Case studies
Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.
Arpita Agnihotri and Saurabh Bhattacharya
Case explains how female leaders are more concerned about social issues the industry in which they operate could resolve. Obo-Nia, CEO of Vodafone Ghana, showed concern for…
Abstract
Social implications
Case explains how female leaders are more concerned about social issues the industry in which they operate could resolve. Obo-Nia, CEO of Vodafone Ghana, showed concern for resolving the digital divide in Africa and offered a collaborative solution. The case also suggests how female CEOs invest in strategic corporate social responsibility (CSR) that could create a competitive advantage for firms. The case also discusses gender diversity issues in the science, technology, engineering and math (STEM) field and how Vodafone Ghana’s CEO tried to enhance gender diversity in the telecommunication sector and Vodafone. Obo-Nai did not emphasize gender diversity from a CSR perspective but believed in a business case for gender diversity, as an increase in participation of women in the STEM workforce could help the telecommunication sector innovate faster and resolve the digital divide challenge while also empowering women working from the informal sector.
Learning outcomes
What is the significance of a digital divide and the societal role of the telecommunication sector; Why female CEOs are more concerned about CSR and how CSR makes not charity but business case; Why female CEOs are more inclined toward collaborative strategies and how stakeholders are involved in collaborative strategies for reducing the digital divide; Exploring various strategies for enhancing gender diversity in the STEM field and the significance of gender diversity in the STEM field.
Case overview/synopsis
The case is about the challenges faced by Patricia Obo-Nai, the first female CEO of Vodafone Ghana, to bridge the digital divide in Africa while doing so in a profitable manner. Obo-Nai was an engineer by profession and won several awards as she rose to the post of CEO in Vodafone Ghana in 2019. During the COVID-19 pandemic, she took several corporate social responsibility (CSR) initiatives, such as making internet service freely available in certain schools and universities so that education could continue. Obo-Nai also emphasized gender diversity within Vodafone and urged other telecommunication players to focus on gender diversity from a social responsibility perspective because it was essential for innovation. Under Obo-Nai’s leadership, Vodafone itself launched several new products. She called for a multistakeholder collaborative approach to bridge the digital divide and to make 4G internet affordable in Africa. Obo-Nai collaborated with competitors like MTN Ghana to enhance Vodafone Ghana’s roaming services.
Complexity academic level
This case is intended for undergraduate or graduate-level business and management courses, especially international business and society, CSR and leadership courses. Graduate students in public policy may also find the case compelling.
Supplementary materials
Teaching notes are available for educators only.
Subject codes
CCS5: International Business; CCS10: Public Sector Management
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Keywords
MBA/MS/Executive Training.
Abstract
Study level/applicability
MBA/MS/Executive Training.
Subject area
Business and society; sustainability; women business leaders.
Case overview
This case is about the development of sustainable viticulture in Israel. Michal Akerman, a viticulturist and agronomist, implemented out-of-the box ideas at Tabor Winery, Israel, and was successful in developing organic and sustainable vineyard. However, she faced challenges in terms of improving the quality of grapes as she looked forward to growing some of the best quality French grapes in Israel in the challenging conditions of the Negev desert region.
Expected learning outcomes
The expected learning outcomes are: to analyze the environmental impact of viticulture and sustainable viticulture through Tabor’s example, to examine how leaders can drive businesses to be involved in sustainable practices and challenges involved in implementing sustainable practices and to develop a framework for female leaders working in male-dominated business environments.
Social implications
This case captures Michal Akerman’s (Michal) endeavours to develop organic and sustainable viticulture at Israel-based Tabor Winery. The traditional practices followed to grow the vineyards were proving adverse to the biodiversity. Unsustainable practices wiped out rare plants, and micro-organisms, which were essential for cultivation of grapes. The imbalance and unnatural ecosystem ultimately posed a threat to the very sustenance of the vineyards. As a seasoned viticulturist, Michal was of the view that a stable, diverse and balanced ecosystem prevented diseases among plants, and improved the quality of grapes.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 4: Environmental Management.
Details
Keywords
The case would be relevant to undergraduate level or an introductory master's level course in operations management (OM), supply chain management and production.
Abstract
Study level/applicability
The case would be relevant to undergraduate level or an introductory master's level course in operations management (OM), supply chain management and production.
Subject area
The case can be used as part of a core OM course in the MBA curriculum or any OM or supply chain elective.
