Case studies

The strategic management literature states that firms who wish to have a competitive advantage through high customer service (rapid response) and product differentiation need to restructure their organization into empowered, self-managed work units so as to ensure that there is “value-added” at each stage of the value chain. (Porter, 1985; Hill and Jones, 2001) In this case, Vanguard altered part of its structure through the development of teams in order to maximize its operations; and given their results Vanguard successfully put theory into practice. When the major supporter of team management, Mike Wesley, leaves the firm, he is replaced by Wendy Kiefer, a strong supporter of team structures. Her replacement, Shari Lastarza, however is the “old” assembly manager and does not buy into the team concept. Could this be anything but a formula for disaster?

David Walker, a senior attorney in a busy white-shoe law practice is involved in an in-office dispute between his administrative assistant and a respected colleague. He had spent numerous hours listening to both sides tell their stories and has no answers. How was he ever going to help two people he valued greatly work out a compromise between their extremely polar positions? The case provides opportunities to explore the sources of interpersonal conflict, causes of escalation, and ways of diffusing and resolving it.

This case presents the challenges facing a new pastor at Whitney Avenue Congregational church. For many years the church has seen declining membership. Karl, the new pastor, is expected to help foster growth, but as he has learned, some organization members fear that he may want to change more than they would like to see changed. Karl must decide how to conduct himself at the next church council meeting. He also must decide on an approach to effect positive change in the organization.

Russ Clark is a successful NAPA Auto Parts franchisee in Yuma County, Arizona. He sees opportunity in the neighboring Mexican city of San Luis Rıo Colorado. But crossing the border with an after-market auto parts store will require building relationships with others, lots of learning to overcome the significant barriers, and some savvy decision-making in addition to the usual evaluation of business opportunities. Clark must consider a location decision, product mix, human resource issues, and how to promote the new business in an uncertain and unfamiliar context. Clearly, his current American business model will require a great degree of adaptation to make the venture a success. This case was developed from extensive field interviews and shadowing Mr. Clark for a day. In addition, Mr. Clark and his store manager, Rigoberto made classroom presentations describing their experiences surrounding the case situation.

East Texas Oxygen (ETOX) delivered high-pressure cylinders of gases such as oxygen and nitrogen to twelve wholly-owned branches scattered throughout East Texas and Louisiana. Employees loaded and unloaded individual high-pressure cylinders off of and onto trailers manually and the firm had never had a related accident. Robert Jenkins had been challenged to decrease the cost of supplying the branches with cylinders and other supplies. He was considering recommending the palletization of delivery operations which required numerous changes within the organization. This case required students to determine the best routing for the delivery truck(s) and to determine whether or not the number of trucks and drivers could be reduced under palletization. Students were then required to do a capital budgeting analysis and make a recommendation of whether or not to palletize.

An employee&s husband made violent threats to the store manager of a Las Vegas shop specializing in skin care, makeup, fragrance, and hair care products of an international company. The manager wanted the employee terminated. The employee confessed that her husband also threatened her. The employee's personnel file contained no performance problems, but the store manager admitted that she had kept a separate file with such documentation. The Executive Director and the Director of Human Resource Management wondered what they should do.

The ABB (A) case describes the situation leading up to a decision that has to be made concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to the matrix form of management structure employed by the parent ABB. His direct line manager in charge of the global product line wants the move to take place. He has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done. The ABB Transformers (A) case can be used separately, or in conjunction with the (B) case.

The (B) case follows up on the (A) case. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. At a meeting of the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager, the discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now responsible for European operations, remains quiet during the discussions. He later notes that this is a relatively small decision in the context of European operations. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, and on the problems of operating within a matrix structure. The (B) case should be used in combination with the (A) case.

”Green Ox” was written specifically for a midterm exam in an MBA marketing management class. Rather than focus on one particular concept or issue (e.g., segmentation, product line depth), the case challenges students to develop a marketing strategy for a food and beverage manufacturer’s new line of sports beverages, which contain beneficial antioxidants. Focal decisions include choosing a segmentation scheme(s) and a specific target segment(s) and articulating a positioning statement(s) for the new product—all in light of market trends, customer information, and competitor positions. Students must also make recommendations regarding the product name, number of products in the line, and the price (including a break-even analysis). Distribution and promotion issues are downplayed, yet there is sufficient information to determine whether students’ recommendations on the larger issues account for the necessary integration of the 4Ps.

