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0Made in India: Cisco reroutes innovation
Author(s):Srinivas Reddy, Havovi Joshi
Subject area – Innovation, reverse innovation, frugal innovation and disruptive innovation. Study level/applicability – Undergraduate, Postgraduate and Executive Education. Case overview – This case describes the strategy adopted by Cisco India to develop the Advanced Services Router 901 (“ASR 901”), which is a next-generation 3G/LTE capable mobile backhaul and carrier Read more
Subject area – Innovation, reverse innovation, frugal innovation and disruptive innovation. Study level/applicability – Undergraduate, Postgraduate and Executive Education. Case overview – This case describes the strategy adopted by Cisco India to develop the Advanced Services Router 901 (“ASR 901”), which is a next-generation 3G/LTE capable mobile backhaul and carrier Ethernet platform that is deployed at a cellular tower site or business premise to backhaul voice and data traffic into the core of the network. This was part of a larger strategy by Cisco headquarters to understand what could be built in the developing markets for the developing markets, as opposed to products conceived with only developed markets as the focus. Within a time frame of a few months, a team formed from scratch developed the ASR 901, the next-generation global networking technology product that was developed completely – from conception to launch – at the Bangalore site in India. The ASR 901 successfully took on the challenge of delivering all the functionalities and features required by sophisticated telecom clients, while meeting the specific requirements of its customers from the developing markets. ASR 901 was undoubtedly a milestone in Cisco India's indigenous innovation initiatives, and this case discusses the many challenges that had been faced during the process and the actions that had been taken to achieve success during this process. Expected learning outcomes – Through this case, students will understand the concepts of innovation, particularly reverse innovation, frugal innovation and disruptive innovation. They will learn how large organisations have managed to successfully innovate by creating small and independent teams within the organisation. Students would also have the opportunity to analyse and discuss whether the lessons learnt by Cisco, while progressing through the several stages of developing the ASR 901 product, could be applied to similar new initiatives. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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1Zayed Al Hussaini Group: the road ahead for the family business in the UAE
Author(s):Anam Shahid, Virginia Bodolica, Martin Spraggon
Title – Zayed Al Hussaini Group: the road ahead for the family business in the UAE. Subject area – Corporate strategy and family business management. Study level/applicability – The case is designed for usage in senior-level undergraduate courses of strategic management and managing family businesses. Case overview – This case Read more
Title – Zayed Al Hussaini Group: the road ahead for the family business in the UAE. Subject area – Corporate strategy and family business management. Study level/applicability – The case is designed for usage in senior-level undergraduate courses of strategic management and managing family businesses. Case overview – This case study relates the story of the launch and development of Zayed Al Hussaini Group, a family business in the United Arab Emirates (UAE). The business had been established a year after the unionization of the different Emirates by the founder, Zayed Al Hussaini, in partnership with his brother. Following a series of strategic moves, such as acquisitions and divestures, and adverse family-related events, the Group was led solely by the founder himself. Over the years, Zayed Al Hussaini Group has grown to become a successful family business in various industries of its operation, but following the death of the founder's son, the company activities have been struck with chaos. Zayed's nephew, Ahmed, who had left the family business to continue his studies and work at McKinsey & Company in London, has been called back home after eight years to take the lead of the entire Group. However, he is faced with several challenges, such as dealing with the family gap he has developed over time and balancing family and business priorities. Will Ahmed be able to make the right decisions in the role and responsibilities that have been bestowed upon him? Expected learning outcomes – 1. To analyse the process of launching a family business and making strategic decisions for managing its development over time. 2. To assess the potential difficulties and challenges which are associated with managing a family-run organization. 3. To evaluate the effectiveness of decisions with regards to the company's growth and succession management planning. 4. To apply relevant theoretical concepts to the analysis of complex situations in the specific context of family businesses. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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2Musoni Microfinance Kenya: IT-enabled business model
Author(s):Freddie Racosas Acosta, Samuel Ndonga
Title – Musoni Microfinance Kenya: IT-enabled business model. Subject area – Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate Governance. Study level/applicability – MBA. Case overview – Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Read more