Case overview
As a highly diversified manufacturing services company, Jabil's S&OP solution supports customers across many industries such as automotive, cloud computing, consumer packaging, healthcare, mobile, retail and telecommunications. Jabil's customers expect a rapid and accurate response to their demand within hours. Previously, Jabil used a series of legacy disconnected planning tools, unsynchronized data required time-consuming manipulation with Excel. Processes were conducted in siloes leading to a “load and chase” approach, which resulted in excess inventory, component shortages and inadequate capacity. The case focuses on one of the Jabil executives, Lizet Tymon (she). Struggling with the issues caused by the disconnected planning tools, Lizet champions implementing a fully integrated suite of services (built on top of the Kinaxis' RapidResponse software platform). The technology solution proposed by Lizet was ultimately implemented across the company, and the project received high marks, and it opened up career opportunities for her. However, it was not a smooth ride at the very beginning. The case focuses on the issues experienced by Lizet, as she is introducing a new technological solution approach and trying to earn support from her team, her peers, her immediate supervisor, her customers and her higher-level executives.
Expected learning outcomes
The teaching objectives include: understanding and appreciating the supply chain complexities experienced by a global contract manufacturer; helping students think critically regarding the issues around the sales and ops planning; identifying the data needs for the operation and management of a worldwide, connected supply chain; investigating agile solution approaches for information sharing, decision-making and decision-sharing; and exposing the challenges associated with a large-scale technology adaptation.
Social Implications
This case study describes the supply chain challenges experienced by a global manufacturing solutions provider and illustrates the technology adaptation led by a female executive.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 9: Operations and Logistics
Details
Keywords
Undergraduate university level – Core audience. Graduate university level & professional workforce – Secondary audiences
Abstract
Study level/applicability
Undergraduate university level – Core audience. Graduate university level & professional workforce – Secondary audiences
Subject area
Business – Ethics, diversity, leadership, public relations
Case overview
Noor Talbi (she) is a Moroccan entertainment entrepreneur, best but not exclusively known for her belly dancing. Noor remains actively engaged in her business enterprises. Although Noor obtained global prominence in recent decades, her life as an entertainer extends back to her childhood; Noor was born in 1970. Noor’s identity as a woman is not the gender she was identified as earlier in her life. This case explores how the complexities of identity, both personal and societal, intersect with business life as Noor is asked to use her business platform to take on the uncomfortable role of LGBT activist.
Expected learning outcomes
The expected learning outcomes are as follows: examine the nature of identity construction; weigh tradeoffs created by application of competing ethical theories; analyze and evaluate how identity ethics may impact public-facing leadership decisions; and formulate and defend recommended business responses.
Supplementary materials
Teaching Notes are available for educators only.
Social implications
This case acknowledges the prominent role of culture in grappling with complex issues. Not designed as a comprehensive overview of all workplace transgender matters, it provides an introduction to generate pause and empathy among learners. The study strives to challenge students to think of ethics and identity more broadly than how an issue such as being “out” in the workplace is often depicted.
Subject code
CSS 5: International Business
MS / MBA / Executive Education
Abstract
Study level/applicability
MS / MBA / Executive Education
Subject area
Leadership
Case overview
In 2019, French multinational electric utility company, ENGIE SA (ENGIE) was on the verge of zero carbon transition. Under the leadership of Isabelle Kocher (Kocher) who became the CEO in 2016, ENGIE embarked on an arduous journey toward re-profiling ENGIE toward renewable, low-carbon energies, such as solar, green gases and digital. Kocher inherited a loss-making company and took in on a path of transformation toward a company with business lines for future. This meant ENGIE would slowly move out of energy generation through non-renewable sources, toward renewables along with storage and digital technologies. This case chronicles Kocher’s turnaround plans and investments, and explains how she went about making ENGIE a forerunner in energy revolution. While the turnaround was on track, ENGIE was unable to give returns as expected. With mounting pressure Kocher announced a strategic plan in 2019, which reemphasized ENGIE’s focus on renewables and technology. But several major shareholders including the Government of France were not impressed with the plan. It is time Kocher proves that transformation of ENGIE into a clean power company also means returns for the shareholders.
Expected learning outcomes
The outcomes are as follows: First, to illustrate how leaders bring in change and innovation in large well-established companies. It shows the role of leaders in leading the innovation process and in molding the companies according to the opportunities and threats presented by the macro environment. Second, to analyze the role of a leader in bringing changes in the organization. Third, to understand the strategies used by energy companies as they position their businesses in the context of a changing energy landscape.
Supplementary materials
Teaching Note
Social implications
Renewable Energy – Growing cocnern about the impact of climate change on the world at large, has brought to the fore the importance of renewable energy.
Subject code
CSS 4: Environmental management
Details
Keywords
Alexander St Leger Moss, John Luiz and Boyd Sarah
The subject area is international business and strategy. The case allows scope for the following areas: internationalisation, market strategy, emerging market multinational…
Abstract
Subject area of the teaching case
The subject area is international business and strategy. The case allows scope for the following areas: internationalisation, market strategy, emerging market multinational companies, and doing business in Africa.
Student level
The primary target audience for this teaching case is postgraduate business students such as Master of Business Administration (MBA), or postgraduate management programmes. The case is primarily designed for use in courses that cover strategy or international business.
