Case studies

This case presents the dilemma of a multinational oil and gas company, ExxonMobil, as it factors in the ethical issues related to the environment and cultural differences in deciding whether to proceed with building a pipeline in Chad and Cameroon, two of the poorest and most corrupt developing countries in West Africa. The many players in this project included the World Bank--which cofinanced the project and put restrictions into place that would hopefully prevent pipeline-related government corruption in both Chad and Cameroon--and many environmental and human rights groups that warned of potential disaster. The case also covers the environmental and social analysis of the areas that would be affected by the pipeline.

The case takes place in the city of Dubai, United Arab Emirates, a booming regional tourist and commercial center located on the Arab (Persian) Gulf coast of the Arabian Peninsula. The story describes Vijay, the Indian (East Asian) entrepreneur, his personality, background, motivations and management style. The focus of the case is on how this entrepreneur grows the business over the seven years leading up to the decision to launch a travel club targeted toward East Asian travelers in the region. The details of the new venture are chronicled from inception to its eventual closure four years later under desperate financial circumstances. The richness of the case is enhanced by the inclusion of details of the legal, economic and cultural factors that define the business context and business risks. The case provides an interesting and informative view of a part of the world that is “in the news” but largely remains a mystery to the typical North American student.

This case examines the ethical issues raised when businesses contract for the military during time of war. Dow Chemical Company was a military contractor during the Vietnam War and the primary producer of Agent Orange - a defoliant used to clear vegetation. Agent Orange has been linked to a number of serious medical conditions in war veterans and Vietnamese civilians. In 2004, Vietnamese citizens filed suit against Dow for illnesses they believe were caused by exposure to Agent Orange. Dow thought the issue should have been addressed through political and social policy, while Vietnamese citizens and U.S. Vietnam war veterans believed Dow was ethically responsible. As the case moved through the U.S. judicial system, some of Dow's investors grew uncomfortable with how it was handled. Dow CEO Andrew Liveris was left to wonder what his company could have done differently and what they could learn from the Agent Orange episode that might prevent similar problems in the future. This incident appeared to be a relatively distinct case, but in July of 2007 it was reported that the number of private contract employees in Iraq exceeded that of U.S. military personnel. Consequently, it is likely that companies and their stakeholders will have to address similar issues.

On April 4, 2007, Don Imus, one of the company&s most popular talk show personalities made comments on the air regarding the Rutgers women&s basketball team. According to the transcription from Media Matters for America, Imus said, “ That&s some nappy-headed hos there. I&m gonna tell you that now, man, that&s some … woo. And the girls from Tennessee, they all look cute, you know, so, like … kinda like … I don&t know.” At first, the comments did not seem out of the ordinary for one of radio&s “shock jocks.” However, as the public reaction grew, the situation changed considerably. Under pressure from the public, Moonves reluctantly suspended Imus. But it was too little too late. By the end of the day on April 11, analysts estimated that $2.5 million in advertising revenue was lost. On April 12, Moonves terminated Don Imus& contract.

After Moonves fired Imus, there was still a lot to consider. He really wanted a way for the company to meet the demands of the company&s stakeholders. In addition, he wanted to avoid any more distractions from the firm&s normal day-to-day operations.

Heather Loya started her custom designed wedding invitations business in the aftermath of the September 11, 2001 terrorist attack, when she was no longer comfortable commuting to New York City from New Jersey for her corporate job. In the ensuing years, her business picked up to the extent that she was making a reasonable income from it. She was due to become a first time mother in July 2007. Her impending motherhood made her realize that she would not be able to work long hours in her one-person business after the birth of her child. She had started a webbased business that was set up to sell wedding invitation accessories (such as boxes, ribbons, etc.) procured from various vendors. This business was expected to take less of her time as compared to the custom business, but the custom business made better use of her creative talents. Heather now had to make a decision whether to emphasize the web-based business to compensate for the likely decrease in revenues from her custom business (because of motherhood) or to just continue her custom business in a scaled down form.