Title – Musoni Microfinance Kenya: IT-enabled business model. Subject area – Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate Governance. Study level/applicability – MBA. Case overview – Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Netherlands. The Musoni business model is ICT-enabled, 100 percent mobile based, virtually paperless, and runs on an ICT platform housed in Musoni BV in Amsterdam, The Netherlands. It is built on tested mobile technology that allows huge savings on transaction and operating costs. Using mobile payments, clients receive and perform bank operations anytime anywhere. This saves transport costs, transaction time and increases safety as no cash has to be carried around sometimes in dangerous areas. The mobile payments enable clients to make large improvements in loan officer efficiency and makes tracing payments seamless, saving on administration costs. The Musoni branches are also inexpensive as they are only used as the point of contact with customers hence reducing the cost of setting up operations even in remote areas. These efficiencies are passed on to clients in the form of lower interest rates and to stakeholders in the form of good returns on investments. The company aims to use this knowledge, experience and global ICT platform to expand to other countries with a suitable mobile payments environment. Expected learning outcomes – The objective of this case is to illustrate general innovation concepts in a leading microfinance company in Kenya. The case documents the innovation dilemma facing the management of the fledgling microfinance company in determining the pace of innovation and the feasibility of launching of a similar service in Uganda following the successful establishment and growth of the company in Kenya. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes. Close
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3Infosys Limited: is it still the Indian IT bellwether?
Author(s):Arun Kumar, Meenakshi Nagarajan
Title – Infosys Limited: is it still the Indian IT bellwether? Subject area – Strategy. Study level/applicability – MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing. Case Read more
Title – Infosys Limited: is it still the Indian IT bellwether? Subject area – Strategy. Study level/applicability – MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing. Case overview – Intense competition and a turbulent economic environment posed problems for Infosys, a leading information technology (IT) company in India. Infosys lost market share and its second position in the IT industry to Cognizant. An adverse economic environment affected its clients' IT spending and introduced severe price-based competition in the market. Infosys' business model operated on charging price premium from clients, and the company never compromised on its margins. The company was forced to revaluate, as outsourcing, the main revenue earner for Infosys was experiencing commoditization, and other players were willing to compromise on margins. The Indian IT industry had moved up the value chain and competitors were offering consulting services, where there was huge scope for differentiation. Infosys did not have the requisite resources to compete in this domain. Decline in share prices, negative investor sentiments, downward revision of revenue guidance targets, loss of large clients, higher attrition rates, and visa problems in the US market (Infosys earned more than 60 percent revenues from this market) added worries for the company. In response to these challenges, Infosys initiated Strategy 3.0, wherein the company planned to move up the value chain and offer consulting services and other high-end solutions to clients. This was a shift from its predominantly outsourcing-based revenue model. The company acquired Lodestone to hasten implementation of Strategy 3.0. Initial analysis, however, suggested that Infosys was merely aping Cognizant's well-established strategy. Infosys also needed to tackle perceptual issues regarding its competencies. Expected learning outcomes – The instructor can use this case to facilitate the understanding of: the impact of an intensely competitive environment on a company's strategy, how changes in the competitive landscape and business environment can erode sources of competitive advantage for an incumbent, the impact of a client's business environment on the vendor's business, the concept of value chain and analyze how companies in an industry move up in the value chain, the concept of business model, and how environmental changes can impact a hitherto robust business model of a company, evolution of business model over a period of time with changes in the business environment, the internal conflict between ideals and values versus revenues and market share for a company, key resources and capabilities that shape the differential advantage for an IT company, designing and implementing strategic solutions, the evolution of the Indian IT industry. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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4Vikas Spool Private Limited
Author(s):Jyoti Kainth, Harsh Verma, Gautam Kainth
Title – Vikas Spool Private Limited. Subject area – Strategic management. Study level/applicability – Undergraduate, MBA, executive MBA. Case overview – The decision analysis case in the context of family-managed mid-market business of Vikas Spool Private Limited focuses on the efforts and challenges of a market leader in sustaining growth Read more
