and managing change. Study level/applicability Undergraduate business and
management and MBA/Master's level management courses. Case overview The case, Vasili examines
the life, career, and leadership style of a successful entrepreneur like Mr Vasili Naci.The case illustrates the
management challenges faced in moving from a very centralized economy to a free market one. It also
raises issues having to do with the management of changes that are viewed as radical by those being
affected.There were significant changes taking place in early years of the twenty-first century in Albania.
Vasili was determined to make the necessary changes to confront and respond better the challenges opposed http://www.emeraldinsight.com/10.1108/20450621111172386
to him by the new environment.In addition this case examines the importance of a right balance between
education and experience in successful leadership. Expected learning outcomes The case is written to
serve a number of purposes:Understanding the entrepreneurial mindset and what it takes to start an
enterprise (especially in a post communist emerging economy like Albania). The transition/changes that all
entrepreneurs have to go through as they grow and develop their business. Examining ways to foster
leadership skills through organization and training the next generation of leaders. Supplementary materials
Teaching note.
Subject area Social entrepreneurship, Sustainability and Human Resource. Study level/applicability The
case study is relevant for students of entrepreneurship and social entrepreneurship. This case can be used as
a case in strategy (growth strategy), marketing and innovation subjects as well. Case overview The case
study revolves around Mr Harish Hande and his efforts to build a for-profit social enterprise Solar Electric
Light Company (SELCO) to provide electricity to poor and under-served. Harish focused on providing
cheap, clean and sustainable energy sources to rural customers at bottom of the pyramid of the society.
From the conception of SELCO, Harish has been on a roller-coaster ride of success and failure. Harish has
used the problems as a learning ground and improved his business model successfully. But, when Harish
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tried to scale his operations in 2005-2006 he failed miserably. Some errors in the decision coupled with
external pressure had brought SELCO to a verge of collapse. Owing to the determination of Harish and his
team, SELCO was able to revive from the difficult times to generate profits again. Harish now again wants
to expand but this time he would not take any chances. He wants to analyze and discuss every possible
issue, he might face during his expansion plans. Expected learning outcomes The key learning aspects of
this case is to understand importance and practice of talent management. The case also highlights the best
practices that SELCO uses to reach its clients and provide them complete solution. Supplementary
materials Teaching note.
behavior, human resource management, international business and business in emerging markets. The
exercise is also relevant to teaching the subject of assignment- and dissertation-writing, given the element
of data collection and analysis. Case overview This exercise is designed to be an MBA class exercise in
which students try to answer the question: what are the national cultural characteristics of the typical
executive or manager in my country? Are these behaviors as the textbooks describe, or have they changed,
especially with economic development?The example of country chosen for the class exercise can be any
emerging market country, especially one undergoing significant change. Much of the research on cross-
cultural management conducted in emerging markets was carried out 20 or 30 years ago and the changes in http://www.emeraldinsight.com/10.1108/20450621111188578
emerging markets have been dramatic since then. It is highly likely, when reaching the results of this
exercise, that the culture of the chosen country has indeed changed dramatically, becoming more like a
typical developed or emerged country. Much of the original cross-cultural management research was also
based on a similar group employees of US-based high technology companies, arguably similar to the
sample to be involved in our exercise here. Expected learning outcomes National cultural characteristics
can be described and defined in ways which will allow for comparisons, to gain useful insights and these
behaviors are not good or bad, just real and different. Cultures can change or stay the same, due to certain
marketing communications, marketing research and consumer behavior. Other students including
postgraduate students on international business, strategic management and CSR courses may also benefit
and/or partake in the discussions. Last and most importantly sports marketing students would find this case
useful. The case study can be taken from a range of angles from consumer behavior, through researching of
the same (i.e. consumer behavior); to marketing communications strategies by the football clubs
themselves. Case overview The case study documents the growth and development of the UAE
Professional Football League using the particular case of one of the oldest teams, Sharjah Football Club
(also known as Sharjah FC) founded in 1966 five long years before the Football Association was
conceived.Sports marketers have long sought to better understand the factors that influence attendance at http://www.emeraldinsight.com/10.1108/20450621111190214
sporting events. This is couched upon the expectations that an understanding of such factors will improve
the efficiency of marketing communication between service providers and consumers, and, as Cunningham
and Kwon put it, possibly influence the entire marketing program of a sport organisation. Attracting people
to the stadium not only increases ticket revenues but also increases supplementary revenue sources, such as
parking, concessions and merchandising.
Expected learning outcomes To understand key aspects of the consumption of sports (i.e. consumer
perceptions, attitudes and influences). Readers would also understand the changing aspects of marketing of
sports vis--vis sports marketing. Supplementary materials Teaching notes and

Study level/applicability This case is suitable for undergraduate and postgraduate students studying topics
related to human resources, decision making, managing in multinational companies and crisis management.
In addition, the case is useful study for practitioners in non-governmental organizations (NGO). Case
overview Dr Manal Taryam, the Chief Executive Officer, was discussing with Ms Shurooq Al Banna,
Marketing Specialist, the achievements and challenges faced at Noor Dubai over the past three years. Noor
Dubai is an international charity for the prevention and treatment of blindness. The problem facing these
decision makers is the prioritization of their resources to support logistics management, operations, human
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resources, funding and educational issues. In addition, to meet the needs of the visually impaired, a long-
term mission is to establish permanent eye centers in areas of most need.
Expected learning outcomes Students will be able to: Describe the problems facing Noor Dubai in
relation to logistics management, operations, human resources, funding and educational issues. Explain
how the management strategies of Noor Dubai prioritize logistics management, operations, human
resources, funding and education. Supplementary materials Teaching notes.
level, practitioners interested in MENSA Region, entrepreneurship policy makers and NGOs. Case
overview Abraaj Capital Ltd (Abraaj), a highly reputed private equity investment and management
company, strongly believed in corporate social responsibility, strategic stakeholder engagement and
entrepreneurship ecosystem development. In November, 2010, Abraaj held the Celebration of
Entrepreneurship (CoE) a two-day free entrepreneur event, in Dubai. CoE was attended by more than
2,400 participants. The purpose of CoE was to contribute to building an entrepreneurship ecosystem in the
Middle East North Africa South Asia region (MENASA). Based on participant feedback, CoE Outcomes
and stakeholder feedback, the event was very successful.This case is a good example of community
engagement and showcases entrepreneurship ecosystem development. This case also highlights the
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challenges of putting together a signature event in a very short time frame. The future management
dilemmas are also raised on various issues like whether to make this successful event a regular part of their
organizational activities, and issues concerning the funding of such events. This case can be used to teach
event management, branding, marketing strategy, CSR and entrepreneurship (from the ecosystem point of
view). It will appeal to both educationalists and practitioners interested in the MENASA region, policy
makers who facilitate entrepreneurship, CSR managers, event management companies and marketing
specialist. It can be used to teach both undergraduate and postgraduate courses.
Expected learning outcomes Strategy students can focus on marketing and branding strategies; like
stakeholder engagement, internal marketing, social media, positioning and brand architecture. Student of

Subject area The case study aims to investigate human resource management issues of national
importance, and specific recruitment issues important to the company. Study level/applicability Students
studying, e.g. Human Resource Management/Developing Human Resources as courses within an
undergraduate business degree program. The audience is also targeted through courses that include the
study of cross cultural management/diversity. Case overview An industrial organization in the United
Arab Emirates has a multinational workforce, where many employees are recruited from overseas. The http://www.emeraldinsight.com/10.1108/20450621111192780
recruitment process necessitates liaison with recruitment agencies at a distance, and locally with the
government labor office. Expected learning outcomes Students will be able to: analyze that companies
exist in an external environment that impacts on their internal policies; describe the importance of quality
assurance to the HR function in an organization; and explain how the HR department works closely with all
departments in an organization. Supplementary materials Teaching notes.

origin issue affect brands, and what do brands need to do? The case of unique and small corporate social
responsibility (CSR) programs and their impact on creating brand awareness.Aamer Khan, Managing
Director Hafet Electrical LLC, the sole distributor for of Haier in United Arab Emirates (UAE) was
reviewing their half yearly results. Among the more unconventional strategies they had adopted was one
where they used community engagement to get an insight into the local market and develop brand
awareness as a caring top quality brand. The CEO of Haier, Zhang Ruimin stressed that quality is and will
remain the essence of business sustainable, whether in the past, present or future. Aamer was evaluating
the effectiveness of the strategy and considering its impact. Should he use a similar strategy next year?This
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case deals with the country-of-origin issue, an important aspect in branding a key strategy of marketing.
The Haier brand and its country-of-origin were investigated among the Emirati (UAE nationals)
consumers. This was done as part of a capstone research project by Meerah, Sara and Azza at Zayed
University, Dubai. Further, the group created a unique CSR program for the Haier, whereby they invited
people to join them in a Walkathon to raise money for a charitable cause. Haier donated various products
like refrigerators, air coolers and air conditioners towards this charity. By creating this event, the group
raised awareness of the Haier brand among the local population. Expected learning outcomes What is:
Country of origin (coo) in marketing and its effect on brands? The role of CSR in corporate marketing
Subject area Marketing strategy, retail/sales management and logistics. Study level/applicability
Undergraduate and postgraduate. Case overview Al Ain Dairy works is in one of the most highly
competitive industries in the world the food industry. In the dairy business, choice, freshness, safety
standards, inventory management, supply chain and marketing are key to sustainability. Al Ain Diary
explains some key challenges in this industry for managing and planning sales. This case builds on a
previous case and can be used to teach marketing strategy, retail management and logistics. The case also
gives an idea on the food industry especially the dairy market and some of the challenges associated with it.
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Expected learning outcomes Students can try forecasting and planning sales based on seasonal trends.
Since the process complexity increases as the number of stock keeping units increase, the case provides a
rich context of a company where inventory management is a key to success. Product portfolio management
is another subject area of focus in this case. For market expansion, students can look at current
organizational and market constraints, organizational competencies (and their transferability), and market
synergies and similarities to recommend strategy.
Supplementary materials Teaching notes.

ecosystem perspective and human capital. Study level/applicability This case is suitable for
undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from
the human resource industry, government sector and destination marketing may also benefit from the case.
Case overview ATIC is an investment company with a dual bottom line mandate. This means besides the
financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must
contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC
had developed a unique approach looking at the Ecosystem perspective. Some key areas are destination
development as an advanced technology hub and human capital development or Emiratisation. All these
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are key to long-term success of the country as the Middle East North Africa region has one of the youngest
populations and an increasing unemployment rate. Most government organizations are saturated and it is
vital that nationals start working and performing in the private sector. This case outlines the plans and
efforts of ATIC towards those goals. Expected learning outcomes Management of Emiratisation at
policy and implementation; scenario planning and strategy management especially looking at advanced
technology sector; organizational values development and implementation at recruitment and marketing;
destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.
Supplementary materials Teaching notes.
Subject area Brand strategy, marketing strategy, service marketing, hospitality management and
international marketing strategy.Study level/applicability Post-graduate-level students; practitioners from
the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture
field may also benefit from the case. Case overview Jumeirah Group is a luxury hospitality company that
is implementing a global brand strategy after developing a strong-regional reputation. Jumeirah's strong
cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line Stay
Different is being translated into events, activities, sponsorship and more importantly in terms of service
to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for
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Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep
brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the
international market place.
Expected learning outcomes Creation of stakeholder value, brand strategy looking at various brand levels,
using arts and culture as part of CSR initiative; communication strategy, emotional touch points and
moment of truth as part of interactive service strategy; CRM and loyalty. Supplementary materials
Teaching notes.
Subject area Crisis management, reputation and brand management, corporate communication, logistics,
organization strategy. Study level/applicability Post-graduate and executive education. Case overview
The Eyjafjallajkull Iceland Volcano erupted on April 14, 2010, causing an estimated loss of US$1.7 billion
for the aviation industry. At one stage in this weeklong event, 1.2 million passengers were affected with
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100,000 flights being grounded across Europe. This case documents the way Etihad, a leading global
airline company managed the crisis and continues to learn for future scenarios. Expected learning outcomes
Adaptation strategies, reputation management, brand management, crisis planning and implementation,
communication and stakeholder management, scenario analysis. Supplementary materials Teaching notes.

Study level/applicability MBA/MBA equivalent programme finance specialisation. Case overview In


June 2009, Mr Rakesh Vora, CEO of Alpha Power Ltd, India was facing problems while deciding the
appropriate business model of the company. Without the existence of an adequate business plan, the CFO,
Mr Harish Gupta, could not decide the adequate capital structure and valuation of the one million shares the
company planned to issue in the market through private placement.Alpha Power Ltd is planning to start
two power plants at Jatra and Chhapra. The plants are to be funded by a prudent mix of debt and equity;
but, it has major issues regarding the financing arrangements. The management is undecided about how to
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fund these projects. Power sector in India is booming; however, the challenges faced by the company are
numerous. They include possibility of a slowdown, different buying/leasing options for land, option of
using better technology, decision regarding importing of superior quality, but high-cost coal and valuation
of the company using various approaches, etc. Expected learning outcomes The case is intended to help
future finance professionals understand the working of power plants in India and experience the decision-
making process faced by managers, while making a business plan and raising funds for power projects.
Supplementary materials Teaching notes.
Study level/applicability The case study level is rated medium to difficult depending on the depth of the
analysis undertaken. Managers and executives who undergo training in leadership related issues will
benefit from the case study through development of analytical- and decision-making skills. In addition, this
case study is written for high level managers and postgraduate students in business courses.
Case overview This case study revolves around a man whose name is Rozano Saad. He was a man with
strong will, imagination, and ready to explore the new world of Huntsman Tioxide. To him, development of
people was necessary. Development of people is the process of getting people to progress from dependent
to socially and economically self-reliant. This man with positive views saw difficulties with enthusiasm and
noted obstacles as opportunities. He was brave enough to go that extra mile into moulding the organization
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in the right pattern. He was an optimistic angel who was sent to the bleak area of Teluk Kalong, though
others might just pack their bags and leave. He was eager for improvement and never stopped looking for
ways to make the situation better. Expected learning outcomes The target users of the case study are
expected to:Identify the critical success factors (CSFs) of successful leader. Examine the leadership and
decision making styles employed by the leader. Develop the competencies or capabilities of a leader.
Determine programmes or initiatives and strategies used by the leader in transforming the organization.
Apply the lesson learnt of a successful leader to their organization. Supplementary materials Teaching
notes.
Study level/applicability Undergraduate and MBA OM courses. Case overview Kiwanis International is
a global service organization dedicated to improving the world by helping children. The Durant, Oklahoma
chapter holds its primary annual fundraiser the first Tuesday of November, which is also Election Day. The
chapter sells and serves fresh pancakes throughout the day; therefore, the event is the Kiwanis Pancake
Day. While serving in his first Pancake Day, Robert Howard, a new Kiwanian, notices service operations
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management issues such as long lines, spiky demand, and customers leaving before being served. Based on
his management experience in the grocery business and his academic training in queuing systems, Robert
performs an analysis of the system with the purpose of improving service operations. Expected learning
outcomes Perform queuing analysis. Understand demand management. Explain the psychology of
waiting. Supplementary materials Teaching notes and spreadsheet-based multiple-server simulator.

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


Upper level undergraduate, MBA, MS accounting. Case overview This case takes an internal approach by
exploring how PricewaterhouseCoopers Egypt develops and applies industry specialization in an
emerging market such as Egypt. The case focuses on three aspects of specialization. First, the strategic
drivers behind specialization. Second, the internal processes of building industry-specific knowledge.
Finally, the costs and benefits of specialization. Expected learning outcomes Industry specialization is a
strategy: Specialization is a strategy primarily used by Big 4 auditing firms, such as PwC-Egypt as a means http://www.emeraldinsight.com/10.1108/20450621111187335
of differentiating it self from the market. Industry specialization is a culture: For specialization to be fully
effective a learning culture should be in place in which firm personnel are committed to continually seek
new in-depth knowledge about clients and their industries. Human resources are the most valuable asset of
auditing firms: Auditing is a service that involves extensive professional judgment. Thus, knowledge and
expertise of its personnel is what differentiates one auditing firm's staff from another. Supplementary
materials Teaching notes.

Chinese Central Government had announced a desire for consolidation, yet it remained unclear whether a
significant shakeout would occur in the near term.Like many Chinese automakers, Chang'an partnered with
well-known global auto makers to develop, produce, and distribute its products. In the coming years,
Chang'an hoped to develop more independence from its foreign partners, including the production and
distribution of self-branded cars. However, the company grappled with how it could strive for
independence while managing its existing joint ventures. Executives worried too about how to compete
with foreign automakers who had achieved global economies of scale.The case provides a rich description
of the evolution of the Chinese auto industry, and it documents how the Chinese industry differs from other
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global markets. Readers can analyze the extent to which they believe scale economies provide foreign firms
an advantage over smaller Chinese rivals, and they can evaluate the conventional wisdom regarding the
industry's minimum efficient scale. The case also provides a detailed account of Chang'an's rise to
prominence. The case concludes by offering an in-depth description of the firm's key rivals, and it presents
the key questions being considered by Chang'an executives in 2011. Expected learning outcomes Enables
students to examine how and why an industry's structure can differ substantially across geographic markets.
Enables students to examine whether the need to achieve economies of scale may cause substantial
consolidation in the Chinese auto industry. Provides an opportunity to evaluate the pros and cons of the
Subject area Entrepreneurship, Technology management and new product development. Study
level/applicability This class is useable for an EMBA or MBA audience, especially for modules relating
to entrepreneurship, technology management and new product development. Case overview Mr Khaw
Kheng Joo was a pioneer in Singapore's high-technology manufacturing industry. In the mid-1990s, Khaw
was given the difficult task of establishing a presence for Hewlett-Packard (HP) in the handheld Personal
Digital Assistant (PDA) market. However, he believed that the PDA was not the game-changing technology
for consumers.Using his knowledge of the Bell Curve and years of entrepreneurial experience, Khaw
sought to combine PDA functionalities with the Global System for Mobile Communication (GSM)
technology, effectively creating a new generation of mobile device fondly known today as the
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smartphone.The journey towards the finished product was met with several obstacles and barriers. Many
colleagues were uncertain of the future market and had difficulty agreeing on which features to focus on.
However, through his determination, expertise and decision making in uncertainty, Khaw guided his team
to eventually launch the impressive HP Jornada 928, the world's first smartphone, and heralded a new
generation of mobile devices. Expected learning outcomes This case is designed to be useable in teaching
three key knowledge disciplines:Decision-making biases and heuristics in entrepreneurs and innovators.
Technology diffusion of new technology. Managing market uncertainty. Supplementary materials
Teaching notes.
Study level/applicability II MBA/Executive MBA (Project Finance, Infrastructure Finance).
Case overview It is generally believed that the economy of India is on the threshold of achieving
significant growth in the coming years. The availability of adequate infrastructure facility will play a key
role in realizing this growth potential. To accelerate the process of creating infrastructure capacity, the
Government of India has opened up many infrastructure sectors for private sector investment. Creation of
international standard airport facilities is an important component of such new infrastructure creation.This
case study presents the initial development and financing closure of Bengaluru International Airport
Limited (BIAL), the first major private sector airport in India. In retrospect, it is generally felt that BIAL
was an important milestone in the privatization of airports in India. The blueprint for the greenfield PPP http://www.emeraldinsight.com/10.1108/20450621111187353
airport in Hyderabad was closely modelled on the BIAL project. The experience gained in the development
of BIAL also played a major role in subsequent brownfield PPP airport expansion projects in Mumbai and
Delhi.
Expected learning outcomes The goal of this case study is to illustrate the complexities that exist in the
process of infrastructure development and financing. This following are the expected learning outcomes:
The importance of using an appropriate project structure. The prevalence of early returns to project
sponsors as compared to lenders. The process of achieving financial closure. Analyzing project risks and
returns. Supplementary materials Teaching notes.
Subject area Marketing, Marketing environment, Marketing strategy. Study level/applicability Post
Graduate (MBA), Executive Education Program. Case overview The present case study deals with the
marketing strategies of Punascha (meaning re-beginning), a publisher of Bengali non-textbooks based in
Kolkata, India. This case is suitable for teaching in Marketing Management course in a Post Graduate
Program in Business Management. It could also be taken up for an executive program in marketing
strategy. The case study is a live case study, which was based on in-depth interviews with the company
people and company site visit. The case study discusses how Punascha started from a humble beginning in
1988 and became one of the leading publishers of Bengali books in India. The key focus of the case is on http://www.emeraldinsight.com/10.1108/20450621111186174
how a company can use marketing tools effectively (and uniquely) and become successful. Expected
learning outcomes Understanding the basics of 4Ps of marketing and how they are used in
synchronisation with each other to achieve the marketing objectives. Understanding the role of marketing
environment in marketing strategy. Realizing the need of a new product development strategy. Assessing
the need of non-traditional modes of marketing communications and its role in product promotion.
Supplementary materials Teaching notes.

Study level/applicability The case might be used in teaching International Management or Russian
society at a Master's level, including MBA. Case overview Quotas for the employment of disabled people
exist in many countries, including Russia. Many companies in Russia, however, are forced to find
creative solutions to avoid this quota. This attitude is caused not by the unwillingness of companies to
support disabled people, but rather by their moral and technical unreadiness to do so. Using one example of
a company providing freight services, the case illustrates this. The company is faced with additional http://www.emeraldinsight.com/10.1108/20450621111186165
challenges: it is a 100 percent subsidiary, dependant on its parent company in many respects especially in
financial matters. Expected learning outcomes Students: learn some informal practices (legislative norms
and networks) in the Russian business context; discuss how organizations are faced with informal practices
and establish problem solving techniques; and receive some additional information on the business
environment in Russia. Supplementary materials Teaching notes.

Subject area Sustainable development (in under-developed rural communities). Study level/applicability
Bachelor's degree. Case overview The case follows six young adults from Quebec, who are mandated
with a three-month agro-environmental project in the fight against desertification and poverty, in Kamaka,
a village in the Sahel region of Mali. The project's central element is the development of a community
garden that would ensure the diversification of the community's nutritional diet, and the rehabilitation of
the environment. The mandate also consists of various environmental awareness workshops pertaining to
efficient energy consumption, composting, and solar food drying techniques. The project, in its fourth year
of collaboration between the Quebec organization and their local Malian partner, does not seem to have
been yielding the desired results. The team is faced with the challenges of understanding the opportunities http://www.emeraldinsight.com/10.1108/20450621111187344
and limitations of the project so that they can try to succeed where previous teams have failed; while
overcoming the organizational and logistical shortfalls that they faced prior to the start of their work, as
they simultaneously struggled to adapt to their totally new context. Expected learning outcomes How to
prepare for, approach, and carry out local community development projects environmental and/or social
in under-developed regions such as Mali. Mainly, how to create a shared vision with the concerned
community; build an effective multi-stakeholder network; and ultimately co-create sustainable value (as per
the proposed Senge model). Supplementary materials Teaching notes and short documentary online link.
that Indian families with three and four family members often commuted on a two-wheel scooter or
motorbike. He had a vision to make a safe family transport for the Indian masses, a four-wheel vehicle
made from scooter parts. His engineers took about five years (2003-2008) to develop the product. On
January 10, 2008, Tata Motors publicly announced the Nano at the 9th Auto Expo in New Delhi at the
target price of Rs 100,0000 ($2,500), unarguably the world's cheapest car. Deliveries of the Nano began in
June 2009. The initial target market for the Tata Nano was comprised of individuals and families who relied
on a two-wheeler for transport. The value proposition was a safe, affordable, and attractive car. Initial
reactions from industry analysts, dealers, and consumers were overwhelmingly positive.In February 2010,
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Carl-Peter Forster (born in the UK and raised in Germany) was appointed Group CEO of Tata Motors.
Monthly sales kept increasing until a high of 9,000 units in July 2010, then there were consistent declines
for the next four months to just 509 units in November. In December 2010, ten months after being on the
job, Carl-Peter Foster had to turn around the sales performance of Tata Nano. Expected learning outcomes
Get students to appreciate the importance of understanding consumer behavior in the design and
execution of marketing strategy. Get students to understand the concept of value and how it is important at
any price level, especially in comparing and contrasting consumer behavior across developed and
developing countrymarkets.
level/applicability Get students
Undergraduate to understand
and MBA. how marketing
Case overview strategyimportant
The nationally is designed (target market
Georgian wine
industry by 2008 was in a deep recession due largely to the continuing 2006 Russian wine embargo, prior
to which Russia had been the largest export market for Georgian wines. Second World War-era Georgian
wineries such as Shavteli (disguised), in the historic Racha-Lechkumi wine-producing region, were
disadvantaged due to aging facilities, lack of tourist infrastructure, and inadequate capital to make needed
changes to compete in the global markets for emerging economy wines. All nearby wineries faced
continuing operating deficits, high inventory levels, and could lose much of their aging wine inventory to
oxidation if they could not quickly sell more wine or convert the wine to brandy. To avert becoming
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another defunct producer, Shavteli needed a strategy. Industry observers were divided about whether
Shavteli and its sister Georgian wineries should continue operating independently, seek government
support, or form a marketing association to create new export demand. Students need to prepare a strategic
plan for Shavteli and the Georgian wine industry. Expected learning outcomes Students should develop
well-supported recommendations for competitive strategies in an emerging economy. Students should use
strengths, weaknesses, opportunities, and threats and country competitiveness analyses to ascertain vision
and mission, segmentation, targeting, positioning, and alliance strategies for international markets.
Supplementary materials Teaching notes.
service firms. Study level/applicability Advanced undergraduate, MBA/executive education. Case
overview This case describes the human resource (HR) dilemma faced by BDO Hungary in 2010, an
international audit and tax consulting partnership, operating in the country since 1989. In order to continue
its past growth story and to reach closer to Big Four BDO has to enter new business segments, offer more
services to its existing customers and seize higher value-added business potentials. The new strategy,
however, is challenged by its incumbent, traditional core business: auditing, which is highly regulated by
ethical, legal, and professional standards including non-advertisement regulations to which the resulting
organizational culture and HR routines are congruent. The case is described from the perspective of the
Equity Partner, HR Director and Executive MBA student, who is tasked with a new HR plan for training http://www.emeraldinsight.com/10.1108/20450621111186183
and development and is charged with implementing it successfully. How best to adjust current training and
development policies to the best meet new strategic growth goals? How to develop existing human capital?
How to make employees more commercially oriented in such a conservative, risk averse, and highly
regulated environment? How to improve their customer service and the sales skill? Expected learning
outcomes Exploring the importance of training and development in improving customer service levels in
professional service firms operating in emerging markets. Understanding the limitations and the
possibilities of transferring international HR policies and standards across borders and cultural differences.
Supplementary materials Teaching notes.
Subject area Strategic Management, Entrepreneurship, Business Management. Study level/applicability
This case is of medium level of difficulty and is designed for students in School of Economics and
Business Management, also an optional course for students in other majors who have strong interest in
strategic management and entrepreneurship. Students from all disciplines are welcomed and encouraged to
take this course; however, it will be better if registered students have already gained basic ideas about
industry, company analysis and marketing. Case overview In 2010, Hangzhou Wahaha Group (The
Group), a leading Chinese beverage company launched its new brand Edison milk powder. Meanwhile,
people were concerned about food security because of several scandals and Wahaha had to convince the
mass public during the high time. The decision makers had to balance various options besides Edison. In http://www.emeraldinsight.com/10.1108/20450621111186156
this case, we would mainly discuss several possible long-term strategies of this eye-catching private
enterprise. The Group intended to carry out diversification strategy in several industries domestically and
internationally to maximize its profit. Expected learning outcomes Have an insight into China's beverage
industry and dairy sector, with the representative Hangzhou Wahaha Group. Know how to develop
analytical and decision skills facing multi-choices. SWOT model is recommended here. Have a
comprehensive understanding of diversification strategy and how to make priorities. Supplementary
materials Teaching notes.
Business stabilization in foreign markets. Case overview In 1999, the liberalization of the insurance
sector as per the recommendations of the Malhotra committee gave way for privatization and foreign firms
entered this sector through joint ventures. The business growth, which was enjoyed by these firms from
1999 to 2008, was tremendous. The growth percentage started declining following the global economic
downturn in the capital markets. This situation compelled the insurance firms to re-look into their business
strategy. On one hand whatever growth they had, 80 percent of it was through unit linked insurance plans
depending on the capital market. On the other, it was identified that in a country like India the untapped
market potential was among the rural millions. Reaching those people who are at the bottom of the pyramid http://www.emeraldinsight.com/10.1108/20450621111187326
necessitated a completely new business model to be developed as the need of the hour. The take stock of
the position at this vnjuncture is the crux of the present case study, which envisages finding out alternative
delivery models to suit the Indian rural market taking into account the intrinsic nature of life insurance and
the basic living styles and mentality of the rural folk. Expected learning outcomes After discussion and
analysis of this case, students will be able to: understand how market culture in a target country differs
from that in the home country; appreciate how challenges in a developing country market have their own
unique features to be understood; identify various courses of action and evaluate them on the basis of the