Brief overview of the teaching case
This case centres on the international growth strategy of FMBcapital Holdings Group (FMB), the Malawian commercial banking firm. The case finds the founder and current group chairman, Hitesh Anadkat, in 2016, as he and the FMB board are about to decide on the next move in their Southern African strategy. Since opening the first FMB branch in Malawi and becoming the country's first commercial banker in 1995, Anadkat and his team have ridden a wave of financial deregulation across the region to successfully expand into neighbouring Botswana, Zambia, and Mozambique. Now, an opportunity to gain a foothold in Zimbabwe means the leaders must decide (1) whether they want to continue to grow the FMB footprint across the region, or focus on their integration and expansion efforts within existing markets; and (2) how they will realise this strategy.
Expected learning outcomes
International expansion – identifying the need to expand into new markets; identifying the combination of internal strengths and external conditions that make international expansion viable; and identifying and analysing each possible new market(s) and the decision-making process involved.
Political, social and economic factors in Africa – understanding how these external institutional factors present constraints, risks and opportunities for internationalisation and hence shape strategy; understanding that these factors may vary significantly across countries on the continent (in spite of their geographic proximity) and in some cases, within a single country; and understanding that by selecting markets with extreme socially and politically volatile contexts, the risk of a worst-case scenario transpiring (in which institutional forces trump business strategy) is appreciable.
Combination of resource- and institutional-based approaches – recognising that successful internationalisation requires capitalising upon both internal resources and institutional mastery.
Choosing expansion strategies – assessing the type of new market entry (e.g. greenfield or acquisition of existing operations) and its adequacy for penetrating a new market.
Using networks and local partners – to substitute and enhance the benefits that originally flow from a small (and sometime family-established) business, with an emphasis on acquisition of skills and networks in foreign countries.
Regional integration – optimising business operations through a sharing or pooling of resources and improved capital flow between subsidiaries, in some instances by taking advantage of economies of scale (this extends to enhancing the reputation and awareness of a brand across a wider region).
Family businesses – identifying the value that can be gained through establishing a family business with the support of many “close” stakeholders while also noting the limitation that exist as expansion and growth is required.
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Stephan M. Wagner, Viviane Heldt, Katrin Lentschig and Jennifer Meyer
The case of Bertelsmann China: Supply Chain for Books (A) focuses on one the world's leading media companies to illustrate a widespread problem in the supply chain strategy in…
Abstract
The case of Bertelsmann China: Supply Chain for Books (A) focuses on one the world's leading media companies to illustrate a widespread problem in the supply chain strategy in extremely fast growing markets. Students learn about the basic challenges of supply chain strategy in an international context. The case covers important fields of management theory. Supply chain designs well as cost and performance drivers are revised by the use of frameworks.
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Keywords
Stephan M. Wagner, Viviane Heldt, Katrin Lentschig and Jennifer Meyer
The case of Bertelsmann China: Supply Chain for Books (B) is situated in China in the beginning of 2006. Bertelsmann Direct Group, the Chinese subsidiary of the worldwide…
Abstract
The case of Bertelsmann China: Supply Chain for Books (B) is situated in China in the beginning of 2006. Bertelsmann Direct Group, the Chinese subsidiary of the worldwide Bertelsmann AG, is one of the leading book retailers in the country. Supply chain management is essential for success in retailing, which is why Bertelsmann puts a lot of effort into the optimization of its supply chain design. As costs are paramount to importance in the low-margin book retailing sector, linear programming methods are applied to optimize the network
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Rodney Thomas, Stephen Rutner and Christopher Boone
This case study addresses a number of common transportation management issues. It provides an opportunity to analyse historical freight payment data in order to reduce…
Abstract
This case study addresses a number of common transportation management issues. It provides an opportunity to analyse historical freight payment data in order to reduce transportation costs and improve customer service, allowing students to utilise real freight payment data and order shipment history data to make recommendations that have strategic implications for both cost and service performance.
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Arunachalam Narayanan, Malini Natarajarathinam and Brandon Winn
BP has interest in both upstream and downstream segments in over 100 countries worldwide. The United States subsidiary of BP is the nation's largest producer of oil and gas. This…
Abstract
BP has interest in both upstream and downstream segments in over 100 countries worldwide. The United States subsidiary of BP is the nation's largest producer of oil and gas. This case focuses on the upstream procurement activities in the Gulf of Mexico.
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Case length
Case provider
- The CASE Journal
- The Case for Women
- Council of Supply Chain Management Professionals
- Darden Business Publishing Cases
- Emerging Markets Case Studies
- Management School, Fudan University
- Indian Institute of Management, Ahmedabad
- Kellogg School of Management
- The Case Writing Centre, University of Cape Town, Graduate School of Business