Jan Jaśkiewicz was a successful small grocer in Białystok, Poland, a city of about 300,000. When Poland became a capitalistic nation again in the late 1980s, Jaśkiewicz was among the early entrepreneurs. In the late 1990s, multi-national grocery chains from across Europe began building new, large stores on the outskirts of most Polish cities, including Białystok. In early summer 2000, a few days before the case begins, local independent grocers had been called together by Lewiatan, a Polish wholesale grocer. Lewiatan could offer the smaller grocers the advantages of the chains: bulk buying, Lewiatan-branded goods, slotting fees, and cooperative advertising. The local grocers liked many of the benefits Lewiatan would bring, but were suspicious and wanted someone they knew to be the area representative before they would agree to join Lewiatan. They had called a second meeting to try and find someone to fill the role. Jaśkiewicz was a natural choice: he had been in both the retail and wholesale grocery business, had been in business longer than almost everyone else, and was well-respected. Jan was tempted. Not only did he want to grow his own business, he wanted other Poles to be successful business owners and felt that if he could help Lewiatan, Lewiatan could help others compete with the new, large, foreign-owned and professionally-managed stores.

In 2005, LPP SA was one of the fastest growing firms in Poland’s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP’s business and international strategies, and its internal capabilities. The case also offers a background on the communist rule in Poland and how it led to economic malaise that sparked the strikes by Solidarity under the leadership of Lech Walesa. These strikes eventually cascaded into the demand for reforms and the collapse of the communist regime. Thus, the case tracks Poland’s transition into an “emerging market” and the environment within which LPP developed. The case concludes by asking readers whether LPP needs to reorient its strategies and develop new capabilities to sustain its growth.

Workforce diversity is a reality and offers many benefits to business. Nevertheless, managing diversity poses numerous challenges. This case involves religious diversity, focusing on employers' legal duty to accommodate religious practices. In the case, the assembly line at Electrolux's Frigidaire plant in St. Cloud, Minnesota hummed with activity when suddenly a group of Somali workers walked off the line. The Somali employees were new immigrants and introduced cultural and religious customs which were for the most part unfamiliar to management. The employees were Muslim and left the work stations to observe sunset prayers, one of the five daily prayers central to the Islamic faith. The management dilemma presented in the case is balancing the demands of assembly line production with the religious requirements of Muslim workers in a legal and effective manner. There is a substantial epilogue detailing Electrolux response to the situation which can be used as the basis for further class discussion. To help guide this dialogue, a “mini-instructors manual” follows the epilogue.

Suitable for both MBA- and undergraduate-level courses such as “Integrated Marketing Communications,” this case series traces a product from idea to established, successful brand. In this A case, a spirits industry executive perceives a gap between the under-$10 and the $25-and-up vodkas. Could a midpriced vodka capture some volume from each of those markets? Decisions on pricing, target, distribution, branding, and promotion are considered.

Designed to teach conjoint analysis, this case challenges students to make tactical decisions based on marketing research. It should be paired with the technical note “A Practical Guide to Conjoint Analysis” (UVA-M-0675) and that note’s accompanying supplemental PowerPoint file (UVA-M-0675TNP). A National Basketball Association franchise is struggling to increase attendance. It contracts a marketing research firm to conduct a conjoint analysis focusing on several aspects of its season ticket offerings with the hope that it can profitably improve its attractiveness.

Students identify promotion, price, place, segment, targeting, and positioning for marketing “the world’s cheapest car.” This case is effective for MBA, undergraduate, and executive learners studying market segmentation, pricing, cannibalization risk, pricing, and break-even sales in the face of different price and cost scenarios. Has Tata chosen the right marketing strategy? Does the Nano represent an evolution or a revolution in automobile marketing?