Study level/applicability Year 3 and 4 university level. Case overview Kevin, an Indian citizen living in
Oman, is the founder and president of Quality Tailors, Textiles, and Embroidery (QTTE). He is faced with a
number of questions, including whether or not to establish a new division, in what direction to take the
three existing divisions, and how to work with an organization culture that is resistant to change and
reluctant to make decisions without his involvement. Perhaps, most pressing is the fact that the company's
sponsor is demanding increased payments, since under Omani law, a foreign-owned company must have an
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Omani sponsor who is entitled to a share of the profits and, in the extreme, can take over ownership and
control of the business. Expected learning outcomes Upon completing this case, students will practice:
identifying and using proper tools (5-forces, SWOT, VRINE) to analyze the external and internal
environments of the company; identifying key issues in the case, both long- and short-term; identifying
feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and proposing an
implementation plan with a time line. Supplementary materials Teaching notes.
Study level/applicability MBA, executive education. Case overview The case deals with the challenges
of fundraising and location decision making for a high technology start up company based in the United
Arab Emirates. Tan Rasab is a Chief Executive and co-founder of Sensehere, a high technology start up
company involved in the design and development of semiconductors for wireless sensors. The company has
developed a unique technology that allows sensors to dramatically reduce energy consumption and thereby
improve battery life of sensors.The company is currently based in the UAE, where it finds the environment
highly supportive overall but challenging from the point of view of fund raising. On the other hand in http://www.emeraldinsight.com/10.1108/20450621111193752
China the company is meeting significant investor interest and several partnerships have been concluded.
Despite the advantages offered by the UAE environment, the company is considering moving some or all
of its operations to China. Expected learning outcomes Familiarise students with the challenges of
fundraising for new ventures. Understand the implications of technological breakthroughs in different
application areas. Develop an understanding for the different considerations to be made when choosing a
location for business functions. Supplementary materials Teaching notes.
Study level/applicability Undergraduate and/or MBA level in either a strategic management and/or
entrepreneurship courses. Case overview The dilemma that Zayed, Al-Maha's founder and owner, is
facing, is typical for an entrepreneur who has been successful for a number of years (ten, in his case),
without a formal strategy. He is now at a cross-road: should he expand in his present location in the
Madinat Zayed Shopping Center, in Abu Dhabi, UAE, or open another store in another location? if he
grows within its current location, how would that be? Zayed, like many small-store owners in a developing
economy, faces fierce competition especially in the mobile phone business. Technology is changing
constantly, demand is increasing and he has to address all these issues, among others, before making a http://www.emeraldinsight.com/10.1108/20450621111186228
decision. Should he create an advisory council so he can be the recipient of feedback from trusted
individuals who might serve on this council? Finally, he is seeking his close friend Refaat's opinion, as to
what to do next and how. Expected learning outcomes Students should be able to: analyze the internal and
external environments of a small-medium enterprise (SME); understand the importance of a vision/mission
and smart objectives; make strategic decisions regarding the future direction of an SME; analyze the
financial statements of an SME; draft a strategic plan based on the aforementioned; and understand the pros
and cons of an SME in a developing economy such as the UAE. Supplementary materials Teaching notes.
Study level/applicability Postgraduate/higher education. Case overview Professor Rob Whelan was
appointed President of the University of Wollongong in Dubai (UOWD) from the University of
Wollongong in Australia (UOW). Professor Whelan brought to the job in Dubai the perspective that public-
good benefits flow from a comprehensive institution engaged with the larger community and these are led
by academic staff members who produce research that serves the national interest. To apply this model to
UOWD meant a thorough analysis of the organization in terms of both its culture and its broader
environment. This case explores the various processes through which a new leader takes stock of an
existing institution, identifies the potential for development in a particular direction, draws upon a range of http://www.emeraldinsight.com/10.1108/20450621111194102
stakeholders to refine the vision and develop it into a strategic plan, gains support for the plan, and then
implements change through close collaboration with the institution's constituents. Expected learning
outcomes This case can be used to explore a number of issues in leadership and management including:
identifying the various internal and external stakeholders in a complex organization; analysing strategies
for mobilization for change, including the assessment of inclusive versus exclusive approaches; reviewing
the opportunity costs of change; and assessing types of leadership. Supplementary materials Teaching
notes.
Study level/applicability Students and practitioners. Case overview This case study analysis the
logistical and operational issues that one of the leading pharmaceutical companies in the MENA region is
facing. The case provides a practical example of a company which positioned itself well to be a leading
company. However, there are some inherent operational and logistical problems that hinder the company to
reach its leading position. The first section of this case describes the company, its process and its
operational problems. The second section is dedicated to the analysis of the operational capabilities and
current key issues. The last section provides recommendations on how to improve the current operations http://www.emeraldinsight.com/10.1108/20450621111194094
and ways in which the improvements can be implemented, as well showing the benefits to the company
based on the theoretical and practical frameworks. Expected learning outcomes Understand how
operational issues affect company performance. Analyse the effect that poor operational process can have
on the overall company business. Evaluate alternatives for process modifications. Create plans for process
improvements and assess its operational and logistical implications. Supplementary materials Teaching
notes.
evolution of a start-up company, Great Sports Infra Pvt Ltd, which had acquired the exclusive dealership of
the largest artificial sports surface products company FieldTurf Tarkett. Great Sports Infra was started as
a small business with a capital of INR 5 million, by Mr Anil Kumar who had won the exclusive license to
sell the FieldTurf brand of artificial turf in India and the SAARC region. FieldTurf was a well entrenched
brand for playing surfaces in several developed countries around the world. The size, scope and consumer
base of the Indian market was vastly different from the mature markets in which FieldTurf was a well
established brand. Anil had to find a market for the product in India which was a classic context of
existing product entering a new market in this case an emerging market. Identifying new markets and
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targeting them with a relevant marketing mix and communication mix were the dominant challenges faced
by Anil. Having developed the market in India, he now faces competition from cheaper manufacturers and
limited growth in the sports infrastructure. The students must deliberate on current strategies and suggest
strategies for the future growth of the product in this market. Expected learning outcomes Challenges of
an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify
the nature of challenges. Understanding positioning strategy. To understand how to extract IMC strategy
from business strategy. Targeting each segment differently but keeping the message consistent following
the principles of principles of IMC, i.e. harmony, consistency and synergy. Understanding the role of 6Ms

Subject area The case describes the launch of Twiga Hosting Ltd, a company providing information and
communication technology (ICT) services to the underserved small and medium enterprise (SME) sector in
Tanzania and in a many countries in Africa. Study level/applicability This case targets a range of audience
from undergraduate students taking both Bachelor of Commerce and those taking Bachelor of Business
Administration; and Postgraduate students taking business-related courses. Nonetheless, the case may be
used by all other learners of advanced studies in entrepreneurship and innovation management. Case
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overview The case addresses a number of issues including: Issues to be considered when starting an ICT
enterprise. Strategic management. Business revenue models. Expected learning outcomes To
impart/inculcate entrepreneurial insights in ICT and related areas. To make learners aware of the business
growth opportunities in ICT ventures. The success factors for fruitful ICT ventures. To enable learners to
identify challenges facing entrepreneurs in ICT ventures and the ways to overcome them. Supplementary
materials Teaching notes.
Study level/applicability Upper year undergraduate business/management, MBA, marketing/international
business. Case overview Memento Park is a large open air museum on the outskirts of Budapest, that
houses statues, and related ephemera related to the communist period in Hungary. The park opened in 1993,
four years after Hungary had shaken off its yolk of communism as part of the Iron Curtain, in 1989. This
case presents a classic example of a business enterprise that sprang from a concept and access to
inexpensive materials directly resulting form a changing external environment. The case presents the issues
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involved in making Memento Park a sustainable part of the Budapest tourist experience.
Expected learning outcomes This case challenges students to decide how best to determine a sustainable
advantage. Arguably the value proposition that is being offered by Memento Park has a number of
identifiable benefits to the target consumer. It is not replicable (at least in Hungary), has a truly unique
content, and does not have large fixed or variable costs in terms of operations. The question is how to best
develop a plan of attack for such a firm? Supplementary materials Teaching notes.

Study level/applicability Bachelor and Graduate students. Case overview This case describes the role
played by the company in linking various processes and taking the lead in the development of a unique
circular flow of recycling activity which includes recovery, reuse and recycling schemes. Traditionally
businesses were not held responsible for the product after use by the consumer. But, with growing
stakeholder expectations in the area of corporate social responsibility and sustainability, businesses are
more conscious about managing their social and environmental impacts. Today businesses are beginning to
look at reverse logistics not only in terms of economic impacts but also environmental impacts. While
consumers and other stakeholders want businesses to be more responsible in the way the product is
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produced such as to minimize waste production, the expectations have also changed to recovery of products
after use in order to reduce cost and environmental impact of recycling. Businesses are becoming more
responsible about collecting, reusing, refurbishing or dismantling used products to minimize environmental
damage. Expected learning outcomes The case is significant for teachers and students of environment
management, corporate social responsibility, supply chain and the importance of networks. It can be
used to understand how reverse logistics helps to minimize waste. Supplementary materials Teaching
notes.
Study level/applicability Undergraduate and Master's level business and management courses.
Case overview This case looks at the second largest oil company in India (Bharat Petroleum Corporation
Limited (BPCL)) and examines an innovative services marketing concept that they introduced into the
market in India for the first time, namely, one-stop truck shops. These new format truck-stops were targeted
at the highway-based truckers in India who earlier had to stop off at multiple locations to eat and re-fuel
increasing their on-road time and reducing their efficiency, much to the chagrin of their truck-fleet owners.
Expected learning outcomes Students will be expected to build their knowledge of retailing in developing
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markets using the example of BPCL as a learning tool. The case examines differences in consumer
behavior in developed vs developing markets, paying particular attention to the required need to
differentiate the retail approach to suit the market. Supplementary materials Teaching note (with
photographs).

Study level/applicability Senior students majoring in international business and/or marketing. Case
overview Internationalization processes for organizations represents a hard turmoil that some excel in and
a few enjoy its benefits. Cilantro Caf represents a landmark in the Egyptian economy for its success in
turning from a local coffee shop house chain to a global one in less than a decade from its earlier inception.
Such success relied heavily on their internationalization strategy as well as their marketing
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communications. The main learning objective in this case is presenting Cilantro's path for
internationalization as a model for local organizations striving to go global. Expected learning outcomes
Identifying the internationalization process, explaining a success story in moving from local to global
business operations, and highlighting the post 25th of January cultural implications in Egypt. upplementary
materials Teaching note.

take a decision on the topic had considerable reservation about the appropriateness of each of short-listed
agencies for the job at hand. There were also differences of opinion on what would be the criteria for
selecting the brand consultant. The Managing Director had to ensure that the team arrived at a consensus,
rather than being foisted with a decision from top. Study level/applicability This case can be taken up in
executive education programs as well as the basic marketing management program at the postgraduate
level or in a specialist advertising courses. The case can be taught in the core marketing course at the
postgraduate level while discussing the selection on advertising agency. Case overview The decision-
making focus of the case is about selecting an advertising agency among a set of three, which was most
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suited to help SRF achieve the repositioning, branding and the awareness creation challenge. The agencies,
however, were mostly experienced in building brands for consumer product which was distinct from
industrial intermediaries company like SRF. As an organization, SRF had no experience of dealing with an
advertising agency, thus the selection was quite a challenge. It brings to focus the decision-making
dilemma faced by a large number of companies in emerging markets which are making the transition to
brand building. Expected learning outcomes The following insights could be elucidated by the case: Help
the students understand the corporate branding concept as distinct from product branding. Decision-making
dilemmas associated with corporate brand building for a company with long legacy of product
Study level/applicability At the undergraduate level, this case can be used in marketing courses such as
Marketing Fundamentals, Marketing Management, Marketing Communication and Consumer Behavior.
This case may also be used for Master's level students for Quality when focusing on safety/security in
offices and factories. Case overview This case is used to introduce the concept of B2B and B2C
marketing and explore the possibilities of converting an industry that essentially uses B2B marketing
communication to choose B2C options. This case is also important for creating awareness on safety and http://www.emeraldinsight.com/10.1108/20450621111201266
preventive measures in the face of a fire crisis. Expected learning outcomes Understanding the role of
marketing communication. Differentiating between B2B and B2C markets. Exploring the application of
B2C marketing communication in the fire suppression systems market in the Middle East. Supplementary
materials Teaching notes.

demonstrate use of technology and innovation to attain competitive edge. It is appropriate for Master's,
executive level programme and advance specialized courses of strategy and entrepreneurship. Introductory
classes on basics of strategy and information technology will be value add for students. Case overview In
the growing digital era of virtualization, the businesses are depended on technology to facilitate their
multiple operations. Virtual events of conference and exhibition provide broad opportunity to connect and
collaborate in real time across the globe. The case discussion applies to potential use of virtual platform as
a collaborative tool to achieve business objectives. This case highlights the strategic decision making by an
IT company VSL, regarding product migration and services diversification. It focuses on considering the
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appropriate strategy of innovation and to make the right decisions.Strategy of innovation and marketing
techniques applied by VSL management to sustain in the competitive environment describes the essence of
the case. The case is written with the objective to enhance user conceptual understanding through VSL
brand valuation and international strategic alliance with 6Connex. Expected learning outcomes The case
familiarises the students with the complexities and challenges involved in a real business environment and
put emphasises on the role of played by management for effective decision making. The case helps students
to comprehend the relevance of innovation to achieve competitive edge. The case provides an opportunity
of exposure to students so that they can understand the key elements of efficient marketing, strategy of

Subject area Strategic management and social innovation Study level/applicability Undergraduate and
graduate level management/business school students. It can be taught in strategic management and social
innovation courses. Case overview GOONJ is a non-profit organization which has life and dignity for
lakhs of people in India over the last decade. It aimed at bringing up clothing as one of the important
aspects of human life and make it available for the needy keeping their dignity intact. The case begins with
Anshu Gupta, founder of GOONJ thinking deeply about the high-priority meeting to take GOONJ to the
next level and scale up the operations of his social innovation. It then tries to bring up the potential problem
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of clothing and menstrual hygiene in India followed by explanation of the present working model of
GOONJ which allows them to manage the operations with 97 paisa per cloth. With the dream of taking
GOONJ to the next level and converting it into a nation-wide phenomenon, will the present model work?
Expected learning outcomes This case will cover two important aspects: social innovation process
(themes, challenges and implications for practice); and strategic management concepts (stakeholder theory,
internal-external factor evaluation). Supplementary materials Teaching notes.
Subject area International wine marketing, focusing on the emerging importance of Hong Kong as a wine
business hub in the Asia Pacific region. Study level/applicability MBA or year 3/4 undergraduate business
course. Some prior knowledge of organisational structure, management decision-making, marketing
principles and consumer behaviour will be helpful. Case overview Sinolink is a small family business
that successfully made the transition to become one of the largest local wine dealers in Hong Kong, trading
internationally and growing phenomenally through a combination of management and marketing savvy. Its
story is worth telling at a time when Hong Kong is emerging as an important wine business hub in the Asia http://www.emeraldinsight.com/10.1108/20450621111202760
Pacific region. It faces new opportunities and challenges in such a dynamic environment. Expected learning
outcomes Some learning points are: how vision and leadership affects business strategy; international
supplier relationship and product knowledge as critical foundations for the wine business; customer
relationship management and marketing as competitive strategies; and flexibility in response to operational
considerations and challenges is vital to success. Supplementary materials Teaching notes.

deriving from emerging normative demands in the CSR debate prompted Axel Springer (AS) to rethink
their supply chain strategy for Russian wood. Being one of the first movers in CSR in the publishing
business, AS realized that current practices could spark future public discussion that might put pressure on
AS, a key player in these supply chains. In early 2002, AS and one of their main suppliers, Stora Enso,
started a joint initiative to redesign the supply chain processes in two of the major Russian logging regions
to improve their social and ecological performance. Sometime later, other major players in the publishing
sector as well as critical reviewers from several non-governmental organizations (NGOs) were invited to
participate in the design of the new voluntary sustainability initiative called Tikhvin Chalna project, the
second phase of which was accomplished by the end of 2006. Expected learning outcomes Learn that http://www.emeraldinsight.com/10.1108/20450621111172412
organizations (specifically high-brand owners) are responsible for practices within their entire supply
chains (social as well as environmental performance). Explore proactive corporate sustainability, CSR
strategies are market but also institutional driven; Strategizing involves forming and transforming the rules,
norms and standard models of customers as well as institutions such as NGOs or governmental bodies.
Whether the initiator of such strategy is successful in increasing or manipulating demands is dependent on
its resources and capabilities as well as on its network position. The case supports students in
understanding resources being used to successfully transform or create institutional arrangements. Discover
that the value of a business' relationships and its network position. Supplementary materials Teaching

Subject area Firm success, organizational structure and values, business challenges, corporate change,
decision making. Study level/applicability Senior undergraduate courses in Organizational Behavior and
Business Policy and Strategy. Case overview This case relates the story of growth of Future Internet, a
small media firm launched in 1998 in Dubai, UAE. The case describes the past achievements of Future
Internet along with the challenges met on the road, illustrates the key factors and core organizational values
that were critical for its business success and discusses the new prospects that the company is seeking to
explore in the future. As Future Internet is continuously searching to engage in a path of new business
opportunities, what are the most viable strategic choices to be made for securing a sustainable corporate
growth and development? Expected learning outcomes Discuss different aspects involved in the
management of a small firm operating in a dynamic industry; assess the key factors that might contribute to
explaining corporate success; and evaluate the effectiveness of managerial decision making over time
(change in structure and values, opportunities' evaluation and selection of strategic options) to achieve
sustainable development. Supplementary materials Teaching notes. http://www.emeraldinsight.com/10.1108/20450621211214504
Subject area Entrepreneurship. Study level/applicability The case has been used at Master's level but it
has direct application to any MBA programme or entrepreneurship module.
Case overview Adrian Gore started Discovery in 1992 with seed-funding of R10 million from merchant
banking group, Rand Merchant Bank (RMB), as a health insurance company within the RMB stable. By
2009, Discovery had become a large, listed, financial services institution employing more than 5,000
people and comprising not only Discovery Health (DH), but also Discovery Life (DL), Discovery Invest
(DI) and Discovery Vitality (a wellness programme). In addition, it had operations in the USA, where it
licensed Vitality for use by employers and other health insurers, and in the UK where it operated two joint http://www.emeraldinsight.com/10.1108/20450621211214487
ventures with The Prudential plc Pruhealth and Prulife. Expected learning outcomes To understand the
similarities and differences between corporate and start-up entrepreneurship; to understand the
entrepreneurial process within an established organization; to explore the environment within an
established company in terms of how much it supports or constrains entrepreneurship; and to look at
creative ways to overcome obstacles to entrepreneurship in established companies. Supplementary
materials Teaching notes.

Subject area Business ethics/corporate social responsibility.


Study level/applicability From undergrad to executive education (the case series has been successfully
used with MBA students and executives).
Case overview The case series starts by describing how a fictitious company (called L'ArtiMarch) faced
an individual corruption issue after entering the Russian market. After describing the company's creative
reaction, the case shows that corruption issues can easily reoccur and might require a more systematic http://www.emeraldinsight.com/10.1108/20450621211214513
approach of L'ArtiMarch to fight corruption within the company and in the society at large. Expected
learning outcomes Responding/reacting to (external) corruption; governance and compliance systems to
prevent corruption; and contribution of companies to the development of the social/political/moral
framework of their own operation. Supplementary materials Teaching notes.

Subject area International marketing/export marketing. Study level/applicability This case is


appropriate for discussion in courses such as international marketing and export marketing of post graduate
studies in management. The case can also be used for management development programmes concerning
practising managers. Case overview The case is based on export marketing strategy with special focus on
developing strong buyer (customer) relationships and the associated challenges of a trading company, The
Handicrafts and Handlooms Exports Corporation of India Ltd (HHEC). The corporation primarily engages
in export of handlooms and handicraft products from India. Since 2005-06 the corporation has been
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incurring losses and it was only in 2010-11 that the corporation has registered a positive net profit.
Expected learning outcomes To understand the appropriate strategies for buyer retention; to understand
appropriate promotion strategies of non-essential items like handicraft, handloom and carpets; and to help
students in making decisions for export marketing like understanding product characteristic, development
of samples, procurement of products, vendor management, and pricing decisions. Supplementary materials
Teaching notes.
Subject area Mobile marketing. Study level/applicability MBA, marketing level consultants. Case
overview This is the first documented study on the development of a mobile marketing eco-system in
Pakistan. The focus of the case is Telenor Pakistan the first local operator to implement a comprehensive
mobile marketing strategy via opt-in based consumer profiling. By positioning itself as a media company
in the mobile marketing value chain, Telenor Pakistan aims to both enable and drive the mobile marketing
eco-system at a time when operators are suffering from a decline in average revenue per user and are http://www.emeraldinsight.com/10.1108/20450621211214478
endeavouring to put into place strategies that will open up revenue streams based on services other than
voice. Expected learning outcomes To develop a comprehensive understanding of the drivers and
restrainers that affect the mobile marketing eco-system in emerging markets; and to examine to what extent
operator-driven mobile marketing can create synergies within the mobile marketing value chain.
Supplementary materials Teaching notes.

retention, positioning, pricing, distribution and retailing, role of trust and transparency to build sustainable
relationship in B2B context, and efficient service delivery. Study level/applicability Undergraduate and
graduate students in marketing, business administration, strategy, retailing, B2B marketing, services
marketing and general management courses. Also, it can be used for executive management/training
programmes. Case overview The case focuses on an existing scenario of a natural gas business in Gujarat,
India, in order to provide understanding of marketing challenges, especially in the B2B context, faced by
organisations in this evolving business environment. The case examines the strategies and policies
implemented by the company and their impact on the customer. The case presents reactions and responses
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from the concerned customers. The case illustrates the criticalness of understanding customer expectations
and designing and delivering customer centric strategies to sustain market leadership in an evolving and
competitive market. Expected learning outcomes The case study enables the students to understand and
analyse: the current business environment; the important factors impacting natural gas business; economic
analysis of energy; opportunity and challenges for doing cleaner and greener business; role of cleaner fuel
to reduce carbon footprint; and carbon credit impacting top line and bottom line of a customer. The case
provides students the opportunity to understand and analyse the importance of switching costs to acquire a
new customer; and devising and implementing marketing strategies to expand customer base and enter into