Title – Vikas Spool Private Limited. Subject area – Strategic management. Study level/applicability – Undergraduate, MBA, executive MBA. Case overview – The decision analysis case in the context of family-managed mid-market business of Vikas Spool Private Limited focuses on the efforts and challenges of a market leader in sustaining growth in a B2B industry, which has a derived demand. The case charts way to the historical foundation of India's largest spool manufacturer and captures the dilemma in comprehending the growth model in an industry stricken by low barriers to entry/exit, high bargaining power of customers and suppliers, high substitutes and intense global competition. The organization has to decide whether it needs to enter the rigid non-bottle household plastic packaging industry or not to achieve the targeted growth of INR 1 billion by 2015? Expected learning outcomes – The case analysis aims to make students learn: the challenges in sustaining growth in a labor-intensive industry marked by low barriers to entry, low profit margins because of intensive competition, low economies of scale and no clear brand differentiation; how to negotiate a choice between intra industry participation; how a firm locked in an industry environment characterized by commoditization and intense competition should plot its growth path to retain market position; how to evaluate growth options based on financial implications and analysis. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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1Zayed Al Hussaini Group: the road ahead for the family business in the UAE
Author(s):Anam Shahid, Virginia Bodolica, Martin Spraggon
Title – Zayed Al Hussaini Group: the road ahead for the family business in the UAE. Subject area – Corporate strategy and family business management. Study level/applicability – The case is designed for usage in senior-level undergraduate courses of strategic management and managing family businesses. Case overview – This case study relates the story of the launch and development of Zayed Al Hussaini Group, a family business in the United Arab Emirates (UAE). The business had been established a year after the unionization of the different Emirates by the founder, Zayed Al Hussaini, in partnership with his brother. Following a series of strategic moves, such as acquisitions and divestures, and adverse family-related events, the Group was led solely by the founder himself. Over the years, Zayed Al Hussaini Group has grown to become a successful family business in various industries of its operation, but following the death of the founder's son, the company activities have been struck with chaos. Zayed's nephew, Ahmed, who had left the family business to continue his studies and work at McKinsey & Company in London, has been called back home after eight years to take the lead of the entire Group. However, he is faced with several challenges, such as dealing with the family gap he has developed over time and balancing family and business priorities. Will Ahmed be able to make the right decisions in the role and responsibilities that have been bestowed upon him? Expected learning outcomes – 1. To analyse the process of launching a family business and making strategic decisions for managing its development over time. 2. To assess the potential difficulties and challenges which are associated with managing a family-run organization. 3. To evaluate the effectiveness of decisions with regards to the company's growth and succession management planning. 4. To apply relevant theoretical concepts to the analysis of complex situations in the specific context of family businesses. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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2Musoni Microfinance Kenya: IT-enabled business model
Author(s):Freddie Racosas Acosta, Samuel Ndonga
Title – Musoni Microfinance Kenya: IT-enabled business model. Subject area – Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate Governance. Study level/applicability – MBA. Case overview – Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Netherlands. The Musoni business model is ICT-enabled, 100 percent mobile based, virtually paperless, and runs on an ICT platform housed in Musoni BV in Amsterdam, The Netherlands. It is built on tested mobile technology that allows huge savings on transaction and operating costs. Using mobile payments, clients receive and perform bank operations anytime anywhere. This saves transport costs, transaction time and increases safety as no cash has to be carried around sometimes in dangerous areas. The mobile payments enable clients to make large improvements in loan officer efficiency and makes tracing payments seamless, saving on administration costs. The Musoni branches are also inexpensive as they are only used as the point of contact with customers hence reducing the cost of setting up operations even in remote areas. These efficiencies are passed on to clients in the form of lower interest rates and to stakeholders in the form of good returns on investments. The company aims to use this knowledge, experience and global ICT platform to expand to other countries with a suitable mobile payments environment. Expected learning outcomes – The objective of this case is to illustrate general innovation concepts in a leading microfinance company in Kenya. The case documents the innovation dilemma facing the management of the fledgling microfinance company in determining the pace of innovation and the feasibility of launching of a similar service in Uganda following the successful establishment and growth of the company in Kenya. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes. Close
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3Infosys Limited: is it still the Indian IT bellwether?