Implementing a sustainability strategy requires firms to consider economic, strategic, environmental, and community perspectives. Suitable for MBA, undergraduate, and executive learners, this sustainability case covers innovation, intrapreneurship, and strategy. A technical note entitled, “Corporate Greenhouse Accounting: Carbon Footprint Analysis” (UVA-ENT-0113) is an effective complement. Frito-Lay’s Arizona facility pilots a program to take its snack chip manufacturing off the grid. Decision makers discuss operating, financial, marketing, and corporate strategy as the facility calculates its carbon footprint, converts to non-fossil-fuel energy sources, and stops relying on the scarce local water supply.

This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and 35 employees in their Cambridge, MA and Washington D.C. offices. Through Kija Kim's leadership, HDM has become a significant niche player in homeland security and disaster relief. The case ends in fall 2005 just after HDM provided Hurricane Katrina mapping support, and Kija is nominated for the SBA Small Business Person of the Year. This case explores the intersection between cultural heritage, leadership effectiveness and organizational behavior. It particularly notes Kija's ability to turn her immigrant female minority status into a business advantage. This strength coupled with her ethos of care and ability to network in all walks of her life contributes to her distinctive and integrated leadership style. Definitions of leadership success and implications for decision making are also highlighted.

Suitable for MBA and executive learners, this case series presents a narrative that prompts students to discuss entrepreneurial thinking. An entrepreneur who loves his native Swedish Lapland uses his natural gift for effectuation to ask What? What next? And What now? As his ventures evolve, students will wonder how they would master similar challenges to their own entrepreneurial plans and expectations. The case can be taught in either one or two sessions of a 90-minute MBA course or a four-hour executive education class.

Josh Brochhausen and Adam Podrat, as partners in The Resource, wrote commercial music for the ads of several companies. They were innovators in the recording studio, and their music appealed to young consumers.

Josh and Adam also had become involved in producing records for hip hop artists. They undertook a project called Deaf in the Family, which was a full length album featuring artists from the hip hop underground. The record was well received among music critics from the underground press, but the project made no money because Josh and Adam did not have the financing to secure the appropriate clearances for the right to use samples from existing songs.

Their problem centered on the uncertainty of financial success in producing hip hop records, which was their passion, and deciding whether to devote energy and resources toward it, and away from making commercial music, which was their livelihood.

In 2007, BP sought and received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana. Had the project gone forward as planned, the refinery would have discharged significantly higher levels of pollutants into Lake Michigan, but would have also contributed to economic development in the region. The result of BP seeking and being granted regulatory approval triggered a firestorm of controversy from multiple segments of society. This case study draws from secondary sources to examine the positions of a variety of stakeholders who influenced BP's decision as to whether or not it should expand its Whiting Refinery. Relevant stakeholders included for analysis are citizen and environmental organizations, political groups, trade associations, BP's employees, and stockholders. The intended target audience for this case is upper-level undergraduate business students studying issues related to business and society, such as corporate social responsibility and sustainable development.

Ethical Entrepreneurship; Internationalization of small and medium enterprises (SMEs).

Bachelor and Master courses in International Management and Entrepreneurship.

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 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.

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.

Teaching note.

Entrepreneurship, management and emerging markets.

Undergraduate and Graduate courses in Entrepreneurship, Managing in Developing Countries/Emerging Markets, Small Business Management, Social Entrepreneurship, International Business

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 performance. But Molenaar is committed to expanding IntEnt's operations and continue to bridge the divide between diaspora investment interest and action.

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.

Teaching note.

Social entrepreneurship, sustainable development and emerging economies.

Advanced undergraduate students and Graduate students (MBAs).

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 how to work with different social players to innovate and manage a self-sustained social entrepreneurship that brings social change for an impoverished community.

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.

Teaching note.

International management control and organisational behaviour.

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.

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

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.

Teaching notes.

Entrepreneurship.

First year undergraduate students in business and management.