Subject area Enterprise, Strategy. Study level/applicability This case study is about a used car retailer in
an African country, specifically Ghana. Lessons drawn from the case could be applied in societies which
are highly socialised; not individualistic. Case overview Ghana is one of the first African countries to be
hooked up to the internet. However, there has been a very slow uptake of traditional e-commerce
applications due to a number of critical factors including a legal framework, and electronic payment
system. Despite these challenges, some firms are making strides to use the power of the internet to enhance http://www.emeraldinsight.com/10.1108/20450621211214496
their operations. For example, the case firm uses social relationships to sell its first stock of cars and to re-
design its website. Other findings and lessons from this case could be applied to similar contexts. Expected
learning outcomes An understanding of how society influences business operations, especially in an
African or Ghanaian context. Learners can also draw lessons that could be applicable to enhancing and
growing the e-commerce capabilities of offline firms. Supplementary materials Teaching notes.
also talks about employing innovative techniques at the basic level by optimizing available resources
offering quality service at value based pricing, thereby, increasing customer retention by developing the
trust of the consumer. Study level/applicability Graduation or post graduation level students studying
subjects pertaining to the services aspect of marketing, namely innovative service offerings, value for
money, service experience and evaluation, challenge of integrating the 4 A's of services marketing and
offering them in sustainable quality, promotional or communication mix for services and consumer
behaviour. Case overview Today's dual-career couples, single-parent families, and two-job families are
realizing a burning consumer need: more time. Individuals in these and other non-traditional family
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configurations are overstressed with their work and home obligations and find that dealing with many of
life's everyday tasks is overwhelming. For many customers, all types of shopping have become drudgery
or worse. The antidote to this time deficiency is found in many new services that recover time for
consumers. One such professional service is catering. The present case study deals with grass root level
innovations in this service offering that adds flavour to our lives. Expected learning outcomes
Understanding the catering services offering and its features in evolving consumer's world; analyzing the
importance of optimizing available resources and offering customer satisfaction, ensuring marketers own
economic survival; realizing the significance of value offering and related value based pricing for services;
Study level/applicability This case is appropriate for undergraduate and post graduate studies. Case
overview A premier business school in Central India decides to offer the Best Teacher Award to a faculty
who gets the highest feedback from the students. The idea is to motivate the faculty and also help them
improve their teaching pedagogy/style, etc. A feedback form is designed and administered in the last
session of the course. The average across all the sections and courses is calculated and displayed on the
institute's intranet. Soon doubts are raised on the validity of the decision to give away the Best Teacher
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Award based on students' feedback. The case makes an attempt to highlight that performance is a function
of several factors. What apparently seems to be a great performance may not be a great performance and
similarly what apparently appears to be poor performance may not necessarily be poor performance. One
needs to dig deep into this to arrive at any meaningful conclusion. Expected learning outcomes
Performance should not be judged at face value. Performance analysis is necessary for any meaningful
decision.
take social and environmental impacts into strategy planning process. Study level/applicability The case
can be used in the following courses; post graduate program in public administration; MBA/Post graduate
program in management in strategic management; executive training program for Government executives
in public sector organizations to highlight the concept of performance management system in PPP
companies. Case overview After the initial tumultuous years, TPDD emerged as one of the efficient
power distribution companies in Delhi region. One of the major management tools that was helpful to
achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning
reviewed the process and the due diligence that went into designing and implementing the balanced
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scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group
Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of
community and combating the ill effects of climate change. They believe that the balanced scorecard
method that had helped them to achieve their strategic goals will help them to achieve future objectives too.
But whether the existing four perspectives: financial, customer, internal process and learning and growth
would adequately address the emerging challenges or whether there was a need to introduce a new
perspective The Social Perspective is what they contemplate in the case. Expected learning outcomes
The case can be used to teach the following: the importance of strategy in an organization and how it
year PhD students, for use in graduate engineering, post graduate and executive level management
programs. The case study illustrates operational and participative management control system in a matrix
and flexible organization structure. Case overview Satish Arora (CEO) and Praveen Arora (Director
Finance), a husband and wife team, own and operate Go-Goal Hydro Power Ltd (Go-GoalHPL) as a small
medium enterprise (SME). Go-GoalHPL renovates hydro power generating machines up to 250 MW rating.
Their current renovation/overhauling projects are located at different sites in India. Go-GoalHPL has grown
its business by pursuing new avenues that include execution of major renovation projects and construction
of new projects on a turnkey basis. Go-GoalHPL's management, despite their on-going successes, are http://www.emeraldinsight.com/10.1108/20450621211228392
concerned about severe capacity shortages if immediate actions were not taken. They have identified three
capacity expansion options: continue current operating practices and obtain additional production space;
undertake a make-versus-buy study and consider outsourcing parts; and implement world-class
manufacturing techniques through adoption of focused factories. The first two options represented simple
incremental changes while the third presents a radical alternative that required a major reorganization of the
company operations and support functions. Expected learning outcomes These include knowledge about
competitiveness, corporate survival, sustainable business, operations management, productivity,
the class could be used to shape the subsequent discussion if necessary: a marketing class would focus on
the need for development of the local market and consumer behaviour, while a management class might be
more interested in the issues relating to an appropriate ownership structure in an emerging market in a
company based on an amalgamation of smaller units likely to have been run by technicians (farmers) or
party functionaries.
Case overview Vinamilk is a Vietnamese company that has grown from humble beginnings as a
collection of small-scale dairy co-operatives until the current time when it is one of the largest and most
successful companies in that country and recognized as a significant developing Asian success. It has
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managed this while operating in a product category that has had very little tradition in Vietnam and for
which demand has had to be created in order to enable the company to expand. The success of Vinamilk
has now made it possible to imagine an international or a transnational future in which it would no longer
be tied to its Vietnamese home or to be required to support government-supported developmental goals
such as supporting employment and using local inputs. A debate is taking place, therefore, about the nature
of the continuing relationship between firms and the public sector in a rapidly developing nation. Expected
learning outcomes The objectives include: evaluation of the nature of the business-state relationship;
evaluation of the nature of the home environment with respect to its attitude to business; and understanding
Subject area HRStudy level/applicability This case has been tried and tested in the classroom setting
with management students pursuing a post graduate diploma in business management (PGDBM). The case
has been administered to students in Chennai Business School, Chennai in their core course human
resource management (first year PGDBM) and to second year students specializing in HR in their course
Performance management and compensation management in G D Goenka World Institute, Sohna.
Case overview The case is set in the southern part of India in a retailing organization which grew from a
small retail store catering to the daily needs of the student community to a four store retail store (Bolts').
Mr Andrew (Head, HR), introduced performance management and appraisal at Bolts'. Since the appraisal
was interrelated with various other HR systems like motivation, compensation, training and development
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and promotions, it generated a lot of excitement among the employees. After implementation of
performance appraisal, the organization seems to experience one problem after another. There were
complaints from customers, followed by a range of challenges such as discontented employees,
unprofessional behavior, low motivation in the organization and loss of profit.
Expected learning outcomes Understand and analyze the performance management in general and
performance appraisal in a specific Indian context, its linkages with various other HR systems in
organization and the various issues and challenges attached with it. Understand people management in
small organizations and organizations in emerging markets. Assess and identify HR practitioners' problems
in studying SMEs' HR related problems in an Indian context.
venture, Team Computers, was coping with the problem of creating a unique identity in the market. It
tracks the evolution of an embryonic organization to an Indian rupees (INR) 2.3 billion organization with
1,500 employees and its competitive landscape. It also highlights that an organization could become quite
big without a very well defined positioning in the mind of its consumers and even its employees, however
such growth could not be sustainable. It highlights the key challenges for Team Computers with respect to
defining its positioning platform. The biggest challenge for Team Computers was to arrive at an appropriate
positioning within an increasingly competitive market place, a distinct image of the company was almost a
pre-requisite to the vision of sustainable, profitable growth for the company. The problem was inherent in
the condition prevailing in the industry, which had intense competition among the incumbent firms and a http://www.emeraldinsight.com/10.1108/20450621211237202
high degree of employee turnover which plagued the industry. The case focuses on the challenge of
deciding on a positioning platform for the company, considering its checkered evolution and somewhat
difficult to predict and plan future trajectory. The case provides enough evidence to evaluate the positioning
options of the company, the criteria to finalize the positioning options. It also opens up the possibility to
discuss changes in organizational structure required to implement the positioning. The case also opens up
the debate about conditions under which democratic process might not be the best way to decide on
positioning. Expected learning outcomes The following insights could be elucidated by the case: criteria
for evaluating the positioning options for an organization; the need for a clear positioning platform to grow
Subject area Principles of Management, in particular, the topics of planning, organizing, leading,
controlling, human resource management, and operations management. Study level/applicability The case
will be helpful to undergraduate and graduate business school students for learning the subject, Principles
of Management. Case overview Vikas Jha, the newly appointed executive producer and CEO of Magic
Films, is a troubled man today. At 29, he is also an unusually tired man to lead this social enterprise
presently focussing on producing and distributing short films that carry a strong social message. A whole
set of problems is plaguing this start up leaving Vikas totally clueless about the future course of action! The
case dwells on the challenges of a film production start-up and provides an opportunity for readers to
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explore creative solutions to management problems. Expected learning outcomes Critical thinking,
creative thinking, communication skills and leadership ability are some of the liberal arts outcomes that the
case study attempts to deliver. In addition, it enables students to apply their knowledge and understanding
of key principles of management in solving the case problems. Thus, the case also provides transfer ability
as an important learning outcome. Supplementary materials Teaching notes. Additional material with
respect to film production can be helpful to the students in appreciating the finer aspects of this case, which
deals with filmmaking. In this direction, helpful links to useful resources are mentioned in the case study.
organisation is run by family, friends and well-wishers of the owners, yet it is professional in its approach
in operations. The board of directors of Kesineni Tours and Travels has approved the financial results of
2010, which shows 55 percent growth and Rs 86.71 crores turnover. This is a remarkable achievement and
recognition for a company that has been in the business since 1992. In early 1992, entrepreneur Mr Srinivas
Kesineni thought of a bus transportation business when he started with just two buses, and today when the
organization is the largest tour and travel company in the region serving approximately 15 lack customers
in a year covering 75 destinations with around 425 daily schedules. He and his team have been working
tirelessly and the company has a remarkable presence in the tour and travel business in India with
occasional innovative moves from optimising bus routing, initiating sleeper coaches, introducing Volvo http://www.emeraldinsight.com/10.1108/20450621211237220
buses to the fleet, entering the cargo transportation business and more. This business has grown at CAGR
of 24.07 percent since 2000-2001. Students reading this case may come to the class with preconceived
views that the journey of the organisation since its beginning is an ordinary story, but this case creates an
opportunity for students to come to their own conclusion how different strategies and the synthesis is
important for achieving desired outcomes form time to time. This case facilitates the deductive learning
process by identifying different strategic elements form the case and to understand its synergy to explain
McKinsey 7s framework. Expected learning outcomes These include: understanding different strategies
and policies adopted by the organisation and its impact on performance; understanding the importance of
Study level/applicability Postgraduate programs, Master in Strategic Marketing and Master in Business
Administration. Case overview One of the signs of an increase in religion awareness of Indonesian
society is a high demand on Musholla in public area. While other shopping malls just provide a normal
standard room for prayer, Senayan City has become a pioneer in introducing an excellent facility of a
prayer room. In services marketing, one of the substantial matters to consider is physical evidence, or in
other words service setting or servicescape. Musholla is one of the intangible aspects, which depicts
services in shopping malls in Indonesia. There are three variables that distinguish visitors' types, such as
time spent, liturgical compliance level and concerns for cleanliness/hygiene. Expected learning outcomes http://www.emeraldinsight.com/10.1108/20450621211237239
The objective of this case study is to give deeper comprehension about services marketing to students in a
practical way. This case study illustrates that a company is capable of creating a strong brand by
acknowledging consumer needs and providing extra benefits. Besides, students are also required to analyze
diverse consumer needs as each segment has its own needs. The use of ethnography as an approach shows
that such a contemporary method can capture dynamic behaviours and deeper insight on consumer needs.
Supplementary materials Teaching notes are available.
intended for undergraduate courses on principles of management, cross-cultural management and
organisational behaviour; postgraduate and MBA courses as above in addition to leadership studies and
change management courses. Case overview Globalisation inevitably led to attempts to transfer know-
how and expertise to markets in different locations and cultures, where the particular organisation is willing
to begin to operate. Hence, the need for understanding the conditions for successful knowledge transfer is
especially important. The globalisation process in the Eastern bloc, which began in 1990, is a good example
of knowledge transfer where the mutual meaning creation played a crucial role. This case study illustrates
the process of international knowledge transfer between Western Europe and an emerging economy using
the example of DAK Corporation and quality transfer to Poland. The case is especially useful for
undergraduate and postgraduate students, including MBA students, studying general management as well as http://www.emeraldinsight.com/10.1108/20450621211256247
more specialised courses stemming from international management, for example, cross-cultural
management and organisational behaviour. Since the material focuses on people management and
development as well as organisational culture creation, current and future practitioners from the human
resources department will find it particularly useful. Students considering a career in a multinational
company can also use this case in their preparation for the challenges of operating in a global business
environment.
Expected learning outcomes These include: understanding of the process of international and cross-
cultural knowledge transfer; identification of key cultural and organisational factors contributing to the
success of international knowledge transfer; understanding of the organisational culture creation process;
resources management. Study level/applicability This case study is intended for undergraduate and post-
graduate management degrees. It includes courses on organizational behaviour, human resources
management, marketing, business management, travel and tourism and strategic management. Case
overview Zim-Zum Welcome Hotel is a hotel in Zimbabwe in the travel and tourism sector. It was facing
high turnover of employees and this was affecting the business through continuous hiring and training. The
organization decided to introduce changes completely changing the way it does things, focusing on
satisfying employees as well as customers. The new approach yielded favourable results, labour turnover
dropped significantly and business improved greatly. In an effort to improve service, and increase profit,
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Zim-Zum has begun radically changing the way it hires, trains and deploys frontline workers. Management
also examined how waiters and waitress do their job and concluded that there was supposed to be a division
of labour between them and culinary staff. Management of Zim-Zum believe that companies that excel at
managing frontline workers understand that excellent service is more than just a transaction. Expected
learning outcomes Students can focus on: the importance of redesigning work so that superior service
satisfies both the employee and the customer; human resources management is an important factor in
improving employee performance and business performance; the importance of external and internal
customers
discoveringinand
improving
definingcompany performance.
directions). Case overview Shraddhanand Mahila Ashram completed 83 years of
its existence in 2011. Sharadhanand Mahila Ashram has been managed by the Hindu women's welfare
society. The organization for the last eight decades has been caring for destitute women, orphans up to six
years old, and caring for girls till they reached 18 years of age. The Ashram has also been taking care of
mentally and physically challenged orphans. The Ashram over the years changed its policies and practices
to be in tune with the social requirements in the changing environment. Up to the close of the first decade
of the 21st century the Ashram had been providing traditional training to the young ladies and then
subsequently would marry them. In the last two decades beginning 1991, because of the economic
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development of India and the economic integration of India with the West, cultural changes had transpired
in Indian society. Women in general have been becoming more empowered and economically independent.
Given this context the committee members of the Ashram were contemplating on the future guidance to the
girls of the Ashram for making them empowered and independent individuals. This would shift the
established policies and practices of the Ashram and lead to a new vision. Expected learning outcomes
The case would help students to reflect on the significance of mission and vision statement of an NGO. The
case would further help students to understand the day to day working practices of an NGO as derived from
management. Case overview
mission and mission Thai
statements. TheJintan Company
students will be Limited (Thai Jintan)the
able to comprehend is need
a medium-sized importer,
for review and change in
distributor, and marketer of premium confectionery and health care products in Thailand with the exclusive
distribution arrangements of Morishita Jintan Company Limited (Morishita), one of Japan's oldest
companies and a leader in the Japanese probiotic and confectionery industry. The case takes place in
August 2009, approximately 18 months after Thai Jintan implemented its market launch of Morishita's
technologically advanced breath and belly mint under the brand name of Jintan Nude. With a limited
promotional budget of 8 million baht (161,128) coupled with Thailand's regulatory environment for the
marketing of food and drugs, Thai Jintan, a newcomer to the breath mint market, was faced with having to
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devise a resourceful marketing and promotional campaign. Thai Jintan management was confronted with
assessing its past marketing plan and deciding on what to do to achieve its ambitious goal of capturing a 20
percent market share of the growing mint/menthol candy confectionery segment in Thailand. Expected
learning outcomes After reading and discussing the case, students should have a better understanding of
the following: the challenges faced by small businesses and new entrants; learning to apply different
frameworks such as PEST or PESTEL, SWOT, and/or Five Forces to scan and assess a competitive
environment; familiarizing themselves with different channels members roles in a distribution system;
learning to evaluate a company's current marketing strategies and to recommend strategies to improve its
team spirit. Study level/applicability The case is intended for MBA/PGDM level students as part of a
human resource management curriculum. The case is more diagnostic in nature and should be discussed in
the same spirit. The case is suitable for developing conceptual thinking and community orientation of
professionals aspiring or pursuing a career in the area of human resource management. Case overview
The case examines the imperatives behind Sterling Tools Limited (STL), a leading fasteners manufacturing
Indian company's decision and strategy adopted to inculcate team spirit through outdoor experiential
training (OET). The case explores in detail the process undertaken to execute the OET at STL. The case
also briefly mentions the tangible benefits of OEL. The case is structured to enable readers to: understand
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the basic objectives of OET; understand the innovative approach adopted by STL; and understand how an
organization responds to changes and challenges in the external environment. Expected learning outcomes
This case is structured to enable students to: understand the meaning and significance of outdoor
experiential training (OET); analyze the challenges faced by HR managers in modern day organizations;
learn the conceptual framework and understand the principles of OET; examine the measures that can be
taken by management to ensure a smooth induction and socialization process of employees; and understand
the need of inculcating team spirit among employees. Supplementary materials Teaching notes are
available.
Lira was devalued by 94 percent against US dollar just overnight. Against this volatile business
environment, Bank Z as one of the major banks in Turkey, was preparing for the launch of a major new
marketing and communication plan. In April 2000 Bank Z had set itself the target of changing the banking
concept in Turkey, accomplishing no other bank was able to realize. So Bank Z was ready to communicate
its new consumer banking products when the country started to face rough times. Especially financial
institutions and banks were encountering serious trust issues. Bank Z on the other hand, had grouped its
products according to their line of financial expertise in five groups with the aim of having specialized
personnel in these different areas, serving clients in the best possible way. Furthermore, the bank was
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aiming to realize 80 percent of its transactions via telephone and internet banking. Therefore, Bank Z had
undertaken major technological investments in order to be able to deliver these services. But under these
volatile economic conditions, should they go ahead with the campaign? Or should they postpone the
campaign? Or should they realize it with a reduced frequency and budget? What if they postpone and one
of the competitors start a new advertising campaign with similar propositions? The case tries to answer
these critical questions with the help of market data, showing the likely course of business decisions can
take in an emerging country just under 24 hours. Expected learning outcomes There are two main
outcomes: first, to show the importance of consistent, continuous and sustainable communication for

Study level/applicability This case study is intended for undergraduate (business administration) level
students. Case overview PeakWater is a state-owned water supplier in Peakland. Owing to government
restrictions, the water supply maintenance business of the company has to be outsourced to a separate
entity, resulting in the establishment of FixIt, a wholly owned subsidiary of PeakWater. FixIt is mainly
responsible for maintaining the water pumps, as well as investing in new projects for PeakWater. The lower
efficiency and incompetence in investment of FixIt hinders the growth of PeakWater in the long run, and
also causes discontent by the citizens. PeakWater's Board is evaluating two proposals submitted by the http://www.emeraldinsight.com/10.1108/20450621211264752
Group Planning Division. Expected learning outcomes These are: the nature of private enterprises and its
creation of value for public enterprises; the conflicts of interest between private and public enterprises; and
the criteria and considerations in the evaluation of corporate strategies. Supplementary materials
Teaching notes are available consult your librarian for access. The teaching notes include a list of
supporting materials.
equity/entrepreneurship/business models/managing family business) courses. Case overview Soliton is a
technology and software services company with operations in India and the USA providing machine vision
products and virtual instrumentation services. Soliton was started by Ganesh Devaraj in 1998 after his
return from the United States after higher studies. Ganesh hails from a business family in Coimbatore that
had interests in the textile spinning sector. The family had been in the textile business since the early 1940s
and had revenues of Rs 400 million and employed about 700 people. Ganesh, not wanting to continue in
the traditional family business, ventured into the technology sector using his academic and professional
experience. His family was supportive of his venture and funded his company for the first two years of
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operation and for scaling up operations. Ganesh is now evaluating various sources of raising additional
capital at a time when there was general slowdown in the automobile sector as a result of the global
financial crisis. Expected learning outcomes The goal of this case study is to illustrate the complexities
that exist in financing growth of companies in uncertain times. This following are the expected learning
outcomes: discuss and understand the nuances between different sources of early stage funding: personal
wealth, family, and angels; compare and contrast the differences between family funding and venture
funding; and highlight the benefits and limitations of family funding. Supplementary materials Teaching
notes are available.
other clients. Study level/applicability It may be used in second-year courses of MBA marketing
programs as well as in specific executive education programs dealing with key account management
(KAM) systems, business strategy, industrial marketing and/or sales management courses. This case can
also be used at undergraduate programs and courses dealing with sales, sales management, international
business, and organizational behavior. Case overview In 2003, after Carlos Etcheverry joined San
Antonio (SA) as Latin American Region Vice President, the company implanted a KAM System. SA's
relationships with its two key clients, Vintage and Chevron, seemed to progress nicely until mid 2004,
when Chevron's newly hired Purchasing Manager decided to change the company's commercial structure,
rendering its purchasing process more bureaucratic and extremely competitive. In March 2005, Etcheverry
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was to meet Chevron's purchasing manager, since Chevron had decided to reassign a service contract
through a new invitation to bid, leaving San Antonio out. The case puts forth the questions faced by
Etcheverry at the time of the meeting: How had San Antonio come to jeopardize a key account? Would
SA's organization need a change? Was this the only solution available? What other factors should be
considered? Expected learning outcomes This case may help students to: understand the complexity of
key account management (KAM) system implementation, sales force concepts and business-to-business
relationships; and analyze the difficulties faced by companies upon implementing a change in their sales
strategies and the effects of this change on the sales force, corporate culture and the organization as a whole
management system. Supplementary materials Teaching notes and a Technical note are available; also
crossroads in November 2008. They include several accounts of instances in which the foundation took
financial risks to enhance the fair's positioning, such as granting subsidized space to emerging galleries at
its Young Neighborhood Program, expanding to include aesthetically risky offerings at its Open Space
section, and financially supporting Brazilian galleries to attend the fair in order to enhance its Latin
American scope and regional consolidation. Similarly, the case depicts how the foundation chose to uphold
fair continuity in critical years (2001) amidst a dismal domestic setting. The dilemma presented by this case
hinges on an organization's ability to build a market-based venture while preserving and pursuing its
mission. To promote Argentine artists and art, arteBA Foundation had to help art galleries for-profit
businesses to adopt more professional practices. Another challenge described in this case revolves around
the need to manage quality in detriment of greater, immediate revenues. The last section revisits the http://www.emeraldinsight.com/10.1108/20450621211275165
central dilemma faced by arteBA Foundation. The mixed reactions of board members on the fair's purchase
offer described in the introduction unfolded in a passionate debate at the board meeting. Two prevailing
positions emerged in reference to the future of the organization. For some board members selling the fair
afforded arteBA a chance to finally undertake new challenges, such as launching a grant program, offering
financial support to artists, consolidating a new venture (South Limit), etc. Opposing board members
contended that, without the fair, the foundation made no sense and that no other initiative could have such
an impact on its field of choice. Finally, the board found it impossible to reach a decision on this matter in
just one meeting and decided to resume its discussion after a recess. Expected learning outcomes This
case has been designed to advance the following teaching objectives: gaining a better understanding of
Subject area The case deals with the Bullwhip phenomena that can be observed in a supply chain. Study
level/applicability This case is suitable for all levels of students, undergraduate MBA to Executive MBA
classes and practitioners. Assignment questions are designed from the perspective of teaching this case to a
business student audience. The case is ideally suited for a supply chain management course and can be
introduced to demonstrate the bullwhip effect in an operations management course. Case overview Set in
May 2011, the case presents the discussions in the meeting summoned by Mr Srinivas, the director
(technical) of Health Pharma (not the name of a real organization) in response to the huge losses faced by
the organization in the last financial year. The discussions point to the inability of the organization to
appropriately forecast demand across the different echelons and also absence of information transparency, http://www.emeraldinsight.com/10.1108/20450621211275156
leading to the loss. The catastrophe indicated the need to adopt an ERP solution, which was earlier
overlooked by Health Pharma management. Expected learning outcomes These are an introduction to the
concepts of the bullwhip effect and the case presents a managerial solution to the supply chain problem
demonstrated. Supplementary materials Teaching notes are available for facilitating the instructor to
present and discuss the case in a classroom setting.
ABC; designing a pricing strategy. Study level/applicability The case can be used in the following
courses: MBA program with specialisation in finance (to teach students the application of costing in
services sector); MBA program in general management (to highlight the concept of activity based costing
and its application); and under an elective course on management control systems in MBA programs (to
highlight the strategy to determine price effectively). Case overview The case highlights the application
of activity based costing in arriving at cost and finally leading to development of price to be charged by KK
Metals. The company wishes to compute the activity based cost of CNC process and develop the selling
price for 194 precision turning services scientifically as opposed to the present strategy of being a price http://www.emeraldinsight.com/10.1108/20450621211284651
taker, largely on the basis of what essentially is prevalent in the local market within which KK Metals
operates. The case gives an insight to numerous control variables that the management can consider while
pricing its services. Expected learning outcomes The case can be used to understand management
concepts such as ABC, pricing and the role of efficiency in business processes. It can be used to: teach
complexities involved in identifying activity driver(s) in case of ABC as far as application to service sector
is concerned; help understand the use of costing as an effective tool in pricing strategy of the company; and
help students
Subject area realize the significance
The concepts of inputs
of customer used
lifetime for (CLV)
value calculating per hour cost.
and customer equitySupplementary
(CE).Study materials
level/applicability BA, MBA, MSc courses: customer equity, marketing metrics, marketing plan,
marketing research. Because students are asked to complete a customer lifetime value analysis based on a
range of financial and non-financial data, students will need at least a modest level of proficiency in
dealing with a few basic financial accounting concepts. Case overview In Chile, a law passed in 2008
introduced a bidding process to be held every 24 months in the pension industry. The tender mechanism
was introduced as part of a reform aimed at reducing the commissions charged by pension fund
administrators and at making it easier for new players to enter the market. In early 2009, Daniel Ugarte
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wondered if it was finally the right time for his firm to enter the pension industry. Ugarte was asked by the
board to help chart a direction for the firm. The winning criterion was the lowest management fee
(commission) paid by the affiliates. The main focus of the case is a quantitative assignment that asks
students to calculate how customer lifetime value (CLV) and customer equity (CE) would be affected by
the commission offered. Expected learning outcomes These include: understanding the concepts of
customer lifetime value (CLV) and customer equity (CE) and the importance of maximizing a customer's
lifetime value for the firm by calculating the CLV and the CE based on a combination of financial and non-
financial data. Supplementary materials Teaching notes are available. Consult the librarian for access.
Study level/applicability As part of a core marketing course; at post graduate level; marketing strategy
courses where competition and co-operation business models are explored. Case overview The case
focuses on HCL Care, which had the service competence and reach, but no marketing set up for attracting
customers to its ICT products service facilities. The case explores the decision choices faced by the
company in deciding its market strategy. The main challenge was the out of warranty offer planned by HCL
Care. It was aimed at providing a one stop solution for consumers who owned various ICT devices of
different brands that could not be serviced at one point. There was no specific validation of whether this
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proposed, more convenient and comprehensive offer was compelling enough for the consumer to switch
from the service offered by the original equipment manufacturer or from the plethora of low priced offers
from independent service providers in the Indian marketplace. Expected learning outcomes These
include: how to organize the different types of market and company information available to segment the
market and selecting the target market; developing a positioning platform and developing the market
strategy; and choosing between competition versus cooperative business models. Supplementary materials
Teaching notes are available. Consult the librarian for access
Subject area Marketing strategy, Decision making, After sales servicing.Study level/applicability This
case is suitable for MBA/MS courses for students of services marketing; courses such as sustainable
development of business and integrated marketing communications. Case overview Cordlife Limited
entered the Indian market for cord blood banking in 2006 and by 2011 held third place in market share.
However, the management of Cordlife had identified a major problem as a lack of awareness of the
potential of cord blood banking among the Indian middle class, and the lack of a proper infrastructure for
transportation of biological packages. Cordlife undertook several marketing initiatives to spread awareness.
Marketing such a sophisticated service like cord blood banking called for heavy investments. The case
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provides an opportunity to closely examine various marketing activities in detail and understand how
problems associated with intangible services can be managed. In addition to marketing of services the case
highlights the existence of several gaps in designing a delivery in a service. The scope of the case can also
be extended to the concept of service pricing and also integrated services marketing communications.
Expected learning outcomes The case is designed for class discussions and in understanding the
following concepts: the service gaps model; service pricing; and integrated service marketing
communications. Supplementary materials Teaching notes are available. Consult your librarian for
access.level/applicability Master/advanced level; courses in: humanitarian logistics; port operations and
Study
management; supply chain management and logistics. Case overview Recently, the humanitarian
organization Global Food Aid (GFA) has received criticism for slow response to the on-going drought in
East Africa. One of the reasons is the long lead times to transport and distribute food. Therefore, GFA has
launched a project called Strategic stock where food will be pre-positioned in strategic locations around
the world. Because of its importance as a gateway for East Africa, the Port of Mombasa has been selected
as the pilot project. Headquarters of GFA has engaged a team of logistics and warehouse experts to plan,
run and evaluate the pilot project in Mombasa. Expected learning outcomes Through this case, the http://www.emeraldinsight.com/10.1108/20450621211284642
students (who take on the role of the experts) will gain knowledge in a wide range of areas. First, they will
gain a thorough insight to coordinating a port operation in one of the major ports in Africa. Second, the
case increases the understanding of working with logistics in a humanitarian aid context. Third, the
students will learn how to work with logistics both on a strategic level (planning the implementation of
strategic stock) and on an operational level (handling the different events that occur throughout the case).
There is also a learning element related to risk management. Supplementary materials Teaching notes are
available
Study level/applicability This case is suitable for undergraduate and postgraduate business and
management, MBA programs; the case could be used in strategic management, strategic analysis methods,
change management courses. Case overview This case illustrates how Storm, a small innovation
company located in the city of Novosibirsk, Russia, tackled the problem of future development. The
company was set up in 1992 by young scientists to produce equipment for automatic process control
systems in power engineering. All the engineering solutions were based on the developments of the
company's founders. Currently Storm is the regional leader in creating engineering complexes for power
generating companies. However, because of the drastic changes in the business environment and increased
market competition, the company faced the challenge of further development. The company's management
and owners saw the further development prospects and risks differently. Three strategic alternatives are
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available and the company is required to choose one of them, substantiating the choice made. Expected
learning outcomes After completing the case study assignment, learners should be able to: state the
strategic problems of small business development; identify the challenges of the external environment for
company development; apply the tools of strategic analysis for evaluation of the company's market
position; analyze the company's internal strengths and weaknesses; and elaborate and evaluate strategic
alternatives for the company's growth. Supplementary materials Teaching notes are available consult
your librarian for access.
strategy. Study level/applicability The case can be used in a number of course contexts, including
undergraduate and MBA programs. The focus is on both business strategy and manufacturing strategy
issues. The case can be assigned as an opening vignette, during the initial phases of business strategy, since
the case situations and concepts are both simple and clear. It can also be assigned for an in-depth treatment
of manufacturing strategy. Case overview The case focuses on Capital Mills Limited (CML), a flour
milling company, and concentrates on whether the company should refurbish its two 40-year old flour mills
at a cost of US$6 million or if the company should invest US$15 million in the construction and
installation of a new, fully-automated Lights out flour mill. This decision is viewed as a make or break http://www.emeraldinsight.com/10.1108/20450621211284615
decision for CML, since for the first time in the company's 40 year history will it face significant direct
competition, in the form of the impending entry of a second flour milling company. Expected learning
outcomes The case has four primary learning objectives, namely to: illustrate the linkages between
business level strategy and the functional level, manufacturing strategy; discuss the role of a company's
history and internal resource structure in the decision making process; explore how operational issues
influence capital expenditure decisions; and explore the perspective of managers in different functions in an
organization that is facing a new competitive challenge. Supplementary materials Teaching notes are
Subject area Organisational behaviour, strategic management and management of change, human
resources management, business management. Study level/applicability Undergraduate and post-graduate
management degrees: including courses on organizational behaviour, human resources management,
marketing, business management and strategic management. Case overview Dandiraz an electric
appliance manufacturing company in Zimbabwe has an aggressive marketing director who had increased
exports from 15 percent of the company's production to 40 percent and the company had won the National
Exporter of the Year Award twice as a result of his efforts. The chairperson was uncomfortable with the
outbursts of the marketing director when he talked to him about the production department. There was a
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disagreement between the marketing director and production director in the way certain issues were to be
implemented. The chairperson was undecided on whose suggestions to follow since both directors were
giving valid contributions but opposing each other. Expected learning outcomes Students can focus on the
importance of how departmental conflicts can harm an organisation if not managed properly. Students will
also appreciate the importance of making quality decisions by top management as an important ingredient
for the success of an organisation. Supplementary learning materials Teaching notes are available.
Consult the librarian for access