A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set in 2006 when a top retailing executive recalls the important watershed period of 1996-97 when the expatriate managers in charge of setting up the first hypermarkets encountered great difficulties with their new Polish recruits. The managers were not succeeding in transferring the practices and routines that were an essential part of their business model on the home market in France: their Polish employees displayed work attitudes that were the contrary of the initiative and responsibility for enlarged jobs that characterized employees back home. This situation called into question the very viability of their business model in Poland. The case poses very clearly the question of what actions the expatriate managers should decide to take to ensure the store launchings in Poland and future growth. The issues raised concern global versus multi-domestic internationalization strategies, business models, paradigms, corporate culture, management of expats, knowledge transfer and the link between strategic implementation and organizational behavior.

Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his career after a three-year hiatus as CEO of a VOIP start-up. Teradyne's operation was struggling through the effects of a bad economy coupled with significant downturns in the electronics industry, and Hotchkiss encountered numerous problems specifically in the China operation, including customer dissatisfaction with service, price, and time required to implement changes. He assembled a strategic team to address these issues and to recommend and implement an accelerated turnaround in China. Students are challenged to design the turnaround plan.

In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.

An iconic American brand must determine how to maximize net profit by increasing the sales of its highest-margin items in the face of constant retailer pushback including reduced shelf space and promotional support of those same products. This case is suitable for required MBA marketing courses as well as pricing and brand management electives at both the undergraduate and MBA levels. The analytics of the case assume that students can calculate both dollar and percentage margins.

Ken Roberts, the owner of an independent automotive repair business in small coastal city in New England, arrived early for the workweek to discover an unscheduled and unknown vehicle awaiting repair in the driveway. Ken needed to develop a tactical plan for dealing with the owner and the potential repair of the vehicle, mindful of his reputation as one of the best independent shops in the area. As a service marketer, beyond providing competent repair work, he knew that word of mouth was crucial to his business's continued success. Students ar challenged to evaluate this situation and provide recommendations within the context of the marketing of services.

In December 2007, Sergey Nikolaev, founder and CEO of the Untsiya company, a tea shop chain in St. Petersburg, Russia, was facing a major decision about the future of his company: should he diversify the business or focus solely on tea sales via exclusive shops? Founded in 2002, the Untsiya Company had enjoyed dramatic growth and great success in the St. Petersburg market. By 2007, having directed the successful roll-out of his tea shop chain, Nikolaev wanted to grow to the next level and was prepared to revise his corporate strategy, even to the extent of changing his existing, stable organizational structure. Students are challenged to select a growth strategy and related organizational changes to implement that strategy.

Marketing tactics such as pricing, promotion, placement, and product decisions all help business owners create a need for their products or services. What managers seldom realize, however, is that the marketing decisions they make primarily to increase sales and market share have a great impact on society at large and thus have significant ethical implications. These seven caselets, which cover a variety of topics (including “the article of the half-truth,” “creative interview tactics,” and “truthfully representing your company”), explore the ethical implications of decision making in the marketing arena.

This critical incident offers students the opportunity to develop an understanding of the issues associated with intellectual property (IP) law and the ways to protect a business from its employees and potential unfair competition. Using a restaurant setting students can learn to apply IP concepts, discuss the issues of trademark, as well as develop a legal IP check list.

Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?

Small to medium-sized enterprises, SMEs, play a critical role in the global economy. They comprise 90% of the global firm population and employ more than 50% of the labor force in the private sector. This case study examines issues related to sustainable supply chain management and social entrepreneurship in the SME context. Being small does matter and the efficiencies of small to medium-sized companies struggling for competitive advantage in the global marketplace warrants consideration. Philosopher's Wool Co., located in Inverhuron, Ontario, Canada, is a woolen producer and woolens product manufacturer that partners with other Ontario wool producers and American wool processors and distributors. Its sustainable vertical supply chain system increased local woolen farmers' revenues contrary to the “conventional” price wisdom in the Canadian woolen industry and turned by-product cost into profitable end use. It also effected social change in its local business community and in global customer relations through resource efficiency and socially responsible employee and consumer policies. However, the struggle to maintain a foreign distribution network and remain competitive and profitable was problematic. Students are challenged to solve the problems of an SME operating in a global economy.