“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 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.

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.

Teaching note.

Entrepreneurship, innovation, change management.

Undergraduate and Postgraduate Business and Management.

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 him to develop new products and he won accolades for innovation.

This case can be used to teach entrepreneurial development, innovation and change management.

Teaching notes are also available.

Corporate social responsibility (CSR).

The Homegrown case is designed for teaching corporate social responsibility and business ethics at undergraduate and graduate levels. The case may be used on a variety of courses including: corporate social responsibility, business ethics and corporate social responsibility, and business ethics.

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 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.

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 organizations; evaluate the impact of CSR programs on business performance; justify and defend choices on CSR, and ethical decisions.

Not included.

Entrepreneurship, strategic analysis.

Entrepreneurship, strategic management, business in Asia.

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.

Participants are expected to be able to compare the similarities 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.

Teaching notes.

Innovation, privatisation and property development.

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

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 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.

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 highlight the internal and external factors which positively influence innovation among housing developers?, to present how housing developers are able to manage challenges facing their companies through innovation.

Teaching notes.

Bottom of the Pyramid (BOP); social innovation and business modeling.

Undergraduate and graduate level management/business school students. It can be taught in marketing management and entrepreneurship/innovation courses.

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 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.

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.

Teaching notes and exercise for class-based discussion.

Internationalization, entrepreneurship, franchising, international marketing.

First year undergraduate students of Management courses.

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 franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets.

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.

Teaching note.

Property development, the built environment and privatisation.

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

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

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.

Teaching note.

Agriculture knowledge, market intelligence, emerging business model.

It is best suited to teach undergraduates and graduates in the areas of rural marketing, agri-business management, service management and information and communication technology for development.

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 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.

This is a practical view of how these interventions can be better looked at and can get into policy for a framework for rural areas' socio-economic development.

Teaching notes.

Business management, entrepreneurship, strategic management and business environment.

Undergraduate and Masters level business and management programmes.

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

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.

Teaching note.

Marketing.

This case study can be taught in a marketing course MBAs students: (communication trends analysis, sales models analysis, strategic marketing decision). It 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.

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 “touché 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 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.

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 market potential for business clients; understanding the model of accepting the innovation on the market.

Teaching note.

Strategic market entry; international business; marketing.

MBA/MA in management; international business; postgraduate.

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

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.

Teaching notes.

This case is designed for an undergraduate entrepreneurship course dealing with the launch and growth of an entrepreneurial venture, including strategies for effective team building, especially with teams based in different countries.

This case has been used in 300 and 400 level entrepreneurship courses.

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 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.

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.

Teaching note.

The built environment

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.

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 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.

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.

Teaching note.

Strategic management, sustainable development, business economics, construction management, energy management.

Undergraduate and Master's level business and management programmes with a focus on environmental or strategic management.

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 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.

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.

Teaching note.

Entrepreneurship, Corporate sustainability, CSR, Supply chain.

Master's courses: Entrepreneurship, Strategic management.

In 2002, potential risks 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.

Learn that 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.

Teaching note, Video files

Entrepreneurship; tourism and hospitality.

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.

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.

To compare entrepreneurship under 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.

Teaching notes; photos also available upon request from the author.

Entrepreneurial issues with sub-themes on leadership, decision making, environmental scanning and strategic management, change management.

Undergraduate business and management; MBA/Master's management courses.

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 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.

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.

Teaching notes.

Management (interdisciplinary): corporate social responsibility/financial management/social entrepreneurship.

Undergraduate/MBA.

The case revolves around a Delhi-based non-governmental organization (NGO), GOONJ founded by 40-year-old social 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. 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.

This NGO has been operating without any formal funding for last many years. 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.

• 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 problems of distribution management – especially in the case when there are different stakeholders involved.

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 problems of distribution management – especially in the case when there are different stakeholders involved.

Entrepreneurship; Business Strategy; Business Environment courses.

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.

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 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.

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.