Study level/applicability The case is suitable for students of the business environment, and of
international business management. Case overview The case revolves around the reaction of the Finance
Ministry of India on Vodafone's tax case and its implications on FDI and the foreign investors who are
investing in India. The core issue is the political risk(s) faced by Vodafone even after having won the tax
case in the Supreme Court, the highest judiciary body in India. The Government of India has amended the
law to bring the tax into retrospective mode and it signifies the impact of political decisions on business
organizations. Expected learning outcomes The case can aid in understanding the effects of changes in a http://www.emeraldinsight.com/10.1108/20450621211298089
political system and legal framework on the efficacy of business entities; and the importance of, and
intricacies involved in, the formulation of political risk mitigating strategies while entering into new
markets. The key learning outcomes are: understanding various types of political risks faced by
multinationals; assessing the political risks involved in foreign investments; and appreciating the possible
mitigating strategies to handle such risks. Supplementary materials Teaching notes are available, please
consult your librarian for access.
resource practitioners, organization administrators, human resource directors and senior line management.
Case overview The study deals with unethical or haraam practices at the workplace. It is based on the
observation of the researchers. The business organization was selected and the behavior of employees was
observed for two months. An interesting behavior of an employee was observed and the change in behavior
was followed. The study describes the various factors influencing the behavior and performance of the
employee and emphasis is made on the haraam practices of drinking alcohol and unacceptable behavior.
The focus is on the performance of the employee. Major events and changes were elaborated to deduce the
descriptive cause and effect results based on observation. It was found that behavior as well as performance
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was reduced due to haraam practices, which can be a lesson for other employees to follow as well as for
managers to devise strategies in order to improve the most important resource of their organization, i.e. the
human resource. Expected learning outcomes As this case was designed for an executive education
programme, no detail regarding where it fitted into the curriculum is applicable as would be the case with
cases designed for students. The case is intended to develop skills in students to creatively approach a
common and wide spread problem and to think about the solution in an innovative way. The overall
purpose of the case is to engage human resource practitioners (students) in creatively constructing
innovative solutions to address the problem of compulsive drinking in the organizational environment.
Subject area The recruitment and selection process, human resource planning, talent management and
succession planning. Study level/applicability The case has been tried and tested in the classroom setting
with management students pursuing a Post Graduate Diploma in Business Management (PGDBM). Case
overview The case is set in the southern part of India in a manufacturing organization, Plomsom Ltd (a
disguised organisation). Plomsom Ltd manufactures tractors and has a pan-India presence. The sale of
tractors in India fluctuates over time. Sales are largely dependent on the seasonal harvests which in turn are
heavily dependent on the monsoon rains. The case is designed for understanding the importance and
necessity of finding the right man at the right time with the right skills in a manufacturing set up where http://www.emeraldinsight.com/10.1108/20450621211298106
production output is a factor of many interdependent variables. Expected learning outcomes The learning
objectives of the case are: critical analysis of recruitment and selection; importance of job analysis in
recruitment and selection; understanding the role of HR planning in running the operations; understanding
problems in the manufacturing sector in an Indian context. Supplementary materials Teaching notes are
available. Consult your librarian for access.

Study level/applicability The case is basically aimed at post-graduate management students; it can be
used in strategic management courses. Students can understand McKinsey's 7S model with the help of this
case as well as the seven Ps of service industry. Students can also gain an insight into the hub and spoke
model. The case can also be used in courses of entrepreneurship. Case overview The case is primarily the
entrepreneurial journey of Mr Samar Qureshi in a quick service restaurant business. The entrepreneur Mr
Samar Qureshi at a very young age dreamt of opening up an Indian fast food chain. He worked hard to
make his dream a reality. In a brief period of five years Qureshi's Fast Trax has reached the level of world-
renowned fast food chains like McDonald's and KFC in terms of quality and ambience. Overcoming the
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hurdles and the challenges Fast Trax has 22 outlets in Delhi NCR. Samar has also introduced the fast food
culture in a small town, Aligarh, and wishes to expand it further to other B class towns of India where
people desire to go to fast food chains and to enjoy the high standards of food and service as are enjoyed by
people living in metros. He has also been instrumental in changing the concept of canteen to restaurant in
schools and colleges. The case discusses the challenges facing Fast Trax in the cut-throat environment of
the fast food industry. Expected learning outcomes These include: highlighting the 7Ps of services in the
context of a retail chain and establishing interlinkages between the seven Ss identified by McKinsey.
Supplementary materials Teaching notes are available. Please consult your librarian for acces
a major policy alternative across the subcontinent. It is also an immediate alternative for unemployed
school drop-outs. Botswana is encouraging youth entrepreneurship through funding youth projects as an
intervention. This case study presents decision alternatives considered by young adults when thinking about
the future to proceed with school or to start their own business. The other set of decision alternatives is
which business idea to pursue turning a hobby into a business opportunity or pursuing a new opportunity
altogether. Mr Supang, owner of Swanscapes (Pty) Ltd, has to debate these decision alternatives with
himself. Swanscape has to contend with a growing market but is unsure of where to get expansion finance.
With expansion finance having been availed, managerial skills limitations will have to be dealt with. The
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company should focus on three other very important decisions: how to compete with large contractors
currently dominant in the market and other small businesses that have recently entered the market in flower
pot production; how to develop own skills and those of employees; and finally how to grow the business.
Swanscapes remains hamstrung with the decision of which mode of growth strategy to adopt. Expected
learning outcomes The goal of this case study is to illustrate the tough decision alternatives unemployed
youth starting their own small businesses have to juggle with. The case also illustrates the hurdles novice
entrepreneurs have to contend with in order to establish a brand for their product or service. It also
illustrates the impact of inadequate managerial and technical skills on growth strategies an owner may
Subject area Macroeconomics: fixed exchange rate regime, external and internal devaluation,
international competitiveness, comparison to ongoing eurozone periphery problems. Study
level/applicability The main audience for this case is undergraduate students in economics and business
or graduate students in business or political science related studies. More particularly, the case suits a class
on applied macroeconomics or general economic policy. Case overview The case investigates economic
development in Latvia since it gained independence, the key focus is overheating in 2004-2007 and
consequential extraordinary economic crisis of 2008-2009. This case gives a great starting point to discuss
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ongoing problems in peripheral eurozone (PIGS) in terms of internal versus external devaluation. Expected
learning outcomes Students are expected to learn the differences between external and internal
devaluation as well as a country's international competitiveness factors. Also, class discussion of
similarities and differences between Latvia and PIGS should make students more aware of two types of
devaluation. Supplementary materials Teaching notes are available. Please consult your librarian for
access
generating a strategy for R&D and technological innovation in developing countries, through international
cooperation. Study level/applicability Students of programs of strategic management, business policy and
management of international cooperation. Target courses include: strategic management seminars,
international cooperation seminars, MBA. Case overview The case shows the process carried out by a
team led by Braulio Perez Astray, manager of the innovation department of the Foundation University of A
Corua (Spain) and Radhames Mejia, executive vice-rector of the Pontifical Catholic University Madre y
Maestra (Dominican Republic) to design the strategy for R&D and Technological Innovation of the
Dominican Republic. It describes the tasks and responsibilities undertaken in the INPOLTEC Project, the
result of the international cooperation between Spain and the Dominican Republic. It included the
involvement of the Administration of Government of both countries, the contributions of the scientific
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community and a significant sample of Dominican companies, as well as the advice of Spanish experts and
technologists in the field of innovation and technology policy. The case arises from the position of Braulio
Perez Astray, leader of the project. The objective of this case is to analyze the potential transfer of this
experience to other countries in Central America and Caribbean. Expected learning outcomes The
learning objective is to facilitate students to investigate the decisions in the strategic process in the field of
innovation and to reinforce the focus of international cooperation as a mechanism for strategic support in
stimulating the flow of knowledge in science and technology. Supplementary materials Teaching notes
are available. Please consult the librarian for access.

courses at the undergraduate and postgraduate (MBA) levels. Case overview The case describes a
company located in a fictitious developing country. The main activity of the company is the exploitation
and production of tin, which it has developed over its 40-year history (1971-2011). During the first 33
years, it developed three capabilities: namely, technical, productive and the generation of trust among
employees. The case illustrates three characteristics of capabilities: problem solving and complexity,
practicing and succeeding, and reliability over time. The case also illustrates a paradox related to
capabilities and shows three of its causes: path dependency and lock-in to a given course of action,
structural inertia, and the absence of a capability dynamization function. In 2009, the company was faced
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with the need to reshape its capabilities and the arrival of a new President to the company provided the
appropriate occasion to analyse this option. Expected learning outcomes These include: understanding
what an organizational capability is and what its main characteristics are; understanding the process by
which an organizational capability emerges and develops, and how it may be eroded in a given scenario;
understanding a paradox an organization faces when capabilities are developed; and understanding why the
concept of dynamic capabilities does not add power to the concept of capabilities. Supplementary materials
Teaching notes are available, please consult your librarian for access. Videos with interviews of
employees of the case company are also available.
enterprise (SME) in the United Arab Emirates, Tips & Toes. The company is a leader in the beauty and
fitness service industry, and much of its growth and success is attributable to the leadership of its general
manager and her implementation of a differentiation strategy, a market innovator in concepts, products and
services, and a total rewards system for engaging and retaining employees. Tips & Toes is planning for
continued, aggressive growth and expansion over the next five years. This case also highlights an
underrepresented area of focus for case studies: women-led businesses, SMEs, and entrepreneurship and
innovation. Expected learning outcomes The main focus of this case is for students to examine the
benefits of using a total rewards strategy to engage and retain employees, and more importantly to see the
links between such a strategy and business and revenue growth. This is particularly a salient learning point http://www.emeraldinsight.com/10.1108/20450621211289458
for students in emerging markets, where more traditional types of compensation and views of the
employment contract tend to prevail. In addition, this case could be used as a supplementary learning
experience regarding strategy and strategic focus of an organization (i.e. the Treacy and Wiersema model of
product leadership, customer intimacy, or operational excellence as a strategic discipline for a firm). And
finally, this case provides an example of a woman-led organization which grew out of SME status into a
market leader; this example provides students with insight into workable entrepreneur opportunities to
which they might not see a direct linkage when reading case studies of large multinational organizations or
Study level/applicability
conglomerates. This materials
Supplementary case is intended for teaching
Teaching notes areentrepreneurship
available; pleaseinconsult
any tertiary institution
your librarian for
including graduate business schools where the case study method is used. It can also add value to groups
interested in creating social value such as non-governmental organizations (NGOs). It can be taught in a
60-90?minute class depending on the size of the class and type of audience. Case overview The case
highlights features of indigenous entrepreneurship in a traditional African setting and showcases the merits
of traditional training methods. An intriguing case of a social enterprise, inspired by the difficult
experiences of an entrepreneur, who grew up in dire poverty. The polygamous family situation she was in
led to establishing an enterprise that ensured her livelihood and a means to lift others from poverty. The
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case provides a unique model of a hybrid family business and social enterprise and illustrates that
businesses can do good and still do well financially. Expected learning outcomes Learning points include:
appreciation of the socio-cultural and economic context of indigenous entrepreneurs; entrepreneurial
motivations and their impact on society; how traditional societies transmit entrepreneurial skills;
illustration of how theoretical frameworks like network theory and effectuation impact on entrepreneurial
ventures; and how challenges of family businesses such as leadership and succession may be overcome
through timely planning. Supplementary materials Teaching notes are available, consult your librarian for
access.
Subject area Change management, leadership, human resources management and organisational
behaviour. Study level/applicability Business and organisational behaviour students at a Master's level of
study. Case overview This case study explores the challenges facing one of the jewels of corporate South
Africa, AngloGold Ashanti, as it seeks to introduce and implement vast changes across its global operations
within a pre-established time frame. It explores those factors that impact the introduction and
implementation of a successful and sustainable change initiative at AngloGold Ashanti. Expected learning
outcomes By understanding the manner in which the company's new business improvement initiative is http://www.emeraldinsight.com/10.1108/20450621211289476
sought to be introduced at the organisation, students are better able to understand the role of leadership and
the impact of change on a global workforce. Students will gain an appreciation of how to manage the
change process, key actions that ought to be taken by all levels of management and staff, pitfalls that
should be avoided and challenges that need to be addressed to ensure that the organisation can emerge
stronger and take its rightful place in the competitive global arena. Supplementary materials Teaching
notes are available; please consult your librarian for access.
and analyse management strategies by a Government organization that has to balance social objectives and
commercial viability. Case overview Indian Railways (IR) is one of the world's largest employers and
there was a significant improvement in its financial performance during the period 2004-2008 without any
reductions in its workforce. The main reasons for the poor performance of IR prior to this period were
attributed to severe competition from other modes of transport, rigid pricing, investment in un-
remunerative projects and other such practices. Various recommendations, including
restructuring/corporatizing, reorganization, increasing passenger fares, unbundling of non-core activities,
downsizing, and outsourcing, had been suggested by various management experts and it was declared that http://www.emeraldinsight.com/10.1108/20450621211289485
only major reform could rescue IR. However, IR met the challenges and attained unprecedented growth in
traffic and earnings through certain strategic decisions. The study analyzes the strategies adopted by IR to
improve its poor financial performance. Expected learning outcomes These include: understanding the
challenge of sustaining the current market growth and capturing additional traffic by IR with its peculiar
product-mix (transport mix) and limited resources; understanding the main reason for the downtrend of IR
finances; acquiring an understanding of the advantage of adopting a volume-focused strategy by IR instead
of the
and existing
analyse tariff-focused
management policy by
strategies of revenue generation;
a Government and understanding
organization the turnaround
that has to balance phase of IR
social objectives and
commercial viability. Case overview Indian Railways (IR) has mixed operations passenger and freight
that generate resources for its development expenditure, as well as fully covering its operational costs. This
is in sharp contrast to most world railways that depend on a subsidy for operations and development
expenditure. While IR would strive to increase earnings through higher throughput levels and generate
more funds through its own resources, the constraints of fixed expenditure, largely comprising staff related
expenses and fuel costs make it difficult to achieve the target. Operational and safety considerations dictate
the need to ensure adequate provision for working expenses. Global developments significantly influenced
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the Indian economy after 2008-2009 and resulted in moderation in growth compared with the robust growth
in preceding years. IR is presently passing through a difficult phase which began with the slowdown in the
economy and implementation of the Sixth Pay Commission's recommendations. While earnings continue to
grow both in the passenger and goods segments, the expenditure on account of increases in salaries,
allowances and pensions has been much higher than after previous Pay Commissions. This case explores
this difficult period for IR when there was a major increase in operating expenditure largely due to the
implementation of the recommendations of the Sixth Central Pay Commission and because of the global
economic slowdown. Expected learning outcomes These include: being able to analyse whether the

Study level/applicability Undergraduate level courses on entrepreneurialism and possibly on business


ethics; MBA classes at the beginning of their course of study. The case is intended to provide a way to
encourage students to consider what the life of an entrepreneur is like, what qualities are needed to survive
and what sacrifices are possible. Case overview This case follows the evolution of an entrepreneurial
venture run by a young woman in Thailand. She reinvents herself as a social entrepreneur but faces
ongoing revenue generation problems according to her business model. The case explores the interaction
between commercial and social entrepreneurialism in the context of a rapidly changing business http://www.emeraldinsight.com/10.1108/20450621211289502
environment in a developing, middle-income country. Expected learning outcomes Students will have the
opportunity to consider the extent to which they are personally cut out for the entrepreneurial life. As a
secondary objective, students will be encouraged to think about their attitudes towards lifelong learning and
the need to adapt to changing circumstances through their working careers. Supplementary materials
Teaching notes are available; please consult your librarian for access.
Study level/applicability The case is suitable for students of MBA and equivalent courses; courses on the
international business environment, international marketing and related subjects. Case overview The case
focuses on cross border acquisitions in the sub-Saharan economy of Zimbabwe. It discusses Essar Steel's
attempt to acquire a stake in Zimbabwe Iron & Steel Company (ZISCO) with long term goals. However,
recent political developments have led to the situation hanging by a thread. The case attempts to provide an http://www.emeraldinsight.com/10.1108/20450621211291789
overview of the complex business environment in Zimbabwe. Expected learning outcomes Students are
expected to highlight the economic and political factors during the analysis of any country's business
environment. Supplementary materials Teaching notes are available; please contact your librarian for
access

discussions, the budget for a new advertising campaign had been finally approved. Ever since its arrival in
Argentina, the company had concentrated all its efforts on positioning its corporate brand. Now with a firm
standing in the domestic market, the time had come to advertise Lubrax, Petrobras' lubricant brand. Bearing
in mind that the goal was to build a unique and independent brand identity for Lubrax while preserving its
links to Petrobras, Ruiz's team, along with Dilogo Publicidad, a local advertising agency, had prepared
three TV advertisements. Ruiz had to choose the most suitable campaign with an approved budget of US$ 3
million 40 percent below the sum he had hoped to raise. At least one of those ads had to be launched in
late October 2005, in time for the category's seasonal consumer sales peak. To do that, Ruiz needed to make http://www.emeraldinsight.com/10.1108/20450621211291798
a decision and to present a complete proposal to Lubrax's Marketing Director. This case study describes the
questions confronting Ruiz at that time Which ad should we pick? What brand image do we want for
Lubrax? What is it that we wish to communicate? What is our goal? What segment are we addressing?
Expected learning outcomes The case provides an insight into the use of advertising campaigns as a
marketing tool, describing the company's competition, consumers, distribution channels and organizational
hurdles. As a result, it may be used to help students: understand communications complexities, delving into
each step in the process and taking stock of relevant decisions involved; learn about the research studies
discussions, the budget for a new advertising campaign had been finally approved. Ever since its arrival in
Argentina, the company had concentrated all its efforts on positioning its corporate brand. Now with a firm
standing in the domestic market, the time had come to advertise Lubrax, Petrobras' lubricant brand. Bearing
in mind that the goal was to build a unique and independent brand identity for Lubrax while preserving its
links to Petrobras, Ruiz's team, along with Dilogo Publicidad, a local advertising agency, had prepared
three TV advertisements. Ruiz had to choose the most suitable campaign with an approved budget of US$ 3
million 40 percent below the sum he had hoped to raise. At least one of those ads had to be launched in
late October 2005, in time for the category's seasonal consumer sales peak. To do that, Ruiz needed to make http://www.emeraldinsight.com/10.1108/20450621211291815
a decision and to present a complete proposal to Lubrax's Marketing Director. This case study describes the
questions confronting Ruiz at that time Which ad should we pick? What brand image do we want for
Lubrax? What is it that we wish to communicate? What is our goal? What segment are we addressing?
Expected learning outcomes The case provides an insight into the use of advertising campaigns as a
marketing tool, describing the company's competition, consumers, distribution channels and organizational
hurdles. As a result, it may be used to help students: understand communications complexities, delving into
each step in the process and taking stock of relevant decisions involved; learn about the research studies
Subject area Strategic change for business sustainability. Study level/applicability The case is targeted
at the BA level and MBA level, and strategic management courses. Case overview The case study focuses
on strategic change for business sustainability in the commercial bank sector in Thailand. It describes how
Siam Commercial Bank (SCB) developed and implemented strategic change to achieve business
sustainability in the economic fluctuations, and the competition in the banking market. SCB is a very long
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established bank which held the highest market capitalization among Thai Financial Institutions, and it was
on the verge of bankruptcy in the Asian financial crisis in 1997. Expected learning outcomes These
include developing students' understanding of the context and practices of strategic change and the nature
of theoretical traditions in the field of strategic change. Supplementary materials Teaching notes are
available; please contact your librarian for access.

Study level/applicability The case study is intended for undergraduate students pursuing grades in
business, management, environmental, and sustainability areas. It can be used in marketing,
entrepreneurship, market research and sales management courses. Case overview This case deals with the
events surrounding the sales patterns and the marketing practices at a firm that commercializes clean
energy equipment, specifically, solar water boilers. Ren-Er Co was founded by Mr Vega and Mr Flores two
year ago in a mid-sized city close to Mexico City. At first everything seemed to be going well but as time
went by, sales were not reaching the stated objective. In a meeting called by Mr Vega to address this issue http://www.emeraldinsight.com/10.1108/20450621211291833
many ideas were delivered. Above all, Mr Vega had to collect all relevant information to design a feasible
marketing plan that allows the firm to revamp its precarious competitive position. He needed to convince
Mr Flores, his partner, to continue operations instead of getting out of the market. Expected learning
outcomes These include: enhanced ability to perform marketing analysis; development of alternative
approaches to selling and marketing problems; development of effective marketing campaigns.
Supplementary materials Teaching notes are available; contact your librarian for access
technology management. Study level/applicability The case is suitable for BBA and MBA students. It can
also be considered in executive education programs. Case overview Venkatesh Kothapalli, the marketing
head at Reebok India headquarters at Gurgaon, was in a decision dilemma about the effectiveness of using
social media marketing and its employment in the current scheme of marketing strategy being planned. He
had been able to generate a fair amount of awareness and excitement amongst potential users on Reebok's
social media sites. However, these often fail to convert into topline sales. In addition, Alex his superior had
given clear instructions that no separate budget would be earmarked for this type of medium. So Venkatesh
had to divert some parts of his existing budgets (which he did from the PR budget and the DM budget) and
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channel these into the new area of social media marketing. This had also created concerns in Venkatesh's
mind about the possibility of the new media not showing favourable results while budgets of the traditional
and tried and tested media like PR and direct marketing were being chopped. Expected learning outcomes
These include: understanding the dilemma of an organization's adoption of newer marketing tools as
opposed to traditional marketing practices; evaluating the role of newer mediums like social media
marketing and its long term and short term relevance; understanding the origins and development of social
media marketing to grasp the full scale of its usefulness; and appreciating the complexities of measuring
the effectiveness of social media marketing initiatives. Supplementary materials Teaching notes are
Study level/applicability The case is suitable for undergraduate or graduate/training programmes
specialised in international dimensions of HRM. Case overview The study aims to evaluate the
experiences of hotel employees at the Mandarin Oriental Bangkok's new employee centre. This centre,
called the O-Zone, is an example of the hotel's commitment to the well-being of its staff. On a larger
scale, it is an illustration of a method to maintain employee motivation and commitment in the luxury hotel
industry. The case is particularly useful to investigate as the hotel has created a unique approach to
employee well-being in a large urban setting where employees experience a stressful living environment,
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including long commutes. This is supported by studies in the literature which reveal that burnout and stress
are important factors to consider for hotel employees. Expected learning outcomes The case study allows
students to discover the following key learning points: an example of a well-being initiative for employees
of a luxury hotel in the Thai context; an investigation of the need for employers in luxury hotels in Thailand
to attract and retain talent; and an understanding of the use of incentives at work for employee motivation
in the Thai luxury hotel industry. Supplementary materials Teaching notes are available; please consult
your librarian for access.
business classes. It can be used entirely in business classes in marketing, entrepreneurship, operations
management, and transportation/logistics, and parts of it can be used for discussions in classes related to
emerging economies/markets, environmental management, sustainability, and technology management.
Case overview The case builds on the expansion plan considered by a young software company, called
Hangzhou Omnipay located in the city of Hangzhou, China. Mr Chao, Vice President (VP) of Omnipay, is
the main character of the case. He was aware of the current car-sharing industry leader Zipcar
headquartered in Boston and also identified multiple stakeholders in the city for decision making. By
collaborating with a global student project team, Mr Chao collected a great deal of information and data.
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This teaching case provides students and educators ample opportunities to examine, from a multitude of
aspects, the viability of a car-sharing service in Hangzhou. Expected learning outcomes The central goal
is to help students gain a comprehensive understanding of the role of car-sharing service in a country's
development in sustainability, socio-economy, environmental commitment, and new urban life style, as
well as in a technological company's active pursuit of business expansion opportunity. In addition, students
will not only understand the social, cultural, technological and strategic perspectives of car-sharing service
implementation, but also develop and enhance analytic skills needed to conduct fundamental cost analysis,
determine a base-line pricing scheme, and service location network design. Supplementary materials
Study level/applicability The case is suitable for final year undergraduate human resource
development/management or specialist HRM Master's programs (strategic HRM/HRD). Case overview
The case study highlights the challenges of managing change and growth in India's dynamic business
process outsourcing sector. The choice of a large and complex organisation brings to the fore the
complexity of decision making and how various factors shape the development of critical organisational
capabilities and training provision. Expected learning outcomes Depending on the level of the class and
the emphasis, one or more of the following learning outcomes can be achieved from this case study.
Following the case analysis, students should be able to: discuss the key challenges faced by BPOLAND; http://www.emeraldinsight.com/10.1108/20450621211292364
identify and analyse the various influences of internal and external factors on training provision; understand
the importance of forging partnerships with key functional groups for shaping training and organisational
capabilities; analyse the dynamic interactions between the various factors and training provision; analyse
the relationship between BPOLAND's competitive strategy and its training choices (make versus buy);
evaluate the role of training in developing organisational capabilities; and strategise a way forward for the
person responsible for learning and development. Supplementary materials Teaching notes are available;
please contact your librarian for access.
from trading to manufacturing a technology product instrument transformers (ITs) for power utility
companies for 11 years, competing with the best in industry, reducing internal costs, and modernising the
supply chain. ACPL was started as a trading organisation in electrical items in Delhi by Munish Kumar, an
engineer by profession in 2001. In 2004 he ventured into manufacturing, which expanded in two locations
in Ghaziabad, NCR Delhi. Later his two sons, engineer and management graduate, respectively, joined the
organisation. In less than a decade, by 2007, ACPL had grown to be a private limited organisation. ACPL
manufactures ITs required by power boards and companies for conversion and usage of high voltage (11?
kV/33?kV) transmitted power into 220?V single phase/440?V three phase power. From tender/enquiry
through manufacturing to inspection and despatch takes a long supply chain cycle time holding space as
well as inventory. An interview with the chairman of ACPL in the case highlights issues affecting its
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margins and growth. The long process to delivery time may be in vogue in this type of industry but this
holds up a huge inventory. The company management has been working to resolve this crisis along with an
urgent need to grow in a competitive environment. The problem is being addressed. Expected learning
outcomes This case study should help students to understand the concept of the supply chain and supply
cycle, in a manufacturing company in particular. It has been found that students understand the supply
chain as part of the marketing function dealing with finished stocks, warehousing and delivery to end
customers as per agreements, and arranging payments from customers. The supply chain also deals with in
bound materials management. Raw materials planning, purchasing, inventory management are crucial for
effective business operations management in any organisation. Supplementary materials Teaching notes
are available; please contact your librarian for access.