Anika, a new manager, is confronted by a dysfunctional organizational culture characterized by employee disrespect, insubordination, and low performance. Her charge is to “to turn the place around”. The case takes place in a service organization, a testing range run by the US Department of Defense. The staff is a combination of federal and contract employees who test clients’ high-tech systems in a sometimes dangerous, desert environment.

In addition, there are three vignettes that give a portrait of dysfunctional individual behaviors. Frequently, the response students want to make is “I'd just fire the guy.” Unfortunately, it is not so simple.

Specializing in local, organic meat and produce, Retail Relay developed a new business model for online grocery shopping and delivery. Having succeeded in the small market of Charlottesville, Virginia, it was considering expanding to other, larger markets. This case focuses on customer lifetime value analysis and how this analysis, when paired with previous experience with consumer promotions, can guide thinking in developing the best strategies and tactics for entering new markets.

A family business founded by Chinese immigrants grew into a $133 million toy and costume maker by exploiting seasonal niche segments in the highly competitive, global toy industry. Sales of traditional toys stagnated when replaced by game consoles and electronic toys. Unable to compete in high tech toys, MegaToys moved instead toward seasonal products. In 2007, brothers Peter and Charlie Woo were about to pitch what they hoped would be $63 million in Easter basket sales to Wal-Mart. If Wal-Mart took the full order, it would come to represent over half of MegaToys' revenue.

The company was faced with the dilemma of how to grow, and at what pace. Charlie Woo knew that MegaToys could continue to grow as long as it was able to satisfy Wal-Mart's demands. Peter Woo wondered if this was the smartest way to grow the business. “Growth is a good thing as long as you don't sell your shirt to get it,” he noted. Should MegaToys continue to increase its sales to Wal-Mart, or would dependence on Wal-Mart eventually threaten the firm's success? Were there other, untapped opportunities for MegaToys that were well aligned with its strengths, resources, and capabilities?

This case describes the journey of Karson as he transitions from female to male. Throughout his life, Karson experiences a great deal of anxiety trying to reconcile his identity with the expectations of society. The anxiety inherent in this situation is described in order to get the reader to more fully empathize with the issues faced by transgender individuals. The case then focuses on issues specific to the workplace as Karson begins his career with a counseling agency and experiences several instances of discriminatory behavior.

The Case takes place at the headquarters of Genesee & Wyoming, Inc. (GWI), one of the leading short line railroads in the United States. The Case revolves around three executives - Mortimer B. Fuller III, Chairman and CEO, Mark Hastings, CFO and Treasurer, and Alan Harris, Senior Vice President and Chief Accounting Office - and the dilemma over whether to pursue international expansion.

GWI has generally pursued a strategy of diversification through acquisition. However, there are other approaches to diversification, including international expansion. With increasing deregulation and privatization of railroads around the world, GWI and its competitors must weigh the risks of internationalization with the rewards. GWI fears that a failure to move quickly might result in missed opportunities as competitors acquire railroads around the world.

An opportunity has recently arisen in Australia, where the government is selling Australian National Railway. GWI believes Australia might be a good initial foray into the international market given the similarities of the country and its railroad industry to the United States and its railroad industry. The Case asks the question, “Should GWI enter the bidding?”

Business Administration (Marketing).

MBA.

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, 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?

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 brand success.

Nil.

Marketing strategy, product positioning, brand building, and economies of scope.

MBA groups, marketing consultants and business management students of undergraduate and postgraduate level.

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 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.

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 effectively; it will make the students realize that the emphasis is not on solution. Rather, the process of arriving at a solution is more important.

Teaching note.

This paper covers marketing strategy, retail management, branding, customer value, and competitive analysis.

The paper is applicable to undergraduate and postgraduate business and management level.

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 the fruit juice market. The case highlights the challenges of increasing production capabilities; product innovation; supply chain management; and brand building in newer markets.

This case can be used to teach marketing strategy, retail management, branding, customer value, competitive analysis, and potentially elements relating to international business strategy.