Teaching notes

Social entrepreneurship, Sustainability and Human Resource.

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.

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 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.

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.

Teaching note.

Entrepreneurship, organizational behaviour, managerial decision making, strategic management, leadership and managing change.

Undergraduate business and management and MBA/Master's level management courses.

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 to him by the new environment. In addition this case examines the importance of a right balance between education and experience in successful leadership.

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.

Teaching note.

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

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

Abraaj Capital Ltd (Abraaj), a highly reputed private equity investment and management company, strongly believed in corporate social responsibility, strategic stakeholder engagement and entrepreneurship ecosystem development. In November, 2010, Abraaj held the “Celebration of Entrepreneurship” (CoE) a two-day free entrepreneur event, in Dubai. CoE was attended by more than 2,400 participants. The purpose of CoE was to contribute to building an entrepreneurship ecosystem in the Middle East North Africa South Asia region (MENASA). Based on participant feedback, CoE Outcomes and stakeholder feedback, the event was very successful.

This case is a good example of community engagement and showcases entrepreneurship ecosystem development. This case also highlights the challenges of putting together a signature event in a very short time frame. The future management dilemmas are also raised on various issues like whether to make this successful event a regular part of their organizational activities, and issues concerning the funding of such events. This case can be used to teach event management, branding, marketing strategy, CSR and entrepreneurship (from the ecosystem point of view). It will appeal to both educationalists and practitioners interested in the MENASA region, policy makers who facilitate entrepreneurship, CSR managers, event management companies and marketing specialist. It can be used to teach both undergraduate and postgraduate courses.

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

Teaching notes, videos.

Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.

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.

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 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.

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.

Teaching notes.

Strategic management/entrepreneurship.

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

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

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.

Teaching notes.

Entrepreneurship, Technology management and new product development.

This class is useable for an EMBA or MBA audience, especially for modules relating to entrepreneurship, technology management and new product development.

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 “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.

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.

Teaching notes.

Reverse logistics, environment, CSR.

Bachelor and Graduate students.

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 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.

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.

Teaching notes.

Strategic management and social innovation

Undergraduate and graduate level management/business school students. It can be taught in strategic management and social innovation courses.

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 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?

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).

Teaching notes.

Sustainable development (in under-developed rural communities).

Bachelor's degree.

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

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).

Teaching notes and short documentary online link.

Management, strategy, entrepreneurship.

MBA, executive education.

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 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.

• 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.

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.

Teaching notes.

Strategic Management, Entrepreneurship, Business Management.

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.

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

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.

Teaching notes.

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.

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.

The case addresses a number of issues including:

• Issues to be considered when starting an ICT enterprise.

• Strategic management.

• Business revenue models.

Issues to be considered when starting an ICT enterprise.

Strategic management.

Business revenue models.

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.

Teaching notes.

The case is related to strategy of innovation, strategic marketing and brand valuation.

The case consolidates techniques and methodologies of businesses that 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.

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 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.

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 innovation and brand valuation. (Elaborate teaching objectives are appended in the teaching note.)

Teaching notes.

Entrepreneurship.

The case has been used at Master's level but it has direct application to any MBA programme or entrepreneurship module.

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 ventures with The Prudential plc – Pruhealth and Prulife.

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.

Teaching notes.

Firm success, organizational structure and values, business challenges, corporate change, decision making.

Senior undergraduate courses in Organizational Behavior and Business Policy and Strategy.

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?

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.

Teaching notes.

Entrepreneurship.

The case could be taught in the core marketing course at the post graduate level while discussing the notion of positioning. The case could also be taken up in marketing strategy courses, where the linkage of the positioning to past and future customers and implementation challenges within the organization could be highlighted.

The case shows how the CEO of an entrepreneurial 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 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.

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 beyond a threshold level for a service based organization in a competitive landscape; and the possible need for organizational restructuring to be able to implement positioning in the market.

Teaching notes are available for faculty. Please consult your librarian for access.