Study level/applicability The case is suitable for undergraduates, MBA, and executive MBA courses.
Case overview This case on Satya Bharti School Program, an initiative of the Bharti Foundation,
highlights the journey, achievements and challenges faced during the implementation of a noble vision. The
case maps the strategy implemented from multiple vantage points and aims to show how the compelling
need of providing quality education in rural India transformed the way people look at corporate social
responsibility (CSR) activities. Expected learning outcomes The case analysis aims to help students http://www.emeraldinsight.com/10.1108/20450621211292382
comprehend and understand: the concept of corporate social responsibility; the strategic decision-making
process amidst constraints in the context of not-for-profit organizations; how organizational excellence
models are embedded to improvise practices and processes; the concept of the multi-stakeholder
framework; and how external and internal issues can affect the success of a CSR program. Supplementary
materials Teaching notes are available; links to videos are provided.
Study level/applicability The case is appropriate for teaching undergraduate students, executive MBAs
and graduate students. The case is useful for an overview of hospice and palliative care in the developed
and developing world, and for class room discussions of external analysis of non-profit organizations'
ecosystems, funding needs and industry analysis. Case overview Hospice care in the developed parts of
the world is well established but in most developing countries, there are no organized hospice care
facilities. This case focuses on a charitable organization, Brthya Add Value to Life (Brthya AVTL), that
established and operates hospice care in Chennai, India. The Indian context for hospice care, and the
ecosystem needed to sustain ongoing operations, are described along with a summary of four different http://www.emeraldinsight.com/10.1108/20450621211292391
models of hospice care used in other parts of the world. Expected learning outcomes The case will help
students to understand: what hospice care is and its various forms; management issues related to funding
and operating hospice care in particular and a non-profit in general; ecosystems that make non-profits
sustainable in emerging economies; and managing expansion and growth in non-profit organizations, in
emerging economies and globally. Supplementary materials Teaching notes are available; please consult
your librarian for access.

Study level/applicability The case is suitable for MBA, Executive level courses. Case overview Yongye
Group is a biotechnological enterprise in Inner Mongolia, China. In China, people lack trust in economic
transactions due to the transitional state of the economy, especially regarding food safety. To respond to this
situation, Wu Zishen, the chairman of the Board of Directors of Yongye Group, was determined to build
trust among employees, distributors, farmers, and consumers towards the company. To this end, he started
using a creative incentive system with employees and stakeholders: the pay-before-performance incentive
system. According to this system, the reward is delivered in advance, contrary to be paid after the
fulfillment of the task. This practice is meant to transform employees' work attitude from a passive being http://www.emeraldinsight.com/10.1108/20450621211294380
told to work to a more proactive I want to work mentality. When such an incentive system is practiced
with customers and external distributors, it sends a message that the company is treating customers as
company employees, which means that they are trusted as if they were part of the company itself. Wu
Zishen also introduced a coherent series of leadership practices that generate a truly proactive culture in the
organization. Expected learning outcomes From this case, students will learn how to create a proactive
culture in business organizations and the effect of pay-before-performance on employees' work motivation.
Supplementary materials Teaching notes and an exercise for class-based discussion are available.
Study level/applicability The case is suitable for undergraduate students who have some understanding of
competitive advantage in emerging economies, of niche products, the resource-based perspective and
environmental ethics. Case overview The case concerns the Indonesian coffee industry, specifically the
production of Kopi Luwak, a coffee that involves a type of local wild animal as an essential part of the
process. The case outlines a typical problem for a new leader who has to start his tenure with a creditable
performance. The company is a resource-based one that has to manage a potential risk of violating
environmental ethics. Expected learning outcomes The case reveals the value of the international value
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chain for a cup of coffee. Through investigating the intersection between business feasibility and
conservation issues, students should be able to understand what are appropriate business opportunities with
environmental ethics considerations. Supplementary materials Teaching notes are available; consult the
librarian for access.

Subject area Entrepreneurship in emerging markets; the planning of survival and competition strategies of
small businesses run by entrepreneurs against well established larger brands. Study level/applicability
The case can be used at the post graduate level in principles of marketing, entrepreneurship or emerging
markets courses. Case overview The case looks at the antecedents and process of transformation of a
small-scale firm into a marketing-oriented organization, through the lens of holistic marketing. The case
focuses on a small-scale Bangalore based Indian company, Vishaal Natural Food Products (I) Pvt. Ltd that
had used the concept of marketing orientation and holistic marketing to effectively make use of the
advantages of its smallness and the characteristics of its entrepreneurial setup. Expected learning
outcomes How can an entrepreneur survive in a dynamic environment? How should the company http://www.emeraldinsight.com/10.1108/20450621211294399
conceptually finalize its growth avenues? How can holistic marketing have an impact on the entire
functioning of the organization when radical changes to handle the environmental changes, are made? How
does the concept of holistic marketing which in textbooks fits in with the complexities of large corporations
when they plan their strategies, have an impact on the functioning of these small businesses. The case
delves into the conceptual linkages posed by these questions. Supplementary materials Teaching notes are
available, please consult your librarian for access.
Study level/applicability This case study is intended for use in graduate, executive level management and
doctoral programs. The case study illustrates a combined IT and HR driven participative management
control system in a flexible organization structure. It is intended for a class discussion rather than to
illustrate either effective or ineffective handling of an administrative situation. Case overview The case
describes the situation of managing unskilled workforces (=14,000 workers) during the construction phase
of the 4250?MW power plants both for purposes of turnout as well as due compensation, in the event of
an accident. The approved labour forces appointed for 458?h. Man-days after a rigorous fitness test and
approvals of the safety officer are allocated housing and other necessary amenities and a commensurate
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compensation system. Expected learning outcomes These include: illustrating typical organizational
responsibility structure at a construction site of a large power plant; illustrating the planning and
administrative control mechanism in implementing strategy at a construction site of a large power plant;
offering students the opportunity to understand and view a typical operational (project) structure; allowing
students to speculate adaptations in the wake of an ever-changing business and company environment; and
providing an opportunity to introduce a power scenario in India, Indian labour laws and radio frequency
identification technology and to relate this to the case in context. Supplementary materials Teaching notes
are available;
different please consult
undergraduate your librarian
or graduate for access.
level courses, including Marketing Management, Strategic
Management, and Operations and Supply Chain Management. The case describes the industry, the
manufacturing process, along with detailed information about Novatis Group's business and functions and
the overall improving economic environment in Morocco. Study level/applicability The Novatis Group
case has several objectives that can be applied to three different courses within undergraduate and graduate
studies including Marketing Management, Strategic Management, and Operations and Supply Chain
Management. Case overview The case focuses on Novatis Group, a diaper manufacturing company
located in Morocco which competes against multinational companies (MNCs) such as Procter and Gamble http://www.emeraldinsight.com/10.1108/20450621211295569
and Kimberly Clark in order to satisfy the rising diaper needs of the country. Morocco is a developing
country that is strengthening its manufacturing industries. The rising economic conditions have given way
to a growing middle class and an increased demand for disposable baby diapers. Novatis uses two
distribution channels for the diapers: the multi-tiered distribution channel and the streamlined (straight to
retailer) channel. Novatis Group is producing diapers at full capacity; still demand has exceeded supply.
Expected learning outcomes Students will understand the business processes in a developing country and
how a small, local company can compete against large MNCs. Supplementary materials Teaching notes
explore and debate how CSR agendas are emerging within a specific sector of the retail economy. The
second is students pursuing fashion, clothing, textile, retailing and consumer studies degrees and here the
focus is on how some of the leading fashion goods retailers are addressing CSR. More generally the case
can also be used on Contemporary Issues modules within general business and management
programmes. Case overview This small case offers an exploratory review of the emerging CSR issues
currently being publicly addressed by the world's leading fashion goods retailers. It includes a brief
introduction to CSR; a brief thumbnail sketch of the fashion goods industry; details of the method of
enquiry; a description of the CSR issues currently being publicly addressed by the top ten fashion good
retailers on their corporate web sites; and some critical reflections on the CSR agendas being pursued by
these retailers. The case study is novel in two ways. First, it focuses upon what is an emerging market issue http://www.emeraldinsight.com/10.1108/20450621211295578
rather than on emerging markets per se though a number of the issues raised in the case have major
implications for emerging economies. Second, it addresses the CSR issues being addressed by a number of
the leading fashion goods retailers and as such it a not a case which relates to individual decision making.
While the case is principally focussed upon the retail sector it ranges across the whole of the supply chain.
Expected learning outcomes The paper provides an accessible review of the CSR issues and agendas
currently being pursued by the leading fashion goods retailers and as such it will be of interest to
academics, students and practitioners who are interested in both the fashion industry and corporate
sustainability. Supplementary materials Teaching notes are available, please consult your librarian for
access.
Study level/applicability BBA final year students, MBA first year students. Case overview The case is
about the decision that needs to be taken for breakfast launch by McDonald's Pakistan. It was mid July
2011, when Jamil Husain, marketing manager, Atif Abbass and Ali Raza. Marketing executives were sitting
in the meeting room of Lakson Square building, Karachi, in order to discuss the fate of breakfast menu. It
was Jamil's idea to launch the breakfast menu in the Pakistani market. He, however, was unable to convince
his team members who thought that the market was not ready to accept the breakfast option since there was
a huge difference between Pakistani lifestyle and western lifestyle. Jamil presented his arguments before
them but all in vain. Somehow he knew that the same arguments if presented in front of the top
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management would lead to a No situation. Just then the phone rang; it was Caroline, company secretary,
confirming the meeting date and venue which was supposed to take place after two days. Expected learning
outcomes The learning outcomes should be: organizations need to understand the cultural differences and
decide about the product launches; based on the class discussion the instructor can conclude whether
launching would be a good option or not apart from culture what are the other important considerations;
and preference of glocal vs global in what situations might a glocal strategy be more suitable as
compared with global. Supplementary materials Teaching notes are available, please consult your
degrees.
librarian It
toincludes
access courses such as Business Management, Corporate Ethics and Management of Change.
Case overview AMARA, a leading parts dealer and a subsidiary company of MTD Holdings has been hit
by allegations of corruption which involved a ring of senior employees who are said to have swindled the
company out of spare parts worth millions of US dollars with the help of a few security guards who were
authorising illegal movements at check points. The workers' committee who blew the whistle on the
scandal were now impatient that the investigations ordered in December last year 2011 have not taken off
as management appears not keen on them. Management was dragging its feet when it comes to dealing
effectively with the allegations. There was no proper strategy on how the allegations were going to be dealt
with. There was also victimisation of workers. Senior managers who have been tasked to investigate the
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issue were suspected to be involved in the scandal thus that is why they were dragging their feet in the
investigation. Expected learning outcomes Students can focus on the importance of good corporate
governance as a cornerstone of good business practice. The importance of an active board of directors is
also vital for the smooth running of a business. Students will also appreciate the importance of making
quality decisions by top management as an important ingredient for the success of an organisation. The
issue of an effective control system in an organisation is also important to avoid leakages which will cost
an organisation millions of dollars. Supplementary materials Teaching notes are available, please contact
your librarian to access.
around 220 million tickets per year and serving over 10,000 bus routes. The case describes the progressive
journey of Phanindra as an entrepreneur in discovering and exploiting opportunities in India's fragmented
bus industry. He had won many accolades in this process that included Global Shaper 2011 of the World
Economic Forum and Entrepreneur of the year award under IT/ITES category by ETNow in 2011. In
February 2012 redBus was listed in the world's top 50 most innovative companies by US business
magazine Fast Company along with companies like Apple, Facebook, Google and Starbucks. While
Phanindra was happy with the fact that there were 700 bus operators currently on the redBus network,
several questions ran across his mind about the future of redBus. Is the current business model scalable? http://www.emeraldinsight.com/10.1108/20450621211301057
What might be the challenges that emerge in managing growth and scalability of such a business
proposition? Is there a potential for a new business opportunity in scaling up? Expected learning outcomes
1. To understand the factors that constitutes entrepreneur's alertness such as personality traits, social
networks, prior knowledge.2. To understand the importance of entrepreneur's alertness for identifying
business opportunities.3. To understand types of entrepreneurial opportunities.4. To understand the
opportunity identification triad: recognition, development and evaluation.5. To understand how to develop
a business idea into a viable business proposition. Social implications The case will provide sufficient
Study level/applicability Management post graduate and corporate executives. Case overview ProdVal
Flow Controls Pvt Ltd was company in the SME sector in India. The company focused on quality products
and timely delivery. The major challenge for ProdVal was increasing their production capacity. They had no
control over their existing suppliers resulting in delay in raw materials delivery. Retention of vendors had
an effect on inventory carrying cost. The company had limited production facilities and the workers were
outsourced. The company operated with unskilled workers. The case presents the various issues faced by
the company based on which strategies to practice and plan the company's future plans could be designed.
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This is a disguised case and all excerpts from interviews have been anonymized. Expected learning
outcomes This case study will give an insight to students to understand how inventory management;
impacts production. It even gives an idea about how ProdVal has used the strategy of outsourcing of
technology and labour and maintained a good growth rate. Social implications Production-related
outsourcing. Production management in small scale industry. Organization structure of a manufacturing
unit. Concept of outsourcing HR and technology in an SME. Supplementary materials Teaching notes
are available, please consult your librarian to access.
Subject area Human resource management, strategic management, organisational behaviour. Study
level/applicability Graduate and post graduate students of management, organisational behaviour and
strategic HRM. Case overview This case is about a small company named Pointsoft Pvt. Ltd, which is a
25-year-old software company situated in Pune, India. Thanks to the IT boom, the company grew well
under the leadership of Aravind, who is the managing director. Aravind took care of all matters related to
human resources (HR) directly. So far, the company never had any HR manager, but now Aravind thought
about handing over HR matters to an HR manager. After much scrutiny Meenaxi was appointed as HR
manager. The case then proceeds narrating a series of incidents after the arrival of the new HR manager and
how there began a clash between the new HR manager and the senior management team of the firm. A http://www.emeraldinsight.com/10.1108/20450621211299538
situation then arose where the HR manager, after one year of service, submitted her resignation quoting that
she was being harassed by the senior management team. The core issues in this case are whether Pointsoft's
decision of having an HR manager was right and whether the decision of having appointed Meenaxi was
right. Expected learning outcomes The case brings out the necessary characteristics of an HR manager by
showing the undesirable characteristics of an HR manager. The case also highlights typical issues of
working in a small Indian firm which is trying to rise to a globalised setting. The case will also help the
students understand about organisational culture and the importance of gelling with the same.
Supplementary
reputation. materials
It discusses the entry
Teaching notes are
of Lenovo available.
in the Indian Please
marketconsult yourcompany
where the librarianfaced
for access.
reputational
challenges. Definition of a corporate reputation strategy which was aligned to the overall strategy of the
company, helped Lenovo traverse difficult terrains. The case would be relevant for courses on corporate
reputation, communication and strategy. Study level/applicability The case is targeted at MBA students,
corporate and PR professionals. The case can be used for MBA courses or management development
programmes on corporate reputation, communication, and strategy. Case overview The case brings out
key elements of entry into an emerging market flooded with international, well-positioned players and
discusses the entry of Lenovo in the Indian market where the problem was compounded by perceptions of http://www.emeraldinsight.com/10.1108/20450621211299547
Chinese origin. How does Lenovo bring about a turnaround in positioning, building, communicating and
managing reputation, how does it steer stakeholder opinion in its favour? Will Lenovo India be able to
replicate the success model in China? The case presents the challenges and discusses the strategies adopted
by Amar Babu, MD Lenovo to bring about a change in the existing perceptions of stakeholders. Expected
learning outcomes 1. To discuss strategies for building corporate reputation.2. To critically examine and
analyze the strategies adopted by Lenovo India to build reputation and gain market share.3. To analyse
links between strategy generation and reputation management. Supplementary materials Teaching notes
Study level/applicability This case may be used early on in a basic course on strategy in an MBA program
or in a course in industrial economics. It can also be used in a session of an executive development
program on strategy. Case overview The TV Broadcasting industry, worldwide, has been moulded by
frequent changes in technology and by regulatory interventions. So has been the case of India. The case
begins with a general introduction to the technology of TV broadcasting and distribution and then moves on
to a discussion of the technological changes in the Indian context. The evolving structure of the industry in
India over three distinct periods is then described. The Industry consists of content producers, broadcasters,
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aggregators, direct-to-home distributors, multi-system operators and local cable operators. Over the three
periods of time, changes in technology and regulation constantly impacted on the structure, the conduct and
the performance of players in each segment. Expected learning outcomes The analysis of the case is
expected to demonstrate the use of theoretical frameworks like the structure-conduct-performance model
and Porter's five-force model in arriving at a prognosis of the structure of an industry in general, and that of
the Indian TV broadcasting industry in particular. Supplementary materials Teaching notes are available,
please consult your Librarian for access.
terrorists who entered Taj were killed. The terrorists had killed 160 people across Mumbai. Of these, 36
died at the Taj Mahal Palace and Towers, Mumbai. The dead included 14 guests, most of whom were
foreign nationals. However, due to the selfless and extraordinary behavior of the employees and the staff of
Taj, many guests were saved. They put forth an extraordinary example justifying the Indian code of conduct
towards guests, Atithi Devo Bhav meaning Guest is God. In spite of knowing back exits and hiding
spots, the employees did not flee, instead helping guests. The employees' behavior during the crisis saved
the lives of nearly 300 guests. This gesture of Taj employees was much talked about, but it was amusing
even for the management to explain why they behaved in that manner. The condition of Taj after the attacks http://www.emeraldinsight.com/10.1108/20450621211304289
was so disastrous that it would have been profitable to leave the hotel as it was rather than reopening it.
This, however, would have dented the Taj brand as a whole, as well as the spirit of all employees and staff
who had behaved bravely. Taj started its restoration and reopened a part of the Taj Mahal Palace and
Towers on 21 December 2008. It became operational by August 2010. The case provides an opportunity to
closely examine employee behavior in an extreme crisis situation, and the possible reasons and motivation
behind such exceptional behavior which ultimately helped to sustain the Taj brand. However, the scope of
the case can
customers is also be extended
not the only task to
of illustrate
marketingrecovery efforts
strategists typical to service
but conversion of suchindustries. Expected
interest into learning
an effective
purchase is what the marketing department should be looking for. Case overview The case takes the
students through the journey of Vodafone's marketing communication since its introduction in the Indian
market. It gives the reader a briefing as to how Vodafone has grown in the past few years the changes in
communication strategies involved to propagate the product; the integrated marketing communications that
have helped Vodafone increase its customer base considerably. As mentioned by Marten Pieters, CEO of
Vodafone Essar, India is an emerging market and it is necessary for Vodafone not only to increase its
customer base but also to generate revenues. Therefore, his dilemma is how to bring about the perceptual
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connect with customers which induces them into product usage. xpected learning outcomes The area of
integrated advertising, promotion and marketing communications is an integral part of marketing. It forms
the foundation of creating effective marketing programmes that in turn helps develop positive product
perception in the minds of the customers. It also helps the student understand the role of customizing the
marketing communication according to the target audience and the importance of integrating advertising
with not only the promotional activities but also other newer forms of marketing communications. The case
has been structured to achieve the following learning objectives: the role of marketing communications in
creating and building brand Vodafone; understanding the importance and key elements of Vodafone's
Study level/applicability The case is suitable for Master's level corporate finance or financial
management courses. Sufficient prior theoretical knowledge of corporate finance concepts is required. Case
overview Vtsa Agro AS is an Estonian dairy farming company. Although the company had operated
successfully in the past, its ownership changed significantly in 2006 leading to changes in the company's
capital structure. Starting from 2008 milk prices on global markets decreased and this trend had also
affected the company's profits. As a result of these developments the company's financial situation had
deteriorated since 2008 and towards the end of 2009 the company had problems in meeting its obligations.
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On 1 September 2009 its owners hired a consultancy firm represented by Karl Kukk to tackle the
company's problems. Expected learning outcomes The case should help students to: understand the risks
of LBOs; understand the importance of an appropriate capital structure of a firm; evaluate a company's
financial situation and compare it with competitors; understand the alternatives facing firms in financial
distress; and choose the best course of action for a distressed firm considering the pros and cons of each
alternative for each stakeholder group. Supplementary materials Teaching notes are available; please
consult your librarian for access.
(LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply
Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The
general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for
LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC
was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the
performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at
least three problems in practice: unclear appraisal objectives, an improper assessment system, a different
appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal http://www.emeraldinsight.com/10.1108/20450621211308131
system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player?
Expected learning outcomes The first objective of this case is to enable students to understand that the
issues of working performance are issues of people first, rather than issues of the management system. If
the management focuses on the system instead of on the staff of the company to design the performance
management system, the system will be fruitless and inefficient. The second objective is to cultivate
students' capability to apply the basic theories of human resource management and the knowledge of
performance appraisal in case analysis and practical management. This case, seemingly about performance
ordering and table reservation portal, acquired a 60 per cent stake in India's premium online food ordering
and table reservation portal Hungryzone. Following this, Hungryzone was rebranded as JustEat.in. Ritesh
Kumar Dwivedy, Founder and CEO of Hungryzone and now the CEO of JustEat.in, soon faced some
challenges that cropped up as a result of this new development. Rebranding and the scalability of
operations with the existing resources were the major causes of concern. To overcome these problems,
JustEat.in undertook several marketing initiatives and in the process implemented innovative ideas like
JustConnect Terminal; introduction of the global JustEast mascots Belly and Brain to replace the existing
mascot Aloo Patel of Hungryzone; and various innovative promotional activities to promote JustEat.in. The http://www.emeraldinsight.com/10.1108/20450621211308104
case highlights the issues and challenges faced by the management. Finally some significant challenges yet
to be resolved are posed. What should be done to deal with the problem of poaching of customers by
partnering restaurants? How should JustEat.in ensure that the partnering restaurants do not perceive it as
their competitor in spite of the fact that registering with JustEat.in helps increase their revenues by 10-15
per cent? How should JustEat.in convince popular restaurant chains to register with it keeping in mind the
fact that they are already facing excess demand situations? Expected learning outcomes The case is
designed to enable students to understand: the concepts associated with delivering services through
case can be discussed in one class session of approximately one-and-a-half to two hours duration. Case
overview In 2012, the pharmaceutical industry in India was undergoing dynamic changes. There was
keen interest among MNC pharmaceutical giants to buy up Indian generic manufacturing companies since
their revenues were drying up with the impending patent expirations of many blockbuster brand name
drugs. Japan's Daiichi Sankyo's had taken over the largest Indian pharmaceutical company, Ranbaxy
Laboratories, known for its heritage of process innovations and market leadership. However, after the
acquisition, Ranbaxy slipped to third position in the domestic market and was facing multiple problems
including net losses and falling share prices, cultural differences in management practices, recall of drugs http://www.emeraldinsight.com/10.1108/20450621211308122
from foreign markets and a US FDA ban on its manufacturing plants. Further, Ranbaxy had always been
viewed as a national champion and a customer-friendly company but drug prices had increased after the
merger causing problems of affordability. The new CEO of Ranbaxy was facing a dilemma: how to regain
the company's position as the market leader. Students are asked to advise the CEO of Ranbaxy how to
tackle the challenges arising from the integration of an Indian company with a Japanese company. More
specifically, the case focuses on M&A as a strategy for growth and also touches on issues related to
competition,
level businessregulation,
courses (ininnovation and corporate
finance, business governance.
strategy) Expected
and training learning
programs outcomes
for working The case
executives. Case
overview The case study deals with financial and strategic appraisal of a unique coal-to-liquid project.
India imported about two thirds of its crude oil requirements resulting in huge outflow of precious foreign
exchange. As a result, it became necessary for the country to look for alternative sources of energy. The
coal-to-liquid (CTL) technology of coal gasification offers a credible alternative source of fuels as proved
by Sasol of South Africa. The Government of India short-listed Global Synfuels Company (name changed)
as one of the selected few companies to build a CTL project. While the project is strategically important to
the company and highly desirable for the country, there are serious doubts about the commercial viability
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of the project because of which the company is in dilemma whether to go ahead with the project. The case
study presents this decision dilemma in a very interesting way and will be useful for teaching courses in
corporate finance and strategic management. Expected learning outcomes The case can be used to engage
participants to make a SWOT analysis for a new business opportunity, discuss environmental and financial
issues facing a company, use DCF techniques to evaluate the project viability, carry out scenario analysis of
the project to the changes in variables as well as challenge the participants to generate strategies for the
success of a new project. Participants would also develop a better understanding of: environmental issues
year. The in
involved case
CTLis intended for those
projects and business school
new technologies students
to deal who issues;
with such are familiar with
and the the basics of
employment marketing
impact of
management and are going through a course on new product development. The level of difficulty for post-
graduate management students as far as this case is concerned is medium to high. The case can be a part of
the following courses in marketing: new product marketing; technology marketing; brand management
(how to build a technology brand). Case overview The case concerns a computing technology company
Novatium Solutions that has developed a new product, an affordable computing system, and is looking at
ways of marketing it. The product offering in the initial stages is just hardware with limited local
processing abilities that needs to be connected through a wire to a telecom broadband player to provide the
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internet browsing facility. As the case progresses, the product evolves into upgraded and newer formats.
The theme of the case is intended to be new product marketing in a technology sector. Expected learning
outcomes The following will be the learning outcomes for this case: new product process and marketing
in a technology company (compared to non technology consumer product company); bringing customer
orientation to a product technology company; the role of a marketing head in a new product company; and
building a retail brand for an affordable technology product. Supplementary materials Teaching notes are
available; please consult your Librarian for access. The teaching notes provide adequate questions and
answers (four assignment questions and three class discussion questions) so that faculty members need not
level/applicability This case is suitable for graduate courses on strategic planning and innovation. Case
overview Janalakshmi Financial Services (JFS) is a microfinance company that seeks to serve the
financial service needs of the urban poor, a market segment with huge growth potential. This operation
involves large numbers of cash transactions making effective control mechanisms necessary. However,
small margins make an innovative strategy necessary. JFS states that information technology (IT) is its
DNA. The way in which the leadership team used a variety of IT solutions to create an integrated set of
well managed operations provides a very useful lesson in managing the process of strategic innovation.
Expected learning outcomes The primary learning objective is to help the student understand the impact http://www.emeraldinsight.com/10.1108/20450621211306593
of strategic innovation through the use of information systems and technologies. This is achieved by
helping the student to: connect the abilities provided by information technology to the social objective of
financial inclusion; understand what financial inclusion means to the urban poor and how this segment
differs from other microfinance and banking segments; assess the approach (related to organizational
design as well as systems) JFS has employed to accomplish the objective of financial inclusion among the
urban poor in India; analyse the systems and processes JFS has used to deliver services to its target market
while making processes more transparent and efficient at JFS; and assess the risks to which JFS is exposed
graduate programs in management in strategic management. Case overview The case deals with an
entrepreneurship venture whose initial business model appeared to be faltering with the founder wondering
about the future of the company. After Ommune Solutions (founded 2010) initial business plan failed, the
company started offering IT outsourcing services to Indian customers. However, the company was
spending more that it was earning and the CEO generated additional revenues through independent
consulting. By 2012 a customer relationship management (CRM) tool was also ready for release. The
company was another IT start up yet to find a firm footing. The CEO wondered whether he should continue
to build the company and, if so, in which direction? Expected learning outcomes These include: the use http://www.emeraldinsight.com/10.1108/20450621211311597
of SWOT analysis as a tool to aid strategic decision making along with Porter's five competitive forces
model and the BCG matrix; using cost benefit analysis for evaluating business decisions; understanding the
complexities involved in a strategic planning process; and identifying unnecessary cost and increasing
revenue generation for expansion and maximizing profitability. Social implications The case provides
insight on challenges faced by a venture at an early stage in the business environment and the venture is
analyzed in depth. It gives students a perspective on decision making and adapting to scenarios where
initial businessThe
management. plans appear
case seeksnot to have succeeded.
to understand Supplementary
the challenges of fundingmaterials Teaching
in technology notes
startups andare
howavailable
they
vary from product to service areas. Case overview Availability of capital, short term and long term, is a
major constraint faced by entrepreneurs. In India, in the technology sector, services companies have been
able to innovate and grow whereas product-based companies that survived the challenges of funding have
been scarce. Aluru Karthik Prasanth is presented in the case as a young entrepreneur with passion and drive
to pursue the commercialization of an idea he developed during his undergraduate studies in engineering.
Leaving behind the beaten paths of MTech and employment, he decides to pursue MS entrepreneurship at
IIT Madras. As he starts with his program, he analyses the challenges faced by previous technology start
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ups, Karthik has a dilemma deciding whether to follow a product idea or change his plans to a technology
service. Expected learning outcomes A detailed analysis of the case would help students address the
following questions in entrepreneurial decision making: should an entrepreneur in technology in India
pursue a product idea or service idea?. What are the pros and cons of each choice in financing? How can an
entrepreneur pursue a product idea and minimize his/her risks? How does an entrepreneur's personal
attributes influence his/her course? (e.g. family background, need for control) What are the challenges and
opportunities in each kind of funding: debt, venture, angel, etc. in the Indian context? Supplementary
materials Teaching notes are available for educators only. Please contact your library to gain login details
Study level/applicability This case is suitable for graduation and post graduation (BBA, MBA) and other
management programs. The courses include multinational business environment and strategic management.
Case overview A significant increase in the Asian electronics business has created a global platform for
international vendors and customers. Indeed, Chinese and Korean firms have become the foremost
manufacturing and fabrication nucleus for electronic supplies in the world economy. In fact, it is an
example of success from Asian emerging markets. This case presents the strategies of Asian rivals in the
electronics business that shows both Bolipps and Canssonic redesigning and restructuring global tactics for
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long-term sustainable success in the given market. It also discusses the reasons behind their current mode
of business and post-deal issues. Expected learning outcomes The case describes a way to impart
managerial and leadership strategies from regular business operations happening in and around the world.
Solely, it focuses on designing inorganic choices such as sell-offs, joint ventures, shuffle and merging
strategies through theory to application. 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.
Study level/applicability This case is applicable to MBA, EDP and EMBA courses. Case overview
TOREAD, a professional provider of outdoor equipment in China, started in business by producing and
selling tents. To meet market demand, TOREAD expanded its product line which ranges from outdoor
durable tent products to pan-outdoor products including footwear and clothing. During the critical
expansion phase, TOREAD was challenged by a quality problem in a batch of outsourced sandals that had
been manufactured by a contracted supplier. By researching different options and going through an ethical
decision making process, TOREAD made the choice of destroying all problem sandals. Since then,
TOREAD has focused development on product quality improvement and product innovation to establish a
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sustainable brand image and generate social benefits. TOREAD's decision making in the critical
development phase helped it to become the leader in the outdoor product industry in China. Expected
learning outcomes This case may be used for courses such as business ethics and strategy. By learning
this case, students can understand the process of making ethical decisions when facing moral dilemmas
among corporate decision makers, employees and relevant interested parties, and learn how to make
strategic decisions to balance company profit growth and social benefits in critical development phases.
Supplementary materials Teaching notes are available for educators only. Please contact your library to
gain
Case login details
overview or email support@emeraldinsight.com
FOTILE, one of the family businesses intoZhejiang,
request teaching notes.
China, has now become the leading
brand in the China kitchen appliance industry and has successfully entered into the global market. It has
gone from a traditional family business in the 1980s to a modern enterprise because of the successful
transformation from the first generation (Father: Lixiang Mao) to the second generation (Son: Zhongqun
Mao) and the blending of a family business with the modern enterprise system. They both have strong
beliefs that family businesses have their own advantages, but they have different ways and strategies of
running the business. The case describes the process of how the father and his son worked together
designing the strategies to successfully grow FOTILE. Expected learning outcomes The case is a vehicle
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for exploring strategies to operate a family business, to successfully develop a sustainability model, to
manage a growing company through its entrepreneurial stage, and to merge western business culture with
Chinese Confucian culture. It should help students to: explore strategies of managing/leading a family
business and transferring successfully the business from one generation to the next; understand the
importance of marketing, focusing on overall strategy and sustainability; know how to identify market
opportunities, exhibit start-up intent, perform start-up planning, mission development, and feasibility
analysis, and acquiring initial resources; and appreciate the close link between culture and strategy.
Supplementary materials Teaching notes are available for educators only. Please contact your library to
Case overview Noah Wealth Management was founded by Ms Wang Jingbo, a lady in her mid 30s with a
team of less than 20 members in 2005. Exploiting market opportunities offered by a lack of good wealth
management products and services, Noah grew rapidly from one branch office in 2005 to 59 branch offices
in 2011, reaching a staff size of 1,031. Noah listed its shares on the New York Stock Exchange in
November 2010. In 2011, Noah was ranked No. 38 among the 100 Top Potential Enterprises in China.
Nonetheless, Noah faced several problems of internal management during the course of its fast expansion.
In the first quarter financial report of 2012, Noah suffered a 52.6 percent decrease in net income over the
corresponding period in 2011. Faced with a rapidly declining share price, Noah announced on May 22,
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2012 a US $30 million share repurchase program. Expected learning outcomes The case supports a basic
lesson on the entrepreneurial cycle, including assessing a business opportunity, resource mobilization,
identifying a business model, growth of the venture, listing on the stock market, and subsequent growth
challenges. Students can learn about some of the typical dilemmas faced by founders of entrepreneurial
ventures, including how to maintain the corporate culture while growing fast and how to prevent members
of the founding team from becoming bottlenecks to the development of the organization. The case can also
provide management students with an overview of China's wealth management industry. Supplementary
materialspursuing
Students Teaching notesofare
Master available
Science for educators
in Logistics, only.
Supply Please
Chain contact yourand
Management library
thosetodoing
gain bachelor
login details
degrees in the same areas can have a better insight and special interest of the case. Professional boards may
also use the case to empirically make students understand this area. Case overview The railway sub-
sector in East Africa Tanzania in particular is an important transport mode but has a declining
performance. The market share is estimated at only 4 percent of the freight market. Still knowledge about
traffic, particularly for freight, is scant. The main dilemma is whether traffic of the central corridor is more
intra- or inter-Tanzania. The case studies techniques appropriate for meaningful traffic forecasting and
through a simple regression model it resolves the freight conflicts between Kenya rail and the Central http://www.emeraldinsight.com/10.1108/20450621211312938
Corridor. It provides students with applied traffic forecasting tools. Expected learning outcomes The case
focuses on techniques of traffic forecasting, development of traffic scenarios and on issues related to
intermodal transport especially between road, rail and ocean. At the end of using this Case students should
be able to: explain the methods, techniques and models used in traffic forecasting; understand intermodal
linkages in international Logistics; use different approaches to make logistics market assessment; and
forecast traffic in all modes using different scenarios. Supplementary materials Teaching notes are
available for educators only. Please contact your library to gain login details or e-mail

