Case studies

In October 2005, the representatives of the Planning Commission, Ministry of Railways, Ministry of Commerce and Industry, and Ministry of Shipping met to discuss the RITES recommendations to work towards framing a policy document for running container trains by private and public sector operators on the IR network. Starting with this meeting until January 2006, various aspects of the RITES report were debated by the Planning Commission and Ministry of Railways to evolve a policy statement. There were concerns raised by the Planning Commission on the proposals by RITES which had implications such as entry barriers and denial of a level playing field with the incumbent, CONCOR. Other specific issues including entry criteria, entry fees and revenue share, and maintenance were questioned. In January 2006, a policy statement titled ‘Policy to permit various operators to move container trains on Indian Railways’ was released by the Ministry of Railways which stated the terms and conditions for running container trains by private and public sector operators on IR network. Subsequent to this, 14 parties signed up with the IR for container train operations. The empowered subcommittee of the Committee on Infrastructure was to meet in February 2006 to discuss the process for finalizing a Model Concession Agreement between Indian Railways and the container train operators. This case provides a background for this meeting.

Disinvestment of government shareholding in Public Sector Undertakings, through Public Offers, is a common occurrence in many economies. This case describes such a process of disinvestment of the government of India's stake in a large power utility, National Thermal Power Corporation (NTPC) in India. In addition to process details, the case contains information and data that make it possible to rigorously analyze the response of market participants and the resulting changes in the prices of shares of NTPC before, during and after the public offer.

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?

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?”

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.

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.

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.