Steven W. Congden, Heidi M.J. Bertels, David Desplaces and Todd Drew
The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary…
Abstract
Research methodology
The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary sources were available.
Case overview/synopsis
This teaching case is designed for students to demonstrate their mastery of industry-level analysis in the emerging space tourism industry. It allows students to understand what constitutes the industry within the broader space sector and to apply analytical tools such as PESTEL and Porter’s Five Forces, with the option to discuss strategic groups. Students gain insights into how the industry is evolving within its broader environment and how companies could respond or differentiate themselves. Information is also provided for students to consider the broader social impact of a relatively new industry from the perspective of sustainable development.
Complexity academic level
The case is written for undergraduate and graduate students enrolled in strategic management courses. The case placement is ideally in conjunction with industry-level analytical frameworks such as Porter’s Five Forces, PESTEL analysis, strategic groups (optional) and industry life cycle. Most strategic management textbooks cover these concepts in the first few chapters. For example, “Strategic Management, 14th edition” by Hill, Schilling and Jones (2023) covers these topics in chapter 2. Given that space tourism is an embryonic industry dependent on technological innovation, instructors might also use this case in innovation or entrepreneurship-related courses. This case could also be used to address critical issues, such as sustainability, in tourism management courses.
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Heidi M.J. Bertels and David Desplaces
The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables…
Abstract
Theoretical basis
The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis.
Research methodology
The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin.
Case overview/synopsis
This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior.
Complexity academic level
The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.
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The case ties together a number of marketing concepts and theories within the context of a startup which might be addressed in an entrepreneurship or marketing course. The case…
Abstract
Theoretical basis
The case ties together a number of marketing concepts and theories within the context of a startup which might be addressed in an entrepreneurship or marketing course. The case focuses on niche, digital, and social media marketing and utilizes fundamental marketing concepts such as target market, value proposition, brand positioning, the marketing communications mix and the adopter categories of the diffusion of innovation theory.
Research methodology
The case is based on interviews from 2014 to 2017 with the founder of Lammily, Nickolay Lamm, supplemented by internet research.
Case overview/synopsis
Lammily is a startup company in its second year of existence which produces toys that embody realism: a fashion doll with proportions based on an average 19-year-old American woman, a sticker set of common body markings such as booboos and cellulite to make dolls look realistically, and doll outfits. After the company’s initial success in 2014, fueled by positive publicity from online media eager to share information about the average doll project, sales were flat. Nickolay Lamm, the founder of Lammily, started to feel the heat to acquire new customers in ways that did not rely solely on digital word-of mouth. In response, Lammily commissioned a direct response TV commercial in the Summer of 2015, but it failed to lead to significant new customer growth. This case describes how Nickolay struggles to move beyond the launch phase of his entrepreneurial venture and turn his startup into a business with a sustainable customer base. Facing stagnating growth and established competitors with deep pockets, Nickolay needs to figure out why the TV commercial did not work for Lammily and what his new plan to acquire new customers will be.
Complexity academic level
This case would be well-positioned in an undergraduate or graduate-level entrepreneurship course that exposes students to the challenges of promoting a new brand and marketing a new line of products in a competitive market with established competitors. It is also good a good fit for a general marketing or entrepreneurial marketing course. The case focuses on how a startup can optimize its advertising strategy for a niche market to stimulate growth with a limited budget by using digital marketing techniques.
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This paper aims to understand how a sustainable entrepreneur through his/her sustainable innovation can implement the three pillars of sustainable development, i.e. economic…
Abstract
Purpose
This paper aims to understand how a sustainable entrepreneur through his/her sustainable innovation can implement the three pillars of sustainable development, i.e. economic, social and environmental pillars, and how an entrepreneurial opportunity can be sought in environmental problems to develop a new product.
Design/methodology/approach
A qualitative research approach using a single-case study design has been adopted. It discusses the case of an Indian sustainable entrepreneur working for the cause of reducing plastic pollution in India and providing employment to rural women from economically weaker backgrounds. Data was primarily collected through semi-structured interviews, which were analyzed through thematic analysis.
Findings
The paper shows how an entrepreneur through entrepreneurial opportunity discovery and sustainable innovation contributes toward sustainable development.
Practical implications
This study highlights the need for institutional support by governments for a wide spectrum of sustainable enterprises as they can help the governments in achieving sustainable development goals at local levels. It will also act as a representative example for the entrepreneurs about how one can covert an environmental problem into an opportunity, through sustainable innovation.
Originality/value
The originality of the study lies in the presentation of an innovative idea developed by the entrepreneur for addressing the problem of plastic waste. The case used here demonstrates that sustainable entrepreneurship, through sustainable innovation, can deal with multiple economic, social and environmental issues.
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Aggressive corporate practices have damaged the reputation of many firms and industries. While the media and the Internet improve stakeholder transparency and influence social…
Abstract
Aggressive corporate practices have damaged the reputation of many firms and industries. While the media and the Internet improve stakeholder transparency and influence social expectations for responsible business, firms have found an increasing need to manage their corporate reputation. One-way firms have responded is by adopting voluntary corporate social responsibility (CSR) programs to live up to expectations set by the firm’s history, identity (core business), and image. However, conformance to evolving external isomorphic forces has encouraged many firms to adopt similar CSR programs without understanding their motives, resource constraints, and capabilities resulting in fragmented strategies and ineffective implementation approaches. The result has been inconclusive results in practice and inconsistent findings in extant literature on the link between CSR, corporate reputation, and financial performance. This chapter examines how the synthesis of stakeholder theory and resource-based view theory can provide tighter boundaries with corporate identity and shared value as the heart of a CSR strategy to direct top management’s resource allocation. The chapter introduces four CSR micro-strategies as a response to external forces based on a blend of two essential dimensions including internal authenticity and external legitimacy. The study examines the impact of authenticity, legitimacy, and the intensity of their interactions on corporate reputation of 107 publicly traded US firms. Through three models, the study found internal authenticity as the dominant dimension while external legitimacy contributed inconsistently to corporate reputation. Implications for CSR strategy suggest that CSR programs with higher authenticity levels improve corporate reputation consistently more than those focused on external legitimacy.
