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Islamic Banking has been in the limelight since the recession of 2008. Although around for a long time, it is enjoying a renaissance of sorts. This case provides an introduction.

EMBA and/or MBA introduction to banking, senior semester undergraduate, specialization in Islamic Banking.

This case is written in the form of an interview with Meezan Bank, one of the leading financial institutions in the Islamic banking sector. It is based on primary as well as secondary data obtained via interviews and documentary analysis.

This is an analytical case and not a decision-making one. The main theme of the case revolves around analysing what Islamic banking is, the challenges that Meezan has faced, the pros and cons of doing business this way and the future issues it can face.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management Science.

Entrepreneurship.

The learning outcomes are to explain the importance of passion in entrepreneurship, develop an understanding of the business model canvas and its elements, identify typical challenges faced by a startup (during early days and while growing), explain the role of seed fund and customer feedback for small business success and identify the appropriate hiring strategy for startups.

The case traces the journey of two Saudi under-graduate software engineering students, namely, Loai Labani and Riyadh Al-Tayib, who had a vision to establish the best information technology (IT) services company in Saudi Arabia. With no previous experience of establishing a company or working for a startup, coupled with the fact that the culture of entrepreneurship in Saudi Arabia is still in its ascendancy, they knew it would be challenging. Nevertheless, at the same time, they were convinced it would be totally up to them to do the hard work needed to propel their vision into reality. The case, after introducing the founders, talks about their respective backgrounds and how it complemented their goal/vision of establishing an IT services company. The case, with references from the literature, also throws light on the entrepreneurship culture in Saudi Arabia but the focus is the various challenges faced by the team in setting up their business and the strategies they used in dealing with the challenges. Some of the challenges discussed are securing early customers, initial financing to support startup, business model development, managing daily operations and hiring and marketing strategy. The case ends with another challenge faced by the founders, for the readers to think about the possible ways of dealing with the challenge at hand.

The case will be used for under-graduate level students.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

The learning outcomes are as follows: first, to understand the significance of Agri-tech solutions in the future of agriculture. (Case Question 1) – evaluate the role of Agri-tech firms in promoting sustainable agricultural practices and enhancing productivity. (Case Question 1); second, to analyze the competitive landscape of the agriculture sector in Sindh. (Case Question 2) – assess how the competitive landscape influences Kissan Madadgar’s market entry strategy. (Case Question 2); third, to analyze and evaluate the strengths and weaknesses of Kissan Madadgar’s existing business model and product range in the context of entering a new market. (Case Question 3); fourth to identify key challenges facing the agriculture sector in Sindh. (Case Question 4) – identify potential opportunities in the evolving agriculture market. (Case Question 4) and assess the impact of challenges and opportunities on Kissan Madadgar’s business strategies. (Case Question 4); and fifth, to evaluate the advantages and disadvantages of different market entry strategies (online platform only, joint venture with international bodies, opening physical shops, developing a model farm, geographical mapping). (Case Question 5) – analyze the strategic fit of these options with Kissan Madadgar’s objectives and capabilities. (Case Question 5); formulate recommendations based on the best market entry strategy for Sindh. (Case Question 5).

In April 2023, Seema, the head of marketing at Kissan Madadgar, journeyed through the lush rice fields of Sindh, contemplating the province’s distinct agricultural landscape. Despite Kissan Madadgar’s success in Punjab, Khyber Pakhtunkhwa and Gilgit Baltistan, entering Sindh presented a set of unique challenges. The province’s linguistic diversity, with various dialects of Sindhi spoken in key agricultural regions, posed a significant communication barrier. Additionally, farmers in Sindh grappled with limited water access, reliance on expensive solar tube wells and crippling debt due to high-interest loans from traditional lenders. Competing against well-established local agro-tech players, such as BaKhabar Kissan and Farmdar, further complicated the task of gaining trust and building brand recognition. Recognizing these hurdles, Seema partnered with Sukkur IBA University to conduct comprehensive research and develop a tailored entry strategy for the region. Potential entry strategies included maintaining an online-only model, forming joint ventures with international organizations, opening physical shops, establishing a model farm and adopting a cluster-wise entry approach. Each option had distinct advantages and challenges. As Seema found herself at the crossroads of decision-making, the urgency to craft a winning strategy for Kissan Madadgar’s entry into Sindh intensified. She knew that understanding Sindh’s unique market dynamics was crucial, as was assessing Kissan Madadgar’s strengths and weaknesses. Amidst strong local competition, Seema pondered the dilemma: Which entry strategy should Kissan Madadgar adopt to ensure not just a successful entry into Sindh but also sustainable growth and competitive advantage in the long run?

Undergraduate and Graduate (first year only)

Teaching notes are available for educators only.

CSS 8: Marketing.