Case studies

This case provides useful material for discussion on topics such as sustainability, business continuity, corporate social responsibility and green IT.

The case could be used in different areas of business management such as general management, information systems and business strategy.

The case presents the progressive evolution of Infosys Limited from its beginnings through different stages of innovation and consolidation in the IT services industry. Senior executives at Infosys believe that the sustainability initiative at Infosys is not a new movement, but a logical extension of the company's long standing commitment to society and environment. Sustainability was a key agenda at Infosys and it was deeply ingrained in the company's ethos and the way in which it operated. The case also articulates the company's commitment to sustainability as evidenced by the involvement of the top management in providing leadership. From an academic standpoint the case provides pointers to look at how the IT services industry has responded to sustainability practices and how sustainability practices are different or similar across various firms.

The case can help students to answer the following questions: How is sustainability different from corporate social responsibility? What is the context in which Infosys' attention turned towards sustainability? How is top management involved in Infosys' sustainability initiative? What are the elements of Infosys' sustainability strategy? How does it build on its core strengths? What are the structural mechanisms the company has provided to implement its sustainability strategy? What internal challenges to change while implementing green solutions were foreseen and overcome by Infosys? How competitive is Infosys' sustainability practices with respect to its competitors? How does it help the company in competing in the market?

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Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry.

The case is suitable for senior undergraduate and graduate MBA strategic management, international business strategy, and marketing strategy courses.

Thai Beverage Public Company Limited (ThaiBev) was Thailand's largest beverage company and was among Asia's major alcoholic beverage companies. The case situation takes place during the latter part of August 2010, two years after the public announcement of ThaiBev's ambitious intentions to become a comprehensive and integrated beverage company and after having recently re-launched its acquired Wrangyer energy brand, a move signaling ThaiBev's strong commitment to its non-alcoholic beverages. The case describes the beverage industries at the global, regional, and country level and discusses ThaiBev's range of businesses. Marut Buranasetkul, Senior Vice President of Corporate Service and Deputy Managing Director of Thai Beverage Marketing, the sales and marketing arm of ThaiBev, must decide on the direction for ThaiBev to pursue to bring ThaiBev's non-alcoholic beverages to account for at least 10 percent of the company's total revenue. This case presents a number of important strategic topics, particularly in discussing industry structure and competition, as well as diversification issues encountered by a firm that was attempting to create a greater balance between the revenue contributions from its market leading dominant businesses and that of its younger and newer business lines.

Students will: understand the challenges faced by large conglomerates wanting to change their market position; learn to apply different frameworks such as Porter's Five Force Model, portfolio analysis, SWOT and to assess the competitive environment; learn to evaluate a company's current product portfolio and to recommend strategies to improve its allocation of resources; and learn to identify key success factors necessary to compete in a highly competitive industry.

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Entrepreneurship.

The case can be taught for students at the Master's level and research scholars in management education.

Univexcellence was an idea conceived by Surbhi from her science project in 1997 when she was studying at Kendriya Vidyalaya, Jaipur, India. The science project model was based on the theme “World is a classroom, room is university”. It was shown that the world would be converted into a room, and the room itself would become a University through satellite communication. Surbhi decided to become a computer engineer and learn about it herself so as to become self-dependent as a business woman. Keeping this in mind, she completed a computer engineering course. A strong sense of efficacy enhances human accomplishment and personal well-being in many ways. Surbhi has proved it in her case.

The case describes challenges and setbacks faced by a woman entrepreneur and through her self-confidence and persistence, illustrate show she solved them to the benefit of her business.

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Molly Madziva, who was born in Zimbabwe, was sent by her family to the USA to attend college. When she graduated in 2000 there were no jobs for her in Zimbabwe, as the economy was among the weakest in the world. While working as a software engineer at Bell Labs in New Jersey she decided that she wanted to help the people in her village of Macheke, the majority of who were farmers. Her idea would be an ambitious one. Molly called this the Macheke Sustainability Project. Molly met with various stakeholders who had an interest in the project. Following a thorough situation analysis and the formulation of a list of strategic initiatives, the major decision that she was left with was how to most effectively go about handling the implementation of the project. Her options included: a project within the Institute for Global Understanding at Monmouth University where she was enrolled as a graduate student; a non-profit business located in the USA; a non-governmental organization (NGO) located in Zimbabwe; and a private business in Zimbabwe. Each of these options had clear benefits. Molly was torn, however, as to which she should choose.

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.

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.

International business, emerging markets, strategy.

Year 3 and 4 university level.

Kevin, an Indian citizen living in Oman, is the founder and president of Quality Tailors, Textiles, and Embroidery (QTTE). He is faced with a number of questions, including whether or not to establish a new division, in what direction to take the three existing divisions, and how to work with an organization culture that is resistant to change and reluctant to make decisions without his involvement. Perhaps, most pressing is the fact that the company's sponsor is demanding increased payments, since under Omani law, a foreign-owned company must have an Omani sponsor who is entitled to a share of the profits and, in the extreme, can take over ownership and control of the business.

Upon completing this case, students will practice:

• identifying and using proper tools (5-forces, SWOT, VRINE) to analyze the external and internal environments of the company;

• identifying key issues in the case, both long- and short-term;

• identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and

• proposing an implementation plan with a time line.

identifying and using proper tools (5-forces, SWOT, VRINE) to analyze the external and internal environments of the company;

identifying key issues in the case, both long- and short-term;

identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and

proposing an implementation plan with a time line.

Teaching notes.

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.

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.