Study level/applicability The case is ideally suited for participants in MBA, Executive MBA, and Masters
in Finance programmes. It can be taught near the end of a course on corporate finance/financial
management. It can also be taught as an advanced topic in financial management courses. Case overview
A real estate company in Vietnam has prepared a capital budget for, what it claims is, a 600 billion VND
project. The weighted average cost of capital used by the company is 10.64 percent. An analyst in a
consulting company is asked to thoroughly review the capital budget of what appears to be a project that is http://www.emeraldinsight.com/10.1108/20450621211312947
too good to be true. Lending rates in Vietnam at this time were around 15 percent. Expected learning
outcomes Participants will learn how to correctly apply the principles of computing: net after tax cash
flows from a project; and weighted average cost of capital, particularly in the context of real estate
companies. 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
plays an important role in the Chinese economy. Especially because in China land is owned by the state or
collective, agricultural industrialization has more significance and experiences greater difficulties. The
company in the case explores the situation of integrating the different stakeholders of agricultural
production and delivery given the current political and economic environment. The case describes the
characteristics and quality that a typical Chinese entrepreneur has and questions why such factors matter so
much in China. The case emphasizes the strategic planning process of Harvest and its unprecedented
business model design. The case also touches upon the growth pattern of entrepreneurial companies in
China. All the above issues deserve discussion and in-depth analysis. Expected learning outcomes After
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studying this case, students should be able to: describe the business environment in China and identify the
stakeholders of the agricultural industry in China; describe the process and value chain of agriculture
production and delivery by adopting management models if necessary; discuss the personality and quality
of the founder and CEO and compare his characteristics with that of western entrepreneurs and analyse
why these characteristics are helpful (or detrimental) to the start-up company; analyse the development of
business model designs, and identify the merits, drawbacks and risks of each version of business model;
analyse the competitive advantages of Harvest, and identify the key resources and capacities with
management
Fortaleza, models
January if necessary;
2008, an urban discuss different
microfinance possibilities
manager and theofplanning
Harvest'scommittee
future with
of evidence and
Crediamigo,
Brazil's largest microfinance institution need to devise an entry strategy to Rio de Janeiro's microfinance
market. A part of the Banco do Nordeste, and a regional development bank for ten years, Crediamigo has
400,000 clients in the Northeast of Brazil. Its objective is to double its clients base for 2011; Rio de
Janeiro's market was the next priority. Crediamigo has two options. The first consists of partnering with
VivaCred, a small experienced microcredit non-governmental organization (NGO) which operates in Rio
de Janeiro's slums. VivaCred was a microfinance NGO with relatively low organizational capabilities and
with a low performance in terms of loan repayment. Its lending methodologies were different from http://www.emeraldinsight.com/10.1108/20450621211317618
Crediamigo's experience. The second option was to set up a new branch of Crediamigo in Rio and to shape
it in Crediamigo's image. The committee was aware that this, far away from home, would be a costly and
slow venture. Expected learning outcomes After using this case, students will: have been exposed to the
strategic, managerial and operational challenges of microfinance expansion in an emerging country;
understand better the market entry strategy (acquisition/integration of an organization vs green field) in
such a context; have discussed the conditions related to the replication of microcredit methodologies
(individual,
basic groupItand
marketing. mayvillage
also belending
useful methodologies) in theirlevel
for junior and middle contexts of operations.
marketing Supplementary
professionals during their
training programs. This case-study may find its application while teaching strategic marketing, marketing
management, international marketing and pharmaceutical management. Case overview Unicare
Formulations was a reputable pharmaceutical company in India. It started small and with the growth of the
industry, it could capture significant market share in it chosen segments. It introduced brands in small and
niche areas with low innovation and where bigger companies showed little interest. It also infused new
blood through outside talent. It brought newer brands to its brand portfolio. A relatively new but promising
brand Tbgo was struggling. Its marketing head was confused whether to continue with the brand. He
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needs advice based on management principles. Expected learning outcomes After covering this case
study, a student should be able to: use SWOT and environmental analyses to solve complex business
problems; explain segmentation, targeting and positioning (STP) and shall be able to use those for
preparing marketing strategy; use 4Ps in different combinations in planning brand strategies; use Ansoff's
model (product-market grid); use Porter's generic strategy to analyze brand performance and to take
appropriate action for brand revival; and internalize the intricacies of brand-building and their impacts on
the business performance of a firm. Supplementary materials Teaching notes are available for educators
only. Please contact your library to gain login details or email support@emeraldinsight.com to request
Study level/applicability This case could be applied in several courses: a mergers and acquisitions
(M&A) course, to introduce the various motives for firms doing M&A, a strategy course exploring a
company's strategy exploration and decision processes, or in a marketing course as an example about
emerging and global market interaction. The target audience is primarily final year or Masters' and MBA
students. It would also be useful for executive education seminars. Case overview The Case provides
learning opportunities about how companies encounter threats due to changing market or fiscal conditions,
find ways to address their individual challenges yet achieve mutual benefit, by taking advantage of market- http://www.emeraldinsight.com/10.1108/20450621211317636
induced opportunities for strategic change, which have been triggered by a combination of situational
factors. Expected learning outcomes The case can be used to illustrate and discuss several important
aspects of the growth of companies in emerging markets, including: motives for making M&As; strategic
options and selection in the emerging industry; and how regional firms can respond to globalization.
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.
developing economy, where operating conditions are quite different from the head office environment.
Study level/applicability The case is designed for MBA and MSc students studying corporate social
responsibility (CSR), international business, emerging markets, country risk (and related subjects). Case
overview The case discusses the implications of the actions of a negligent/possibly dishonest lawyer in
undermining an international bank's risk management systems. The lawyer did not register the sale of a
house, causing it to be repossessed by the bank, thinking that the property still belonged to the vendor, who
had allowed a large overdraft to accumulate. By chance, the repossession of the house and subsequent
forced judicial sale was averted, but to ensure undisputed ownership the real owner of the house was left
http://www.emeraldinsight.com/10.1108/20450621211317645
with heavy legal bills. There were several players possibly at fault here: the lawyer; the bank; the vendor;
the local courts; and the real estate agents (who recommended the dishonest lawyer to the purchaser in the
first place). Expected learning outcomes These include a clearer understanding of the different
stakeholder perspectives, and a greater appreciation of the challenges of doing business for a Western
multinational company now operating in emerging markets worldwide. Social implications The concept
of CSR in emerging markets is very different from the way CSR is viewed in more developed ones
posing several challenges for international companies (especially banks) in the way they operate. Making
assumptions of
development to ethical
enable ways ofof
the use doing businessallcan
the facility cause
year great
round andproblems, as discussed
to contribute in this case
to the socio-economic
development of the parish. Suggested development options from these studies included a fun and
amusement park, a site for eco-tourism and a multi-purpose agri-cultural facility with linkages to the
parish's cultural legacies and places of interest. The large land acreage could facilitate its development,
making the property a leading agri-cultural attraction concept. Expected learning outcomes The
students should be able to: identify the typology of the Denbigh Showground as an attraction; categorize
the product offerings of the Denbigh Showground from a marketing perspective; explain the factors to
consider regarding the development of the showground; analyze the socio-economic contributions of the http://www.emeraldinsight.com/10.1108/20450621211317654
facility to the parish of Clarendon and the community's attitude towards the development of the
showground; discuss the potential uses of the Denbigh Showground that can make it a leading international
agri-cultural attraction; synthesize the concept of sustainable tourism development and its importance to
the development and viability of the attraction for future generations; and assess other tourism concepts
such as community-based tourism, special interest tourism and alternative tourism and how they relate to
the development of the Denbigh Showground. Social implications This case study will help students
understand the concept of an agri-cultural attraction and its impact on the socio-economic development of
international business as well as international marketing. Case overview GranuLab, a medical device
company that produced the synthetic bone graft substitute GranuMaS, aspired to be a high-growth
company. To achieve this aspiration the company had made plans for internationalization, which include
penetrating the ASEAN, Middle East, Latin American, and African markets within the next five years. By
December 2010, GranuLab had completed the construction of its new manufacturing facility in Shah Alam,
about 30?km from Malaysia's capital city of Kuala Lumpur. This manufacturing facility had the capability
to produce high volumes to support the company's high growth plan. However, the company's
internationalization processes had taken longer than expected and this has led to a low business volume. By http://www.emeraldinsight.com/10.1108/20450621211320524
mid-2012, the company was forced to make a quick decision as it had suffered a year and a half of
operations losses. GranuLab had to formulate a strategy as to how to position GranuMaS and penetrate the
targeted markets. Failure to internationalize would incur even greater losses and might hinder the
achievement of its high growth aspiration by 2015. Expected learning outcomes This case is designed to
stimulate case analysts' thinking into providing recommendations for the appropriate internationalization
strategies to be adopted by the management team to ensure that the company could succeed in achieving its
goals. The case will expose students to the concepts and theories of strategic management, international
Subject area Innovation and creativity in small to medium-sized enterprises (SMEs) in Latin America.
Study level/applicability The case is recommended for creativity and innovation subjects, in
undergraduate and MBA levels. The case is also suggested for subjects associated with the organizational
dynamics on SMEs. Case overview Colchones Eldorado is a Colombian company dedicated to the
bedding industry. The company was founded in 1957 by Gumercindo Gmez Caro, a creative man who in
1959 invented a machine to make springs, which allowed the company to grow steadily for several
decades. On November 18, 2004, the founder's daughter, Martha Luz Gmez, was appointed as General
Manager. On April 2011 it obtained a license from Sealy, the biggest mattress making company in the USA.
http://www.emeraldinsight.com/10.1108/20450621211320533
The license implied a challenge testing the company's innovative capacities to adapt Sealy mattresses to
satisfy consumers in the Colombian market. Expected learning outcomes Students are shown the
characteristics of the creative and innovation process in a Latin American SME, and the innovation
challenges which are faced. From the reading and the case discussion, the students should be able to:
analyse the manifestations of the creative process in an SME; identify examples of the innovation types of
an SME; and discuss the organizational conditions to answer the creativity and innovation challenges in an
SME. 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 area Labour relations management, business management, HRM, focusing on the labour relations
of Chinese enterprises. Study level/applicability This case is designed for students in schools of business
or management, undergraduate MBA or executive MBA classes. Students should already have a basic
knowledge about Chinese labour relations, HRM, and organizational development. Case overview In
2004, a deal transformed Anhui Xuanjiu Group from a state-owned enterprise (SOE) to a private company.
Li Jian, the Chairman of Xuanjiu Group, focused on creating happiness for employees. Thanks to Li Jian's
efforts, Xuanjiu emrged from its crisis which was formed in the planned economy system. After several http://www.emeraldinsight.com/10.1108/EEMCS-12-2012-0209
years of development, the labour relations management of Anhui Xuanjiu Group became a model among
private enterprises in China. Expected learning outcomes Students can gain new insights into labour
relations in China. The case provides an example of building friendly labour relations to avoid labour
disputes. It provides a set of measures for retaining and motivating workers. 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.
Study level/applicability The case is suitable for BA and MBA levels and for courses focusing on family
businesses, entrepreneurship, or small and medium-sized enterprises. Case overview The Gomez family
is the owner of Colchones Eldorado, a Colombian mattress company, in business for more than 50 years. Its
founder and CEO Gumercindo Gomez, 75 years old, had no succession plan but he wanted to ensure the
future of his business. Given the urgency of this situation and the complexity of the family structure,
Martha Gomez, General Manager, hired a consultant to design the succession plan. To prepare this plan, the
consultant must take into account: the preservation of stock ownership within the family, the company's http://www.emeraldinsight.com/10.1108/EEMCS-11-2012-0197
sustainability under the new CEO family member, and the assurance of the family harmony. Expected
learning outcomes These include: understanding the characteristics of a family business in the Latin
American context; recognizing the stages of the family ownership; and identifying personal characteristics
and roles of family members in order to design the basis of the succession plan. 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.
EMBA courses, especially for courses oriented to emerging markets such as China. It can be used in
Business Strategic Management or similar courses, combined with the methodology lectures of Managing
Entry Modes and Competitive Strategy. This case study provides material for understanding/studying the
development of a large Chinese software enterprise. Case overview As a result of Chinese ITO and BPO
market in the face of re-structuring in 2012, Huawei invested in ChinaSoft in May and Vance info merged
with HiSoft in August, both of which make ChinaSoft the third largest market-share owner. However,
ChinaSoft has a dilemma in its strategic planning for the next three years. If it cannot break through the
suppression from the first and the second placed companies, it may lag behind very soon. If it strives for http://www.emeraldinsight.com/10.1108/EEMCS-12-2012-0203
the No. 2 position in market share, is organic growth or M&A strategy the right approach to adopt? Thus,
ChinaSoft is now in need of strategic reform and restructuring. The case study analyzes the approaches that
Chinese enterprises can adopt in order to sustain overall cost leadership strategies and avoid the related
risks in the ITO and BPO industry. Expected learning outcomes This case study intends to encourage
students to learn and use methodologies such as Porter's competitive strategy framework; Rugman and
Collinson's theory, selecting and managing entry modes; four basic global strategies, by Hill and Jones.
Supplementary materials Teaching notes are available for educators only. Please contact your library to
differentiation, internationalization, competition, business models, operationalizing and implementing
strategy. Study level/applicability The case is suitable for MBA students. Case overview Vinay moved
to the capital city of a Northern Indian state, which also happened to be a commercial hub, after his family
business failed. The family succumbed to living in a room without electricity and doors. Vinay had dreamt
of establishing his own business empire by being a successful entrepreneur. Steered by this intent, he
established a pharmaceutical company with the name of Ayuvayur Pharmaceuticals. The challenge was to
establish an innovative Ayurveda-based pharmaceutical products-based firm and to build a leading business
empire with a customer focus. Progress was not smooth and the challenges ahead multiplied. Despite his http://www.emeraldinsight.com/10.1108/EEMCS-10-2012-0183
ability to cope with barriers, risks and uncertainties, Vinay and his business, was challenged to grow
globally and emerge from its nascent structure. How should the business expand? Expected learning
outcomes Students can discover the following key learning points: how an enterprise is born; the
importance of entrepreneurial recognition and orientation; the lead characteristics of an entrepreneur; how a
start-up is born despite the unfamiliarity of the entrepreneur with the field he enters; the role of innovation
in a small enterprise; and the risks, barriers, uncertainties and challenges associated with entrepreneurial
activity. Supplementary materials Teaching notes are available for educators only. Please contact your
Subject area Strategic management. Study level/applicability This case is suitable for graduate students,
postgraduate students and MBAs. Case overview YC Company is a foreign trade SME operating in the
lighting fixtures export business in Ningbo City, a major outdoor lighting products manufacturing base in
mainland China. Established by Li Lele in 2008, the sales revenue and gross profit of YC Company have
been increasing every year, reaching $ 4.06 million and 1.00 million, respectively, by the end of 2011.
However, the growth rate of profit lagged far behind the growth of sales revenue. If this situation were not
controlled, YC Company would hardly survive in this increasingly competitive market. Li Lele, the CEO of
the company, was trying to find a way to enlarge the profit margin. Expected learning outcomes This case http://www.emeraldinsight.com/10.1108/EEMCS-12-2012-0214
lets students learn more about strategic management. Students are expected to learn: how to precisely
identify and map a problem; and how to select a better solution by analyzing the context and using some
strategic analysis tools, such as Porter's Five Power, Smile Curve, SWOT. In the learning process, students
are expected to acquire a better knowledge of some strategic management theory/method, international
business, the condition of small and medium trading companies in China. 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 area Marketing, distribution channels and servicing, product portfolios. Study level/applicability
This case is suitable for students of business schools specialising in marketing. It is appropriate for
students of marketing management and marketing strategy, distribution management and other related
subjects. Case overview The case focuses on the debacle of Fiat in India after its recent joint venture
pertaining to dealership and servicing ended. The future is unclear and is the topic for debate. Expected http://www.emeraldinsight.com/10.1108/EEMCS-Aug-2012-0151
learning outcomes The case will help students to understand the reasons for the failure of Fiat in India
and to be able to connect the case with the marketing concepts, especially those pertaining to distribution
channels. Supplementary materials Teaching notes are available for educators only. Please contact your
library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