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Matthew D. Deeg, Andrew Fitzgerald Henck and Doreen Matthes
While a record number of employees work from home during the COVID-19 pandemic, organisations are faced with a new demand for human resources (HR) policies and procedures in light…
Abstract
While a record number of employees work from home during the COVID-19 pandemic, organisations are faced with a new demand for human resources (HR) policies and procedures in light of this emerging ‘new normal’. It is common for organisations to promote certain behaviours and norms as their cultures develop; however, this can often be significantly more challenging in times of uncertainty. As a result, the strategic and operational focus of HR managers can make a critical contribution to organisational effectiveness in times of crisis, especially when pre-existing policies and procedures are challenged by employees attempting to cope in an evolving reality. In this chapter, we seek to explain how the needs of the organisation, policy enforcement and changes by HR managers, and the behaviours of employees conflict and complement each other in an internal three-way tug of war among these actors. Organisational culture, strategic HR management, and self-determination theories are utilised to discuss implications for norm formation and culture from the top management team, HR managers, and employees during times of uncertainty. Recommendations for practice and additional avenues for research are presented to examine the cultural implications for organisations in the future.
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J.J. Boersema, G.W.J. Barendse, J. Bertels and A.E. de Wit
Conducts an analysis of the content and scope of textbooks in environmental science, and discusses what to do about possible shortcomings. In almost all introductory courses…
Abstract
Conducts an analysis of the content and scope of textbooks in environmental science, and discusses what to do about possible shortcomings. In almost all introductory courses, teachers and students make use of textbooks. One may therefore safely assume that the content of these books reflects somehow what is thought to be relevant to the teaching and knowledge of environmental sciences. Scope and content may therefore represent what is considered to be the core curriculum, at least in the eyes of the editors and writers of these books. The analysis is confined to 12 textbooks published over the last five years, of which ten are in the English language, paying most attention to those widely used. Important research questions were: What perspective do the books take? Is their scope clearly depicted? How are environmental problems defined? What are the major issues and concepts dealt with? How are they structured? What is left out and/or missed? None of the books examined takes a disciplinary stance. In nearly all, chooses a thematic approach, with strong emphasis on Earth as a living system, and on the human‐environment interrelationship. There is a rather strong overlap in themes and concepts used, suggesting the existence of a shared “body of knowledge”, which is quite promising when striving after a core curriculum. Social and societal aspects come relatively late on the stage, mostly in the second or third part of the books, when implementation of measures is at stake. In several textbooks, environmental problems are taken as problems formulated and defined by natural scientists. Interdisciplinary methodology does not get proper attention.
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Keith James Kelley and Yannick Thams
In this chapter, we explore the multilevel nature of reputation from a shared value perspective. Building on a large body of literature surrounding corporate reputation, we…
Abstract
In this chapter, we explore the multilevel nature of reputation from a shared value perspective. Building on a large body of literature surrounding corporate reputation, we discuss how the creation of reputational value at the firm level may also lead to value shared by the industries and countries in which a firm operates, and vice versa. In examining the recursive and dynamic relationships, strategic implications emerge with regard to managing reputations globally. We argue that the value of reputation is determined by the ability to meet the expectations of stakeholders with respect to what they as an audience perceive as important. Stakeholders’ expectations and perceptions of what is valuable fluctuate across different markets and the more heterogeneous the markets in which a firm diversifies internationally, the more difficult it will be to manage all these expectations. By building on our understanding of firm, industry, and country reputation, and the recursive relationships between them, we contend that creating shared value (CSV), as part of the global reputation management process (GRM), is likely to be easier when there is contextual similarity and limited product diversification. Building on previous frameworks, and employing signaling theory, we create a simplified model of GRM that highlights CSV in the form of multilevel reputation. Distinctions are drawn between being efficient and effective as part of the GRM process and a corresponding typology is created. The chapter concludes with a discussion of strategic implications, alongside a few recommendations, and possible directions for future research.
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Ghulam Sughra and David Crowther
Corporate social responsibility (CSR) has been consistently discussed by the retail companies as a key factor of their strategic plan. The widely divided literature on the link…
Abstract
Corporate social responsibility (CSR) has been consistently discussed by the retail companies as a key factor of their strategic plan. The widely divided literature on the link between CSR and financial performance has distracted the researchers to focus on the important variables of CSR, that is donations, community work and environmental performance. This chapter provides a reflection on why retail companies make these variables of CSR as the integral part of their core strategy and pinpoint the underlying benefits of adopting these variables. In the CSR disclosures, donations, community work and environmental performance are highly focused by the retail companies. Thus this chapter paves the way for the discussion for the highly significant variables of CSR in the retail industry. The chapter not only presents a framework on which future studies can be based but also improves the understanding of the concept that why donations, community work and environmental performance are important for the retail industry in the United Kingdom. The retail companies and the policy makers at the global or local level develop effective and relevant strategies by drawing on the multiple aspects of CSR. Despite having an extensive body of knowledge about CSR, there is however little known about the importance of community work, donations and environmental performance in relation to the UK retail industry.