Author(s):Arun Kumar, Meenakshi Nagarajan
Title – Infosys Limited: is it still the Indian IT bellwether? Subject area – Strategy. Study level/applicability – MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing. Case overview – Intense competition and a turbulent economic environment posed problems for Infosys, a leading information technology (IT) company in India. Infosys lost market share and its second position in the IT industry to Cognizant. An adverse economic environment affected its clients' IT spending and introduced severe price-based competition in the market. Infosys' business model operated on charging price premium from clients, and the company never compromised on its margins. The company was forced to revaluate, as outsourcing, the main revenue earner for Infosys was experiencing commoditization, and other players were willing to compromise on margins. The Indian IT industry had moved up the value chain and competitors were offering consulting services, where there was huge scope for differentiation. Infosys did not have the requisite resources to compete in this domain. Decline in share prices, negative investor sentiments, downward revision of revenue guidance targets, loss of large clients, higher attrition rates, and visa problems in the US market (Infosys earned more than 60 percent revenues from this market) added worries for the company. In response to these challenges, Infosys initiated Strategy 3.0, wherein the company planned to move up the value chain and offer consulting services and other high-end solutions to clients. This was a shift from its predominantly outsourcing-based revenue model. The company acquired Lodestone to hasten implementation of Strategy 3.0. Initial analysis, however, suggested that Infosys was merely aping Cognizant's well-established strategy. Infosys also needed to tackle perceptual issues regarding its competencies. Expected learning outcomes – The instructor can use this case to facilitate the understanding of: the impact of an intensely competitive environment on a company's strategy, how changes in the competitive landscape and business environment can erode sources of competitive advantage for an incumbent, the impact of a client's business environment on the vendor's business, the concept of value chain and analyze how companies in an industry move up in the value chain, the concept of business model, and how environmental changes can impact a hitherto robust business model of a company, evolution of business model over a period of time with changes in the business environment, the internal conflict between ideals and values versus revenues and market share for a company, key resources and capabilities that shape the differential advantage for an IT company, designing and implementing strategic solutions, the evolution of the Indian IT industry. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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4Vikas Spool Private Limited
Author(s):Jyoti Kainth, Harsh Verma, Gautam Kainth
Title – Vikas Spool Private Limited. Subject area – Strategic management. Study level/applicability – Undergraduate, MBA, executive MBA. Case overview – The decision analysis case in the context of family-managed mid-market business of Vikas Spool Private Limited focuses on the efforts and challenges of a market leader in sustaining growth in a B2B industry, which has a derived demand. The case charts way to the historical foundation of India's largest spool manufacturer and captures the dilemma in comprehending the growth model in an industry stricken by low barriers to entry/exit, high bargaining power of customers and suppliers, high substitutes and intense global competition. The organization has to decide whether it needs to enter the rigid non-bottle household plastic packaging industry or not to achieve the targeted growth of INR 1 billion by 2015? Expected learning outcomes – The case analysis aims to make students learn: the challenges in sustaining growth in a labor-intensive industry marked by low barriers to entry, low profit margins because of intensive competition, low economies of scale and no clear brand differentiation; how to negotiate a choice between intra industry participation; how a firm locked in an industry environment characterized by commoditization and intense competition should plot its growth path to retain market position; how to evaluate growth options based on financial implications and analysis. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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5Reboot Systems: bridging digital divide – the green way
Author(s):Srividya Raghavan