Subject area Business ethics, sustainability and economic development. Study level/applicability This
case is suitable for both advanced undergraduate and postgraduate levels. Case overview The case
presents a pioneering initiative run by the Egyptian General Authority for Investment (GAFI) to mitigate
the implications of the 25th of January revolution on SMEs. The case describes the Business Clinic
program that was designed to provide SMEs with world class consultancy services through the CSR
programs of large local and multinational consultancy firms. Expected learning outcomes The case
should help students in: defining corporate social responsibility and describing its importance; describing http://www.emeraldinsight.com/10.1108/EEMCS-02-2013-0018
the role of SMEs in economic development; identifying the different growth obstacles that face SMEs;
relating theories in different managerial fields that could be linked to CSR and development; investigating
the Arab Spring and describing its repercussions on economic development and sustainability; and
illustrating CSR role in solving SME problems. Supplementary materials Teaching notes are available for
educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to
request teaching note.
trying to be more competitive by accelerating their efforts to integrate foreign markets. Small and medium-
sized enterprises (SMEs) from emerging markets are increasingly internationalizing to capitalize on
opportunities in foreign markets. To get into internationalization SMEs can use different successful
expansion strategies. One of these strategies is the establishment of a win-win partnership with partners
that distribute the company products on the foreign markets. The case deals with a successful experience of
a win-win partnership from an emerging country SME, the Tunisian food industry firm GIAS, which began
its internationalization in 1996. The case presents first the reasons of internationalization of GIAS. Then an
explanation of the strategic choices of internationalization of the firm is provided. The selection of the most http://www.emeraldinsight.com/10.1108/EEMCS-11-2012-0193
appropriate foreign markets is described later. The win-win partnership approach is then detailed and the
case finishes with the future internationalization plans for GIAS. Expected learning outcomes The
expected learning outcomes include: the selection of a foreign market; the determinants of the foreign
mode of entry; the process of integrating an internationalization strategy; how to choose the most
appropriate partner; the follow up and the management of the relationships with foreign partners; and the
monitoring of international markets. The case provides a space to think about practice and help learners,
therefore, to connect theory and practice. Supplementary materials Teaching notes are available for
MNEs. Case overview This is a case study of Grundfos LIFELINK's development process, relating to the
successful development of a business model for serving base of the pyramid (BoP) markets for potable
water. Grundfos LIFELINK is a turnkey water solution that encompasses a solar-driven pump facility, a
GPS-based monitoring system, and charges based on digital payments of water credits. Together, they
represent the business model of Grundfos LIFELINK. At the same time the modules represent a business
architecture that can be mixed and matched to match the skills and ensure the adaptive involvement of local
partners in BoP markets. Since its cautious start in 2009, Grundfos has successfully expanded its operations
to 30 villages in Kenya and LIFELINK systems will operate in 70 villages in Kenya within the next two http://www.emeraldinsight.com/10.1108/EEMCS-10-2012-0187
years. Expected learning outcomes In an international business/international management context,
especially the first and the last part of the case could be used as a showcase of the current transformation
efforts multinational companies (MNCs) in the developed world are pursuing. Pressured by the cost
advantages of Dragon multinationals from Asia, India and Brazil, MNCs search for new ways to provide
value and at the same time utilize their existing knowledge. The Grundfos LIFELINK case shows some of
the important consequences and challenges that multinational organizations are facing, once such business
models needs to be integrated in the current MNC activities. Supplementary materials Teaching notes are
in development practice. Case overview In 1997, Corporacin Picacho con Futuro (Picacho), a second-
tier community organization created with the support of Fundacin Social (FS) at Medelln's Comuna 6,
stands at a crossroads. After promoting community development in the area for over ten years, FS
announces that it will be withdrawing its financial support in the following year. As a result, self-
sustainability mechanisms and strategies must be sought and formulated in preparation for FS' departure.
The Corporation's accomplishments over its collaboration with FS were noteworthy: 16 grassroots
organizations working together in one of Medelln's most violent districts proved the social fabric woven
by Picacho. The young people who engaged in its projects had become examples of cohesion and civil http://www.emeraldinsight.com/10.1108/EEMCS-04-2013-0040
resistance to armed groups' and drug-dealing networks' recruitment efforts. The Corporation's
communication projects safeguarded these youths, providing them with a means to escape conflict. Would
that all go down the drain without FS' support? Expected learning outcomes The intended focus of the
case is to help students to understand: third sector organizations' complexity and structure; the notion of
social value (how this value is created and measured); sustainability challenges facing social ventures, and,
particularly, how to manage tensions between social and economic value creation in social organizations;
support ecosystems for social ventures, and management strategies associated with base-of-the-pyramid
largest beverage company and was among Asia's major alcoholic beverage companies. The case situation
takes place during the latter part of August 2010, two years after the public announcement of ThaiBev's
ambitious intentions to become a comprehensive and integrated beverage company and after having
recently re-launched its acquired Wrangyer energy brand, a move signaling ThaiBev's strong commitment
to its non-alcoholic beverages. The case describes the beverage industries at the global, regional, and
country level and discusses ThaiBev's range of businesses. Marut Buranasetkul, Senior Vice President of
Corporate Service and Deputy Managing Director of Thai Beverage Marketing, the sales and marketing
arm of ThaiBev, must decide on the direction for ThaiBev to pursue to bring ThaiBev's non-alcoholic http://www.emeraldinsight.com/10.1108/EEMCS-03-2013-0020
beverages to account for at least 10 percent of the company's total revenue. This case presents a number of
important strategic topics, particularly in discussing industry structure and competition, as well as
diversification issues encountered by a firm that was attempting to create a greater balance between the
revenue contributions from its market leading dominant businesses and that of its younger and newer
business lines. Expected learning outcomes Students will: understand the challenges faced by large
conglomerates wanting to change their market position; learn to apply different frameworks such as Porter's
Five Force Model, portfolio analysis, SWOT and to assess the competitive environment; learn to evaluate a
strategy. Case overview The case presents the progressive evolution of Infosys Limited from its
beginnings through different stages of innovation and consolidation in the IT services industry. Senior
executives at Infosys believe that the sustainability initiative at Infosys is not a new movement, but a
logical extension of the company's long standing commitment to society and environment. Sustainability
was a key agenda at Infosys and it was deeply ingrained in the company's ethos and the way in which it
operated. The case also articulates the company's commitment to sustainability as evidenced by the
involvement of the top management in providing leadership. From an academic standpoint the case
provides pointers to look at how the IT services industry has responded to sustainability practices and how http://www.emeraldinsight.com/10.1108/EEMCS-10-2012-0189
sustainability practices are different or similar across various firms. Expected learning outcomes The case
can help students to answer the following questions: How is sustainability different from corporate social
responsibility? What is the context in which Infosys' attention turned towards sustainability? How is top
management involved in Infosys' sustainability initiative? What are the elements of Infosys' sustainability
strategy? How does it build on its core strengths? What are the structural mechanisms the company has
provided to implement its sustainability strategy? What internal challenges to change while implementing
green solutions
with the were foreseen
mainstream. The NGO, andsetovercome byby
up in 1988 Infosys? How Vyas,
Smt. Girija competitive is Infosys'
was initially sustainability
involved in imparting
vocational training to the rural poor. Later, COS-V was taken up by Alka Sharma, a graduate from the
Indian Institute of Crafts and Design, Jaipur, who completely changed the direction of the NGO. Her
interest in textiles and crafts led to the genesis of the concept Aavaran. Aavaran is a retail outlet which
was opened with a vision to provide the Indian market with traditional yet contemporary textiles and
clothing. It offers a collection of women's and children's clothing and home textiles using a variety of
traditional textiles and crafts. It is an artisan driven concept where the supply chain incorporates the
essence of Indian textiles and crafts at every level. From the dyeing, printing, sampling and assembly of
garments everything is done by the local women trained by COS-V with the support of DC-Handicrafts. http://www.emeraldinsight.com/10.1108/EEMCS-Aug-2012-0143
The raw materials the textiles, grey fabrics, etc. are sourced directly from the rural weavers and artisans
across India. The case study discusses how Aavaran developed the unique positioning of a retail platform
for contemporary products made from traditional techniques, skills and hand-based processes; how it could
revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing
efforts. Expected learning outcomes The case will familiarize management students with the concept of
niche marketing with Udaipur based firm Aavaran as an example which developed a unique positioning
through its traditionally developed products. It will also acquaint students with a basic understanding of a
supply chain with a cooperative firm in focus. Supplementary materials Teaching notes are available for
Subject area Entrepreneurship. Study level/applicability The case can be taught for students at the
Master's level and research scholars in management education. Case overview Univexcellence was an
idea conceived by Surbhi from her science project in 1997 when she was studying at Kendriya Vidyalaya,
Jaipur, India. The science project model was based on the theme World is a classroom, room is
university. It was shown that the world would be converted into a room, and the room itself would become
a University through satellite communication. Surbhi decided to become a computer engineer and learn
about it herself so as to become self-dependent as a business woman. Keeping this in mind, she completed
a computer engineering course. A strong sense of efficacy enhances human accomplishment and personal
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well-being in many ways. Surbhi has proved it in her case. Expected learning outcomes The case
describes challenges and setbacks faced by a woman entrepreneur and through her self-confidence and
persistence, illustrate show she solved them to the benefit of her business. Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or e-mail
support@emeraldinsight.com to request teaching notes.

economic profit from swiftlet farming and the invaluable heritage and social wellbeing of the residents in a
world heritage city. In 2011, the United Nations Educational, Scientific and Cultural Organization
(UNESCO) issued a letter to the Malaysian government expressing concern over the issue of the swiftlet
industry in Georgetown, Penang. Swiftlet farming is a lucrative agriculture sector in Malaysia and is
considered one of the key projects under the Malaysian Economic Transformation Program. Yet, this
industry posed a threat to the well being of George Town due to its impact towards the city's heritage status.
The operation of swiftlet farms in shop houses in George Town not only forces residents to coexist with
thousands of swiftlets in the populated city, but also deteriorates the condition of its heritage buildings. A
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quick solution by the government authorities is needed in order to respond to UNESCO's enquiries. A fair
consideration looking at the aspects of economy, environment and society is vital in ensuring the future of
the city. Expected learning outcomes These include: understanding the complex issues of trade-offs
between economic profit vis--vis the environmental social heritage; understanding and appreciating the
conflicting governmental objectives and the way to address the conflicting demands of the stakeholders
(NGOs, industry and business association and the general public); identifying and determining ways to
align environmental interests with economic interests in order to formulate sustainable solutions; and
formulating an action plan and providing practical recommendations to solve the problem. Supplementary
Subject area Marketing, strategy. Study level/applicability This case is suitable for post graduate and
executive development students. Case overview The case provides perspectives of customer centric
practices of Yes Bank which has the objective of becoming the best quality bank of the world in India. The
case study outlines how Yes Bank has become the fastest growing bank by its strong focus on customers
through its committed and innovative employees. The customer centricity develops strong existing
relationships and focuses on providing exceptional customer service, leading to better financial
performance. Expected learning outcomes These include: highlighting the characteristics of customer http://www.emeraldinsight.com/10.1108/EEMCS-01-2013-0010
centric organizations; discussing how Yes Bank practised customer centricity despite the limitation of being
a new bank with no experience; describing the key differentiators and comparing with those of other banks;
and establishing the relationship between customer centric practices with financial performance.
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

founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in
the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the
organization evolves in the context of the Nicaraguan and Anglo-American cultures. Devoted to assisting
Nicaragua through education and development of one of the country's most valuable and treasured
resources: its young people, the vision for AJBF was a cutting edge socially conscious venture that grew
to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009
on the precipice of the biggest economic down-turn the US economy has experienced in recent history.
Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the http://www.emeraldinsight.com/10.1108/EEMCS-04-2013-0032
foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair
of the Board, faces. Expected learning outcomes The case will help participants to: evaluate and discuss
leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural
identity from the Globe Study model and how it impacts organizational interactions; explore successful
models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social
entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded
entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and
in management where it can be used to highlight the concept of multi attribute utility theory (MAUT) and
its application; advanced statistics for multi criteria decision making (MCDM); and MBA/post graduate
programs in management in strategic management where it can be used to introduce the concept of SWOT
analysis and Porter's five forces model. An understanding of business process improvement will enable
students get a comprehensive view about the case. Case overview This case showcases the concepts of
MCDM and SCM in manufacturing industry. The company wanted to select vendors and rate them in each
category of raw materials in order to have a competitive advantage over competitors. Since there are
multiple attributes (often contradictory in nature) based on which the vendors would be selected Kaul, http://www.emeraldinsight.com/10.1108/EEMCS-02-2013-0019
Vice-President, Commercial uses multi-attribute utility theory (MAUT) to help solve the problem. The case
has implications for manufacturing industry in selecting vendors to meet a raw materials need. Expected
learning outcomes The case can be used to understand management concepts such as market research,
supply chain management and multi criteria decision making. It can be used to: teach complexities
involved in identifying attributes for vendor selection and vendor rating; help understand supply chain
management in business process improvement; help students understand the application of MCDM; and
help MBA students studying marketing research. The case will also be useful to students in understanding
field-researched real case about a growing fast food business started by local UAE entrepreneurs in Abu
Dhabi and Dubai, United Arab Emirates (UAE). Just Falafel, a UAE based fast food pioneer company in
the vegetarian and healthy food category is one of the most popular food outlets in the UAE. The company
was poised for growth as demand was exceeding all expectations. Newer markets were being considered
for expansion. By taking into consideration the present economic conditions as well as market stability it is
possible to make a detailed calculation of market growth. There were many challenges Just Falafel had to
face: increasing demand and brand awareness of Western fast food giants; and the future skills Just Falafel
needed to develop to meet the regional and global challenges. Just Falafel specializes only in falafel and the http://www.emeraldinsight.com/10.1108/EEMCS-02-2013-0017
company devised different flavors to differentiate its sandwiches based on each culture. This in turn
expanded the outlet greatly and it gained high revenues in a short period of time. But there are many
challenges and hurdles which the company has to consider if it is continue in the future. The owners and
management are wondering what their next step ought to be in light of the economic recession. Should they
expand? If so, where? If not, why not? Expected learning outcomes The case will help students to
identify and evaluate the business strategy and the business model adopted by the company for
international expansion. This will also enable students to critically think in various facets and reach a
Subject area Financial management, marketing management and entrepreneurship. Study
level/applicability The case is suitable for undergraduate students. Case overview The case is based on
the ingenuity of the chief protagonist of the case study, Anandam. Anandam had conceived a novel idea of
using coconut shells and other biomass material as the fuel for running a woodstove. The case study has its
settings in Kerala (India). A tentative business plan is being proposed through the case study, where the
market analysis has been done, underscoring the product positioning, market segmentation, pricing and
other relevant parameters. Further, the case also lays emphasis on the support provided by a local non-
governmental organization, as an initial hand-holding measure. Expected learning outcomes The case http://www.emeraldinsight.com/10.1108/EEMCS-09-2012-0173
study has been written for the purpose of students' appreciating the nuances of new technology/product
launch in the market, given the existing competitors. This would help in understanding the 4 Ps better, and,
raising a good platform for discussion in the classroom. A financial analysis aspect is also given, which
would help students to draw an inter-disciplinary perspective vis--vis the case. The case may be
extrapolated to other start-up ventures by entrepreneurs. 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.
Study level/applicability The case is suitable for analysis in an undergraduate/graduate entry level course
on entrepreneurship. It may also be taught in a course for non-business majors who are unfamiliar with
basic business concepts. Case overview Shrey Gupta and Manoj Agarwal were the co-owners of After
12, a food facility in the Dhanakwadi area of Pune, India. In only nine months, their food enterprise had
become quite popular among the local college going crowd. They were doing brisk business and sales had
picked up quite a bit in the last two months. They both were quite pleased with the progress of their
business. However, in spite of increasing sales figures in the last few months they hardly generated any
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profits. The revenue they generated was completely spent on buying raw materials like vegetables and
other food materials and the rest was used in the payment of utility bills and wages of the cook and the
helper. They only had enough money to continue for another month or so. Both pondered about what is the
way to proceed. What can be done to make it sustainable? How would they arrange the extra money to get
them going? Should they close down After 12? Expected learning outcomes The case will aid students
to understand: how small businesses are started and may fail; the importance of researching your business
idea; and SWOT analysis. Supplementary materials Teaching notes are available for educators only.
The case works well in courses on destination marketing, strategic marketing, campaign management,
entrepreneurship. It also works well with executives, the case discussion affording the instructor an
opportunity to illuminate the complexity of designing and implementing marketing strategy. Case overview
Two young MBAs, each with a marketing specialization working in a bank, left their jobs and started
their own company by buying a rubber plantation business from another businessman. The businessman
was one of the co-owners of the Ocean World Water Park theme park (amusement park) close to
Bhubaneswar-Cuttack twin city. The amusement park had good potential as it was located in an area with
exponential growth of young executives having high disposable incomes. But the business performed
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poorly because of management ineffectiveness. The case explores the possibility of a turnaround. Expected
learning outcomes The case: sensitizes students about the commercial implications of their marketing
decisions by giving them adequate data to work on evaluating the revenue and profit impact of marketing
initiatives on business; and helps them to understand that promotional variables are not independent in
nature and hence separating the impact of one promotion when a large number of initiatives are
operational, is not very dependable. Though the case provides a particular way of attempting to solve the
problem, it does not lead to unique solutions. Supplementary materials Teaching notes are available for
educators (HR)
resources only. Please contact
regarding your library
building to gain
leadership login details
development andortalent
emailmanagement
support@emeraldinsight.com to
initiatives for creating
a strategic level impact in the organization and its joint ventures. Case overview In about 45 years since
its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto
ancillary manufacturing and export. This case demonstrates how AAL built its leadership development
programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case
further explores the various initiatives under the broad umbrella of the Anand Leadership Development
Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the
organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of
USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed
leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be http://www.emeraldinsight.com/10.1108/EEMCS-02-2013-0013
disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is
expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and
conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help
AAL to become an excellent manufacturing organization. This would help AAL to have a leadership
position in the global automobile market. ALDP is also expected to create a band of leaders who would
help the organization from very senior level strategic management positions and play leadership roles in its
joint ventures. Expected learning outcomes This case can help students to understand how HR practices
integrate leadership development programme for the strategic gains of an organization. Students would also
understand the role of mentorship in coach/coachee processes. Supplementary materials Teaching notes
platform provider, had an exclusive tie up with Bharti Airtel in India for providing value added voice
applications on an interactive voice response system (IVRS) platform. The Goldfinch flagship service is
Guru Ki Bani which may be subscribed to by dialing the short code 58282. This 58282 service has a
repository of all Sikh religion daily prayers, religious songs, teachings, stories from Guru's life and similar
information that is derived from the Sikh Holy book Guru Granth Sahib Ji. As per mutual agreement
between Goldfinch Mobile Solutions and Bharti Airtel, the telecom operator had the responsibility to
promote Goldfinch's Guru Ki Bani service amongst its subscriber base through its below the line (BTL)
promotional channels such as short messaging service (SMS), outbound calls, cell information, notification
SMS after call and above the line (ATL) activities such as posters, leaflets, print, promoters, regional TV,
outdoors, etc. The revenue sharing arrangement between Airtel and Golfinch was in the ratio of 75 percent
and 25 percent. However, with recent changes in the policies of Telephone Regulatory Authority of India http://www.emeraldinsight.com/10.1108/EEMCS-04-2013-0025
(TRAI), promotional marketing used by telecom operators has been constrained. Declining customer share,
decreasing profits (after Bharti Airtel halted promotions) and increasing organization cost per customer
have made MD and CEO Mr Newton Bubber think of various options including low-cost marketing
initiatives besides digital marketing to promote Guru Ki Bani services. Value communication to its huge
potential customer base, i.e. 184.19 million Bharti Airtel subscribers was another challenge facing Mr
Newton and his marketing team at Goldfinch. Expected learning outcomes The case enables students to
learn the concepts and application of value creation, effective value communication, price waterfall
analysis, importance of costing parameters in pricing decisions, low-cost marketing strategies and digital
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.
Study level/applicability The case is suitable for graduate level management students. Case overview In
early April 2011, Mr Ramakrishnan, the CFO of Tata Power Ltd and members of his team were busy re-
evaluating fundraising options for financing Tata Power's capital expenditure requirements, for refinancing
of debt, for working capital related to current projects and for liquidity to support potential acquisition bids.
The team had the task of evaluating different innovative funding options as the challenge was to strike a
fine balance between maintaining the owners' equity without dilution of control and avoiding any adverse
impact on credit rating that could increase the cost of capital; these constraints reduced flexibility for fund
raising. Keeping in mind the global market scenario and estimating the investor appetite were factors
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critical to the structuring of a funding instrument. Expected learning outcomes The case will help
students to be comfortable in thinking about evaluating markets, financial instruments and weigh rating
considerations and regulatory constraints for taking capital structure decisions. 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.
Study level/applicability The case is suitable for students with diverse backgrounds from different
countries with different cultures, and from different programs (undergraduate or graduate). The case will be
used for an all-English course The research of Chinese stock markets and has been used for the course
Portfolio theory and management (junior student level) at Nankai University. Case overview The case
introduces Chinese stock markets' uniqueness that there exists a huge number of previously nontradable
shares. The release of the shares radically changes the markets' balance and causes the absolute dominance
of stock supply over stock demand. Based on the analysis for ICBC, the case demonstrates that the
dominance can explain the drop of ICBC's stock price by supply-demand law but fundamental analysis
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cannot. Expected learning outcomes The case will help students to understand the uniqueness of Chinese
stock markets and the applicability of supply-demand law in the markets and then be able to make
investment decisions. Social implications The case can help to educate not only students but also Chinese
and foreign investors about the uniqueness of Chinese stock markets and arm the students and investors
with the supply-demand methodology to analyse the markets and the reasoning of when and how to invest.
Supplementary materials Teaching notes are available for educators only. Please contact your library to
gain login details or e-mail support@emeraldinsight.com to request teaching notes.
Study level/applicability The case is suitable for an MBA course on retail marketing. Positioning is that
of an advanced elective, trying to educate, apply and synthesize the facets of learning, thinking and
assimilating concepts with practicalities. Case overview The case elucidates the trials and tribulations of
Bharat Bazar, one of the top contenders in the Indian retail scene. It explores the journey of brand making
and customer patronage. Under consideration is a set of options for the retailer's next stage of growth.
While the decisions are not to be mutually exclusive, it is clear that the firm has neither the capacity to
scale up without proper locations nor unlimited management resources for economic viability. The retailer
naturally has to choose the best direction possible and dedicate all efforts to bring the firm to the next level
of growth. The strategy has to be robust in any case. Expected learning outcomes The case will help http://www.emeraldinsight.com/10.1108/EEMCS-03-2013-0021
students to: appreciate Indian macro retail variables; analyse business decisions of a retailer based on
location, merchandise, and profitability; and explore future strategy options from the growth perspective as
well as a socially responsible player. Social implications Socially, the case is nourishing and enriching as
it connotes not only a wealth creation angle, but also a green and efficient supply chain one. Retailers must
cater for the choice pattern of the society, whether essential or non essential items of consumption.
Supplementary materials Teaching notes are available for educators only. Please contact your library to
gain login details or email
program (strategic HRM/HRD) students. Case overview The case study highlights the challenges of
managing change and growth in India's dynamic business process outsourcing sector. The choice of a small
organisation brings to the fore the impact of the strategic decisions owners of capital place on managers as
they address issues of sustained growth to support short-term expectations of shareholders. The case
highlights India's indigenous approach to frugal innovation or jugaad (finding a creative and improvised
work around); how a group of managers consistently reinvented the business model and human resource
management practices to stay afloat and meet shareholder expectations. Expected learning outcomes
Depending on the teaching programme and the emphasis of this case in the class, one or more of the
following learning outcomes (LO) can be achieved from this case study. These LO have been developed
using Bloom's taxonomy and they progressively move from simple to complex LO. Following the case http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0074
analysis, students should be able to: discuss the key challenges faced by Transcribe and Tally (T&T);
identify and analyse the various influences of internal and external factors on training provision; understand
the importance of an external network of service provision and identify the key training and organisational
capabilities; analyse the dynamic interactions between the various factors and training provision; analyse
the relationship between T&T's competitive strategy and its strategic choices (make versus buy) towards
investing in training; evaluate the role of training in developing organisational capabilities; and strategize a
way forward for Roy Thakur. 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
Suzuki
notes. India Ltd (MSIL) and HMIL to retain their customers in order to maintain their market share. Nalin
Kapoor, General Manager (Sales & Marketing) was contemplating the marketing strategies he could use to
counter the stiff competition. Customer retention was one of the major problems in the automobile industry
as the purchase time span varied between three and five years and the cost of brand switching was nil.
HMIL had been pursuing customer relationship management activities but its customer retention ratio was
declining. Kapoor and his team decided to study the loyalty programs of some companies in the automobile
industry to ascertain whether launching a loyalty card could solve their problem of retention. The
marketing strategy department with the help of a management intern extensively studied the existing
loyalty program of Hero Honda, MSIL, and Ford to identify how those programs were designed and
promoted to the customer. The reports also indicated the shortcomings of each program and the features http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0078
which were highly accepted by the customer. The loyalty program also had cost implications as there was a
need for a strong technical support team to run it successfully. With the reports in hand, Kapoor was in a
dilemma on whether launching a loyalty card would be feasible or not. If yes, then how should it be
structured to motivate the customers to stay loyal to the company? Also, how could the cost in terms of
promotion, training, and technical support be justified? If not a loyalty program, then what marketing
strategies should the company pursue to retain customers effectively? The problem demanded immediate
attention and action and Kapoor was well aware of the implications that a delay in decision making would
have for the market share of the company in the growing and dynamic automobile industry in India.
Expected learning outcomes These include: the concept of customer relationship management;
brothers in pre-independence India. It started off as a business of bicycle spare parts, but quickly expanded
in post-independence India, with Ludhiana as its base. The company later joined with foreign firms like
Honda Motors, Japan to become the largest manufacturers of bicycles in the world. It dominates domestic
markets with a market share of around 40 percent. Ananth Munjal, a learned, ambitious and cautious
individual, is the next generation, ready to take over the reins of the company. Being someone who believes
in learning from past mistakes, he forms a team to critically examine the decisions made by his
predecessors. This team is also directed to utilize forecasting techniques for determining the expected
profitability given the existing state of affairs that prevail. Additionally, Du Pont analysis is to be performed
for studying the efficiency of the company on the facets of operating performance, asset turnover and
associated financial leverage. Also, Ananth's risk-averse nature compels him to study the past with regard http://www.emeraldinsight.com/10.1108/EEMCS-04-2013-0035
to the relationship between operating leverage, breakeven sales and corresponding margin of safety.
Furthermore, he wishes to inspect the historical cost structure of the firm, and its influence on company
performance. Expected learning outcomes These include the use of: SWOT analysis to identify the
strengths, weaknesses, opportunities and threats to a company; PEST analysis to identify the political,
economic, social and technological factors that affect the operations of a company; Porter's five forces
model to analyse an industry. The case also helps students: by identifying fixed costs and variable costs that
are a part of operating expenditure of a business; in the use of forecasting the financials of a company for
the sake of predicting the future outcomes of certain business strategies; by application of Du Pont analysis
to examine
Subject areathe efficiency of business,
International the various processes and
international strategies;
marketing, andinstrategic
determining quantitative
management. terms like
Study
level/applicability Advanced undergraduate and MBA students taking courses in international business,
international marketing, and strategic management. Case overview KPJ Healthcare Group started its
operations in 1979. By the end of 2012, the Group operated 22 hospitals in Malaysia, two in Indonesia, one
in Thailand, and one retirement resort in Australia. Its internationalization efforts began in mid-1990s with
the provision of hospital management service in Indonesia, Bangladesh, and Saudi Arabia. Since 2010, the
Group had pursued international acquisition projects in Australia, Indonesia and Thailand. In early 2013,
the Group's newly appointed CEO and his management team had to decide on the strategies to ensure the
success of these international acquisition projects. This case stimulates discussion on international
strategies of a large healthcare group, operating in a highly competitive, high-growth industry in an http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0092
emerging economy. Expected learning outcomes Understanding of approaches to service
internationalization (incremental versus rapid), strategies in service internationalization, forms of service
internationalization ventures will enable case analysts to apply and consider these concepts in many
business situations involving internationalization process and business growth in general. Supplementary
materials Teaching notes are available for educators only. Please contact your library to gain login details
or email support@emeraldinsight.com to request teaching notes.
Subject area Tourism & Hospitality. Study level/applicability Post graduate. Case overview The South
African-based Sun International Group (SI) develops, operates and manages hotels, resorts and casinos. In
its mission statement, SI describes itself as a leisure group offering superior gaming, hotel and
entertainment experiences. In 1984, SI was listed in the travel and leisure sector on the Johannesburg
Stock Exchange. SI is looking for growth opportunities. Expected learning outcomes Strategic options
analysis to create new market spaces. Practical application of blue ocean thinking frameworks. http://www.emeraldinsight.com/10.1108/EEMCS-05-2013-0042
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 area Family Business, Entrepreneurship, International Business and Marketing. Study
level/applicability This case is intended for an undergraduate business student audience in courses
dealing with Entrepreneurship, Family Business, International Business and Marketing. Case overview
TARA Trade, a Lebanese souvenir-item designer and distributor owned by two brothers, was facing hostile
competition. The partners who operated the business from two different continents had to deal with
multiple threats to maintain their market position in a region of the world riddled with political unrest,
regulatory chaos and idiosyncratic (distinctive) socio-cultural business practices. Expected learning
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outcomes Students are challenged to identify solutions to the marketing concerns and analyse the
partnership issues faced by the international ownership/management of the business. Supplementary
materials Teaching notes are available for educators only. Please contact your library to gain login details
or e-mail: support@emeraldinsight.com to request teaching notes.
Subject area International marketing, international strategy, strategic decision making, consumer
behaviour, brand strategy. Study level/applicability This case study is intended for MBA and Masters
courses, specially in MSc Marketing, MSc Strategy and International Business. Case overview The case
presents new comparative data of a decade consumer research of imported wines conducted in the UK in
the years 2002 and 2012. The task of the students is to understand consumer's changes, new preferences
and new trends in this industry and to implement the new international marketing strategy for the Chilean
wine industry in the UK market. Expected learning outcomes The students should be able to identify the
key issue of this case study, which is related to how Chilean wines can compete better in the international
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market place, facing strong competition from both Old and New World wine producers. It is also important
to understand the comparative data from 2002 versus 2012, the changes in consumers' preferences and new
trends of this industry. How to implement the marketing strategy in a highly competitive environment is a
key task for the students. Supplementary materials Teaching notes are available for educators only. Please
contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