A teaching note is available on request.

The paper covers strategic planning and strengths, weakness, opportunities and threats (SWOT) analysis.

This paper is applicable to undergraduate and graduate management students.

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 entering a new market.

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.

A teaching note is available on request.

This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions.

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.

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 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.

The discussion regarding the case will provide a better understanding of key concepts of supply chain integration and coordination as well as the significance of the optimization of underlying processes.

Teaching notes.

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

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

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

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.

Teaching note.

Manufacturing, Western management theories and Japanese management practices.

This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.

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 historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.

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.

Teaching notes.

Leadership development, career planning and management, management of start-ups, construction industry in India.

Post graduate management courses, executive training programs/modules in leadership development; organizational culture and construction management.

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 Dilip, but also sense how he could have handled these issues more effectively.

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 resources and material and internal conflicts.

Teaching note.

Marketing; customer segmentation; operations and logistics.

Undergraduate business and management students, MBA/MA level application for international marketing modules incorporating customer segmentation and customer asset management.

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.

Case 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 system, and to discuss possible methods of resolution.

Teaching note.

This paper looks at logistics and supply chain strategy.

The paper is appropriate for undergraduate and graduate management students.

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 eager to start formulating his plans.

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.

A teaching note is available on request.

Strategy, Emiratisation (national policy); human resources (recruitment, training and development, organizational culture and values) and marketing (branding, communication), tourism (destination image).

Undergraduate and Postgraduate Business and Management.

This case highlights the strategy and initiatives taken by Etihad to attract 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 education – market demand gap through training.

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 branding from the point of view of people, loyalty building (internal) and communication (internal and external). Destination branding and the role airlines play can also be a discussion point from the strategic point of view with some opportunity for macro-environmental analysis using the PESTLE model.

A teaching note available upon request.

Operations strategy/global operations/value chain.

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.

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.

The case is expected to build an understanding of the 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 and external stimuli. The case explores these stimuli in retrospect and describes how the company attempts to reconcile market requirements with its operations configurations and capabilities.

Teaching note.

Retailing, services marketing, marketing strategy.

Undergraduate Business and Management, MBA, MA Marketing/International Business.

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.

This case is suited for a retailing or services marketing/management course. It demonstrates the power of a tight 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 culture that encourages staff to try new things (and accept errors as a consequence).

Teaching notes.

Operations strategy/global operations/value chain.

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.

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

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

Teaching note.

Communication strategy, segmentation, branding, customer value, competitive analysis.

Undergraduate and Postgraduate Business and Management; Hospitality and Tourism Management; and Communication Management Students.

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 customers.

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).

A teaching note is available on request.

Management, marketing and branding and strategy.

Undergraduate and postgraduate management courses.

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 in the case of most strategy cases, little guidance was available for the students to reflect upon.

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.

Teaching note.

Human resource management; primarily employment law impacting on employment relations.

Second year (or 200 level) students up to post graduate programmes in Business Management, Human Resources Management and Law.

The world is still fascinated by South Africas transition to democracy; what with stories of massacre (Sharpeville, etc.) of 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 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.

Test students understanding of the legal statutes that pertain to employment relations and human resource management in South Africa.

Understand the legislation affecting management and staff. Understand and apply the principles of recruitment and selection of staff. Identify and apply the options open to managers in staff training and development. Identify and apply the appropriate performance management systems. Understand and apply the strategic human resource planning process.

Teaching note.

Marketing.

This case can be used in a principles of marketing course, at Introductory, Executive or MBA level, it is particularly suitable as a case on promotions 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.

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 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?

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 low-fare strategy; and to identify some product line extension opportunities for kulula.com.

Teaching note.

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

Post graduate management course, executive training program in the subject areas.

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

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.

Teaching note.

Market development; market analysis; customer incentive programmes and segmentation.

Undergraduate Business and Management, MBA/MA Management.

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. Ray Stevenson had to find out why this was so and think of a way to rectify the problem.

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.

Teaching notes.

Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia.

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.

Two market entry options are discussed: joint venture set-up with partner and independent direct 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.

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.

Teaching note.