overview Joy Banerjee and Gaurav Tripathi have recently joined as Managers in the Planning Department
at All India Warehousing Private Limited (AIWPL). Their on-job training is completed. They have met
with almost all the officials at the warehouse, have interacted with labour to understand the company and
its functions, and are planning to meet Kamlesh Patel, their Managing Director, to discuss the challenges
and opportunities and to suggest strategies. Will they be able to make a satisfactory presentation to
Kamlesh Patel on the company performance and the parameters that are going to be crucial to AIWPL's
continued success? This case study may prove useful to practicing managers and management students on
understanding the working of a family run private warehouse, business environment in the warehousing
sector, use of technology and organizational capability to manage multi-product, multi-location
warehouses. Expected learning outcomes To illustrate typical organizational responsibility structure at a http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0073
private warehousing site. To illustrate the planning and administrative control mechanism in implementing
strategy at a warehousing site. Offer students opportunity to understand and take view of a typical
operational (project) structure. Opportunity for students to speculate adaptations in the wake of ever-
changing business and company environment. Opportunity to introduce Logistic Scenario in India,
warehousing technology and relate with the case in context. 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.
forwarding by air, sea, and land, warehousing and distribution, industrial logistics, and stevedoring and port
services. The case is all about the issues related to operations and human resource management in W&L
Berhad, company in Malaysia. The company management observed that there has been an increasing trend
on the number of mis-shipment. The investigation report was too worrisome to the Managing Director. The
mis-shipment recorded in September 2011 was 5.91 per cent and by the end of first quarter in November
2012, the mis-shipment increased to 6.71 per cent. On the second quarter starting from December 2012, the
mis-shipment continues to increase to 6.99 per cent and by February 2013, the mis-shipment was at 7.56
per cent. An independent consultancy was assigned to analyze the root causes of the issues. The agency
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found that the business having high operating cost due to operational inefficiency, documentation issues
and human resource issues. The case study proposed several solutions to enhance the manpower efficiency,
operational effectiveness, and achieving customer's satisfaction. Expected learning outcomes Learning
the nature of business: to explain the nature of freight and forward business and the base of W&L Berhad,
Malaysia. Nature of business operation issues: the case can be used to examine the issues of business
operations due to mis-shipment in freight and forward companies. Nature of manpower issues: the case can
be used to examine the issues of manpower in correlation with a mis-shipment of freight and forward
companies.
Subject areaIntegrating business
The courses and operational
prominent issues
in this context with
are: customer
social media delight and business
marketing, integratedloss. Strategic
marketing
communication, internet marketing. For the students of internet marketing, the case may be focussed on
understanding the dynamics of social media marketing. Study level/applicability The case shall be
administered among students pursuing their post graduate degree in management. Case overview The
case reflects the importance of social media marketing and various successful campaign activities led by
Mumbai Indians. It highlights how companies can connect with audience vide social media that provides
instant feedback and direct connection with the target audience. The strategic frame that can be used to
organize the campaign has been suggested by the authors in teaching notes, besides evolving the metrics to
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evaluate the success/effectiveness of such campaigns. The case evaluated social media campaigns and
identified best-suited channel. Expected learning outcomes The case may be focused on understanding
the dynamics of social media marketing. Management students would have a huge learning in terms of how
social media campaigns are developed and effectiveness of social media campaigns. The case explains the
metrics to evaluate the success/effectiveness of such campaigns. The case evaluated social media
campaigns and identified best-suited channel which would be a learning for student studying online
marketing. Supplementary materials Teaching notes are available for educators only. Please contact your
Subject
library toarea Marketing.
gain login detailsSub subjects:
or email customer segmentation, targeting,
support@emeraldinsight.com positioning
to request and new product
teaching notes.
launch strategies. Study level/applicability This case can be taught at degree and master level
management programmes including distance education mode in business schools having marketing
management as one of the subjects. Case overview Maruti Suzuki a leading global Japanese car
manufacturer recently launched a new multi utility passenger car with the brand name Ertiga. Ertiga was
launched by Maruti Suzuki as life utility vehicle (LUV) using lifestyle categorization instead of using car
categorization to position Ertiga using LUV theme. This new category created called LUV is in car
categorization between high end hatchbacks and multi utility vehicles/sedans. This case highlights how
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Maruti Suzuki through effective market research was able to identify a new category and also create and
offer a car to the Indian market. This case covers some of the innovative promotional strategies like in film
promotions and brand placements which was used to promote Ertiga in India. Expected learning outcomes
The case is designed to enable students to understand the concept of segmentation, targeting, and
positioning about the various products launch strategies companies adopt in the emerging markets. Also
this case covers the marketing mix concepts and how it was adopted during the Ertiga launch in India.
Supplementary materials Teaching notes are available for educators only. Please contact your library to
gain login details or email support@emeraldinsight.com to request teaching notes.
develop an egalitarian model aspired on the basis of local values but at the same time is on the line of
international standards. Case overview In Shifa, It was observed that locally trained HR managers could
better synchronize employees' aspirations with standards of diffused model as compared to foreign trained
managers. It was found that the former group of professionals appreciated local values; therefore they
considered these values while following standardized rules and regulation; whereas the latter group took it
as a bunch of obsolete concepts which had nothing to do with employee management practices in
urban/modern organization. Therefore, positive perception of locally trained managers' about the
indigenous' wisdom and its consideration in employee management decisions enabled them to play a
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proactive role in developing cultural fit HR practices, besides winning the support of both, management
and the workers. This also allowed them to maintain balance between local aspiration and international
standards of operations. Although SIH is unique in terms of its mission, services, organization, and its use
of technology, it is believed that this unique case may provide useful insights for organizations in similar
situations. Many of the difficulties faced by SIH either support or help to understand situations prevailing
of other organizations working in the context of Pakistan. For instance, any public or private organization
or multi-national corporation following Western (diffused) HR model to regulate workforce in the local
setting can get
workshops thatbenefit fromas
have HRM this research. Expected
a component learning outcomes
of the programme. The casecan
Thebe
teaching objectivesfor
used effectively of the
classroom discussions as well as in distance learning programmes. Case overview The case looks into the
HRM practices at a leading Indian construction company ABC Constructions. The case tries to explain
the management perspectives behind the people practice initiatives undertaken by the company in order to
recruit/retain and nurture talent. The case also explains the basic principles underlying its human resource
policies. It tries to explain the initiatives taken by ABC Constructions to meet the challenges posed by the
changing business environment, as the company moves beyond the borders of the country of its initial
operations. The case provides an overview of unique challenges faced by a company in the Indian http://www.emeraldinsight.com/10.1108/EEMCS-05-2012-0095
construction industry, where a significant number of people executing its projects are not its permanent
employees. Expected learning outcomes The students would get a fairly good understanding of existing
good practices in the field of human resource management, especially in the context of a multifaceted and
labour intensive construction industry in the Indian corporate scenario. Anecdotes of actual experiences
with respect to people management would facilitate greater understanding of the complexities involved at
the grass root level of functioning and implementation. Theoretical inputs relating to training could be
better understood through the customised programmes provided by the company for its diverse workforce.
overview GranuLab is a private limited company based in Shah Alam, about 30?km from Malaysia's
capital city of Kuala Lumpur; it was a producer of synthetic bone graft substitute GranuMaS. GranuMaS
was launched in the Malaysian market in late 2010. At that time, the company aimed to capture 50-70
percent of the Malaysian bone graft substitute market by the end of 2015. However, by the end of 2012,
GranuLab was experiencing low sales and the company had suffered a two-year loss due to manufacturing
at low capacity. GranuLab also faced stiff competition from multinational competitors that had penetrated
the Malaysian market earlier with competitive product offerings. The pressure to increase the sale of
GranuMaS was mounting for Mr Romli Ishak, the Managing Director of GranuLab, Mr Fadil Dalal, the
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new General Manager of Marketing, and GranuLab's management team. This is especially so since the
company's contract to supply GranuMaS to government hospitals under the Ministry of Health (MOH)
program would end soon. These situations forced the company to make a quick decision. In December
2012, Mr Romli and his team pondered upon the best strategy that the company should pursue to achieve
its objective of being a dominant player in the Malaysian bone graft substitute industry. This teaching case
is designed to stimulate case analysts' thinking on positioning a medical device product in a market which
was already conquered by established multinational companies. Expected learning outcomes
Understanding of the concept of product positioning, product lifecycle, marketing mix strategies, and social
Subject area A consulting team to an international food packaging company (SDYesBox) is attempting to
decide which algorithm is the most useful for selecting two national markets in Central America and the
Caribbean. SDYesBox wants to work closely with its immediate customers manufacturers in the dairy
and food industry and their customers (retailers) to develop and market innovative products to low-
income consumers in emerging markets; the next big opportunity for the dairy industry according to
SDYesBox. Study level/applicability New product development and market selection in emerging
markets in Latin America. Case overview Five algorithms are on the table for assessing 14 countries by
12 performance indicators: weighted-benchmarking each country by the country leader's indicator scores;
tallying by ignoring indicator weights and selecting the countries having the greatest number of positive
standardized scores; applying a conjunctive and lexicographic combination algorithm; and using a fluency
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metric of how quickly consumers can say each country aloud. At least one member of the consulting team
is championing one of these five algorithms. Which algorithm do you recommend? Why? Expected
learning outcomes Learners gain skills, insights, and experience in alternative decision tools for
evaluating and selecting choices among emerging markets to enter with new products for low-income
(bottom of the pyramid) products ands services. Supplementary materials Teaching notes are available for
educators only. Please contact your library to gain login details or email support@emeraldinsight.com to
request teaching notes.

Subject area The area of focus is on organization strategies, specifically in developing appropriate
strategies for business expansion in a situation of high economic uncertainties. Study level/applicability
This case is designed for advanced undergraduate in the business and management programs and students
in the MBA programs. It is suitable for courses of organizational management, organization theory and
design, strategic management, and managerial economics. Case overview At the end of 2009, Kumpulan
Perubatan Johor Healthcare Group was the largest public-listed healthcare service provider in Malaysia,
with revenues of RM1.5 billion (approximately USD0.5 billion) and a net profit after tax of RM115 million
(approximately USD38 million). The country was experiencing economic downturn, which affected
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demands of the affluent as well as medical tourism segments, which were the targeted market of the
company. Datin Paduka Siti Sa'diah Sheikh Bakir, the group's CEO and her management team realized that
the company needed to seek a new growth strategy. The case stimulates a discussion on the future strategy
of a high-growth healthcare company that aspired to be the leading healthcare player in the region.
Expected learning outcomes Understanding the process of analyzing an industry, as well as formulating
strategies, enables case analysts to extend the practice of making strategic decisions to many business
situations. Supplementary materials Teaching notes are available for educators only. Please contact your
library to gain login details or email support@emeraldinsight.com to request teaching notes.
India for software development. Study level/applicability The case can be used of MBA and BA level
courses in human resource management and international management. Case overview The focus of the
case is on the international HR issues that emerge and how this company goes about solving its challenges
of charting an international course. The telecom company establishes an Indian subsidiary, USTC-I, for this
purpose and recruits fresh graduates and experienced professionals for USTC-I. The case describes the
human resources challenges faced by Todd Johns, an HR Manager with the US company as the company
attempts to recruit professional for USTC-I. This case deals with specific HR tools and techniques that can,
and perhaps, should be used in identifying, recruiting, hiring and retaining employees. Expected learning
outcomes Students should be able to: evaluate the current situation of the organization and offer possible http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0106
remedies and solutions for improving future human resource practices in a global context, identify and
analyze the effectiveness of how HR tools (recruiting methods, interviews, selection methods, orientation
programs, reward systems) are implemented, develop a plan for improvement of HR recruiting and
selection in an international context, explain the factors and problems that can undermine an interview's
usefulness, and techniques for eliminating these problems in an international context, explain the pros and
cons of background investigations, reference checks, and pre-employment information services in an
international context.
Supplementary materials Teaching notes are available for educators only. Please contact your library to

Subject area Strategic management and marketing. Study level/applicability Executive education;
postgraduate; undergraduate. Case overview By 2004, the low-cost carrier model had just recently been
introduced to Southeast Asia. Airlines under this model quickly began taking market share. Singapore's first
budget carrier, Valuair, finds itself in fierce competition between two rapidly emerging competitors in the
second half of 2004. Valuair needs to expand in order to remain competitive. However, for this to happen
the company needs additional access to capital. The CEO, Sim Kay Wee, has begun pitching to investors
that his company is a smart low-risk investment. Is Sim right, given Valuair's competitive position and the http://www.emeraldinsight.com/10.1108/EEMC-07-2013-0145
market environment in which it operates? Expected learning outcomes Students will be able to apply
strategic frameworks in order to develop an understanding of Valuair's market position and use this
understanding to advice investment decisions. Supplementary materials Teaching notes are available for
educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to
request teaching notes.

Subject area Reverse positioning, market segmentation, customer-centric organization. Study


level/applicability Postgraduate program; Master in strategic marketing and Master in business
administration. Case overview Declining radio listenership is triggered by lack of attention of the radio
managers to the desires of radio listeners. Delta FM radio, as part of Masima Media Group, is a radio that
realized the need for revitalization. They changed their target audience and positioning to regain its former
glory. Delta FM radio get back to the core benefit with the tagline: 100% Great Songs. Shifting from
highlighting the emotional benefits to functional benefits and to cut a variety of benefits is called reverse
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positioning. Expected learning outcomes The objective of this case study is to give deeper
comprehension a new concept called reverse positioning or reverse branding. It is an example of the
dynamic of hyper competition in media market in practice, in the emerging market such as Indonesia. It
provides clear picture of the difference between listener oriented vs advertiser oriented company and the
impact of the imbalance portion between them. Supplementary materials Teaching notes are available for
educators only. Please contact your library to gain login details or email support@emeraldinsight.com to
request teaching notes
Study level/applicability Postgraduate/graduate management programmes. Case overview EHBH is a
Delhi-based healthy food and snacks company offering an effective, efficient and reliable service in the
beverage/catering segment. The company has opened outlets in corporate offices and educational
institutions in Delhi/NCR. Driven by quality and hygiene standards, the company's aim is to keep customer
satisfaction at the core of its operations. The case on EHBH describes the entrepreneurial journey of the
founder and MD, Mr Furkan Khan. The case discusses the motivation to start a new venture. The thrust of
the case lies in learning how to develop and operate unique business model. The case is written at the time
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when the company is in its establishment stage. The case elucidates the potential in the food industry
especially fruit juices. Expected learning outcomes To demonstrate specific motivating factors to enter
into a new venture, to understand various entrepreneurial models and their applicability in the present case,
to highlight overview, trends and the various challenges associated with Indian juice food industry, to
understand the conception and implementation of new business model. 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
management development programmes, seminars and workshops that have HRM as a component of the
programme. The case can be used effectively for classroom discussions as well as in distance learning
programmes. Case overview The case looks into the HRM practices at a leading Indian construction
company ABC Constructions. The case tries to explain the management perspectives behind the people
practice initiatives undertaken by the company in order to recruit/retain and nurture talent. The case also
explains the basic principles underlying its human resource policies. It tries to explain the initiatives taken
by ABC Constructions to meet the challenges posed by the changing business environment, as the company
moves beyond the borders of the country of its initial operations. The case provides an overview of unique
challenges faced by a company in the Indian construction industry, where a significant number of people http://www.emeraldinsight.com/10.1108/EEMCS-07-2013-0132
executing its projects are not its permanent employees. Expected learning outcomes The students would
get a fairly good understanding of existing good practices in the field of human resource management,
especially in the context of a multifaceted and labour intensive construction industry in the Indian corporate
scenario. Anecdotes of actual experiences with respect to people management would facilitate greater
understanding of the complexities involved at the grass root level of functioning and implementation.
Theoretical inputs relating to training could be better understood through the customised programmes
provided by the company for its diverse workforce. The HR challenges faced by the top management as a
Theory
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UMW Holdings was one of the biggest corporations in Malaysia, registering revenues of RM13.5 billion
(US$4.5 billion), and net profit after tax of RM1 billion (US$0.33 billion). By that time, it had 110
subsidiaries, operating in four core businesses of automotive assembly and distribution of Toyota lines of
products, automotive components and lubricants original equipment manufacturing (OEM) and
replacement equipment manufacturing (REM), heavy equipment, and oil and gas drilling service. In
September 2011, the company had targeted its Toyota automotive business to contribute to 50 percent of its
revenues, while the other 50 percent would come from its other three businesses, by the year 2015.
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However, as of the first quarter of 2012, Datuk Syed Hisham Syed Wazir, the Group CEO and his
management team realized that, at 72 percent, the automotive business was still the main contributor to the
Group's revenues. As the company's Toyota assembly operation was limited exclusively to the Malaysian
market, plus in the face of greater competition within the automotive industries, the company needed to set
strategies to achieve its 50:50 plan. The case stimulates discussion on strategy formulation of a mature
corporation, involved in diversified business portfolio. Expected learning outcomes Understanding the
process of industry analysis, as well as the formulation and implementation of business-level and corporate
strategies, enables case analysts to extend the concepts to many business situations. Supplementary
Subject area Business management, organization behaviour, organization values, organization culture,
customer service. Study level/applicability The case study is suitable for undergraduate courses,
particularly business management and related areas. Case overview Ritz Carlton Hotel is one of the
luxurious hotels which has expanded internationally in the last 30 years and recently opened its iconic hotel
Abu Dhabi Grand Canal. Ritz Carlton offers unique experiences to its customers, which are driven by the
embedded Gold Standards and values. It has enabled the Ritz Carlton to redefine the hospitability
experience and create a competitive advantage. In this case study, the experience of opening this Abu Dhabi
hotel is explored with reflections on their Gold Standards and the values which have resulted in the Ritz http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0115
Carlton being benchmarked as a best service company. This made Ritz Carlton to change the way it
redefines its business by not being just a hotel, but rather a company which creates memories and
experiences for customers. Expected learning outcomes Discussing the essential factors that contribute to
the success of companies in the service industry, with a focus on organization values and living these
values in order to achieve competitive advantage. Supplementary materials Teaching notes are available
for educators only. Please contact your library to gain login details or email support@emeraldinsight.com
to request teaching notes.
in China. This case may also be suitable for an undergraduate or masters level courses in consumer
behaviour, distribution management or marketing in China. The case covers environment analysis, market
segmentation, consumer behaviour and distribution channels. Case overview Skyworth, a Chinese
manufacturer of television sets, was faced with some major decisions. Government subsidies on consumer
purchases of household appliances had stimulated demand for TV sets especially in rural areas. However,
there were limited distribution channels serving rural areas. Large-scale nationwide chain stores like Gome
and Suning served mainly urban areas and top-tier cities. These retailer chains were less interested in
selling TV sets as their profit margins were lower. How should Skyworth set up its distribution network to
take advantage of the growth in rural markets? Establishing its own channel network would involve huge
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investments that would affect Skyworth's profits in the next few years. Relying on existing retailer chains
may not give it the coverage it wanted. Skyworth's brand reputation had also suffered because of poor
product quality and customer support. Can the distribution channel network help to improve its brand
reputation and customer loyalty? This case highlights how government policies in China can shape the
growth of the household appliance market and change consumption patterns.
Expected learning outcomes By studying this case, students will: 1. Examine how environmental factors
affect television manufacturers in China; 2. Understand the buying behaviour of rural households for
household appliances; 3. Examine distribution channels in an emerging market; 4. Evaluate a company's
product portfolio strategy; and 5. Suggest segmentation bases for the market for television sets in China.
Subject area Management science, operational and financial risk of overseas enterprises. Study
level/applicability This case is mainly applicable to international business course and project
management course. Case overview Since 1992, the Great Mekong sub-regional economic cooperation
between China and ASEAN countries was officially launched and set free economic zone. Hydropower is
starting to develop in recent years in Cambodia, and it is a good significance to Cambodia's industry.
Furthermore, most of hydropower plants in Cambodia are built by Chinese companies. Thus, this paper will
analyze the current risk and condition of Kamchay hydropower, as well as the development of Chinese
enterprise for Cambodia economic and social development. Expected learning outcomes This case study
provides students concepts on international business, project management, and operational risk of overseas
enterprises. The principle of project contracting, labor cooperation, and project financial in international http://www.emeraldinsight.com/10.1108/EEMC-10-2013-0022
process are considered together with the implications they have for advancing understanding of the
problem of the host country's government interests and the various risk of enterprises in international BOT
projects.

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 area Entrepreneurship, entrepreneurialism, marketing strategy, strategic stakeholder engagement.


Study level/applicability Entrepreneurship policy makers, post-graduate level, practitioners interested in
MENA region. Case overview Yogen Frz is a leading frozen-yogurt franchising network started in 1986
in Ontario, Canada, as a small business adventure. It then grew to be the largest frozen-yogurt company in
the world after acquiring many of its smaller competitors locally and internationally. In 2002, new key
players entered the market and set new benchmarks in the frozen-yogurt industry, which led to Yogen Frz
losing its dominance and closing many shops. This case study is written to show how Yogen Frz, the
world's largest frozen-yogurt chain, was outperformed by new, small-sized rivals in the industry. This case http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0117
explains the successful strategic move made by Yogen Frz to adopt a rebranding strategy and reintroduce
itself with a totally new brand image. Yogen Frz specializes in frozen yogurt and now has more than 100
flavors and 1,300 outlets around the world. Expected learning outcomes This case study will expose
students to a strategically successful example of expansion and critical thinking beyond the daily operation
of a business. The students will be able to apply business process models, SWOT 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.
management. It can be used at the beginning of the course to introduce strategies for managing and
sustaining growth of a business. MBA/postgraduate course on organizational development. It can be used
in the middle of the course to help students understand the importance of designing an optimal
organizational structure for a family business. Case overview FragraAroma was an Indian fragrance
company. Anil Gupta, the Founder and Managing Director of FragraAroma, and his sister Nisha were equal
shareholders of the company. With changes in the Foreign Direct Investment Policy in 2013 in India, Anil
and Nisha's husband Tarun had different expansion plans for FragraAroma. While Anil was planning to
expand FragraAroma internationally, but his sister and her husband wanted diversification of the company's http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0085
customer segment in the domestic market itself. The case is poised at the juncture, where Anil was facing a
labyrinth of critical decisions. Would he go ahead with Tarun's expansion plan or stick to his plan of
internationalization? Would his decision affect the harmony of the family? Was there a way that could
enable him sailing his family and family business out of the doldrums? Expected learning outcomes This
case is primarily about a family business and the dilemmas faced by the owner of that family business. The
case captures the challenges faced by a family business in sustaining growth and competitiveness. The case
can be used to understand how decisions are taken in a family-owned business. To understand the
case could also be discussed in an executive development program on marketing/business strategy. Case
overview The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta,
Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in
India. The case traces the brand's foray into the Indian bottled water market as a regional players and its
growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through
institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The
balance between becoming a mass and a premium brand was also looming large. The major question that
Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to http://www.emeraldinsight.com/10.1108/EEMCS-05-2013-0062
penetrate the retail market. Given the latter is more beneficial for the company, the issues of product,
pricing and brand communication needed to be revisited since these are not similar for B2B and B2C
brands. Expected learning outcomes The various learning outcomes of the case include: understanding
the differences between B2B and B2C marketing and the need for different strategies for both, apply
marketing research findings to introduce a product in a market, evaluate and execute marketing
communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading
to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful

Subject area Real estate economics, strategic management. Study level/applicability BA, undergraduate
year 3, 4 Case overview The case aims to raise an issue of the effects of the economic crisis on Europa
shopping centre in Vilnius, Lithuania, and its owner, Baltic Property Trust (BPT) Secura. For the first time
since its opening in Vilnius, the company faced rapidly decreasing flows and turnover. Falling revenues
meant that most stores within the shopping mall had been struggling to maintain their cash flow and
profitability. The major idea of the case is to show that shopping centre management is a complex process
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covering interrelated relationship among owners, tenants, customers and society in general. Expected
learning outcomes Learners will be able: to apply knowledge of retail segment functioning specifics; to
apply knowledge of retail property management (in various economic and market cycles); and to apply
strategic management principles in property 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.

who want to learn the methodology adopted by firms with respect to strategic management and marketing
for launching a new product in Indian market. Case overview Launch plan for Roulette, a premium
segment brandy manufactured by John Distilleries Private Limited, has to be designed for Karnataka,
Pondicherry and Andhra Pradesh markets in India by the Brand Manager Mr Pundlik Kalburgi.
Competitors and target market share needs to be identified for all the three markets. Potential outlets, target
outlets, channel-wise sales contribution, depot-wise sales contribution and size of the packs to be produced
need to be identified for Karnataka market. These identifications need to be submitted to the chairman of
the company and other department heads to implement the launch. Expected learning outcomes Pareto http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0088
rule (80/20 rule) application for cost-efficient launch strategy; segmentation and identification of
competitors; procedure to identify potential of the launch product and market share that can be targeted;
and understanding the complete functioning of alcoholic beverage industry in Indian markets (with special
reference to Karnataka) and analysing the market data to build an entire launch plan; 4.1 Identifying
channel-wise potential and target outlets for the launch product; 4.2 Identifying potential and target depots
and number of outlets under each of the depots; 4.3 How pack size of launching product to be
manufactured is decided upon. Supplementary materials Teaching notes are available for educators only.
had started a small business in the used computer market. The team recognised the potential of the
refurbished computer market in India, which was largely unorganised with penetration of personal
computers pegged at less than 5 per cent. They identified the opportunity to address the digital divide,
caused by lack of affordability and accessibility, by providing inexpensive as good as new used
computers to those who aspired to own a computer. Additionally, in extending the life of used computers on
a large-scale through frugal innovation, they hoped to reduce the extent of e-waste generated in the
economy. This case provides a rich description of an emerging market characterised by market
heterogeneity, social-political governance with poor policy measures, unorganised markets, chronic http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0077
shortage of resources and inadequate infrastructure. Entrepreneurs hoping to address social issues must
tackle these problems at the grass-root level and come up with improvised solutions that address the unique
needs of the heterogeneous and resource constrained market. Some of Reboot Systems pressing challenges
were in building a viable strategic approach to the market and ensuring scalability in a sustainable way.
Expected learning outcomes An understanding of the characteristics of an emerging market from a macro
(environmental) as well as micro (industry specific) perspective, an appreciation of opportunity
identification
Subject area and
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case study is apt markets as well
for the undergraduate as differentiating
as well frugal
as the postgraduate innovation
students from the
in courses
spanning from human resource management and leadership to non-government organizations' management
and organizational visioning issues. Study level/applicability Management courses. Case overview The
case veers around an NGO called Mukti, which was established post-Gujarat riots. The NGO see