Title – Reboot Systems: bridging digital divide – the green way. Subject area – Emerging markets – marketing and business strategy; social entrepreneurship; opportunity identification; frugal innovation. Study level/applicability – MBA; marketing management; specialised courses such as entrepreneurship and international marketing. Data rich case, but analytical difficulty is only moderate. Case overview – Reboot Systems was conceived as a reverse engineering/refurbishing company for used computers when Rahul Chowdhury and Subbarao came in contact with Anand Tater who had started a small business in the used computer market. The team recognised the potential of the refurbished computer market in India, which was largely unorganised with penetration of personal computers pegged at less than 5 per cent. They identified the opportunity to address the digital divide, caused by lack of affordability and accessibility, by providing inexpensive “as good as new” used computers to those who aspired to own a computer. Additionally, in extending the life of used computers on a large-scale through “frugal innovation”, they hoped to reduce the extent of e-waste generated in the economy. This case provides a rich description of an emerging market characterised by market heterogeneity, social-political governance with poor policy measures, unorganised markets, chronic shortage of resources and inadequate infrastructure. Entrepreneurs hoping to address social issues must tackle these problems at the grass-root level and come up with improvised solutions that address the unique needs of the heterogeneous and resource constrained market. Some of Reboot Systems pressing challenges were in building a viable strategic approach to the market and ensuring scalability in a sustainable way. Expected learning outcomes – An understanding of the characteristics of an emerging market from a macro (environmental) as well as micro (industry specific) perspective, an appreciation of opportunity identification and improvisation in emerging markets as well as differentiating “frugal” innovation from the idea of “Jugaad”, an understanding of the role of strategic vision and mission in accomplishing social and business objectives, an understanding of how to develop sustainability and competitive advantage from a social as well as business perspective. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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6Meru Cabs: past perfect and future tense
Author(s):Sridhar Vaithianathan, Karthikeya P. Bolar
Title – Meru Cabs: past perfect and future tense. Subject area – Business/technology strategy. The purpose of the case is to enable the students to understand the following: how technology implementation can change the face of business like cab service? How information technology deployment can influence competition? How investment in company's IT infrastructure affects the bottom line? Study level/applicability – The case can be discussed at Master of Business Administration (MBA)/Post Graduate Diploma in Business Administration (PGDBA) level students as well as executive education program. It is aimed at graduate level and postgraduate level management courses such as management information systems, strategic information systems, and technology management. Case overview – Meru Cabs, started in April 2007 at Mumbai, was one of the firsts to provide “radio taxi” service in India. Meru Cabs delivers a reliable taxi service by concentrating on three C's, namely customer, call centre and chauffeur. Much of its growth can be attributed to successful deployment of the technology. This case presents the growth of Meru Cabs and how it has differentiated itself by utilizing the technology to attain market leader position in the four cities – Mumbai, Delhi, Hyderabad and Bangalore, where it operates. Also the case discusses about the future of cab service in general and what it has in store for Meru Cabs. With the flurry of cabs service coming up in every city and the competition getting intense, the case put forth the opportunities and challenges existing for cab companies in general and Meru Cabs in particular. Expected learning outcomes – To enable the students to understand that technology is a strategic tool: to enhance customer relationship, to manage business operations, to achieve sustained competitive advantage and that forms an integral part of company's growth and/or expansion strategy. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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7Launch of Roulette – a premium brandy in India by JDPL
Author(s):Gopalakrishnan Narayanamurthy, Anand Gurumurthy
Title – Launch of Roulette – a premium brandy in India by JDPL. Subject area – Launch strategies, marketing techniques and data analytics procedure adopted by a firm before launching a new product. Study level/applicability – Academic students and management trainees who want to learn the methodology adopted by firms with respect to strategic management and marketing for launching a new product in Indian market. Case overview – Launch plan for Roulette, a premium segment brandy manufactured by John Distilleries Private Limited, has to be designed for Karnataka, Pondicherry and Andhra Pradesh markets in India by the Brand Manager Mr Pundlik Kalburgi. Competitors and target market share needs to be identified for all the three markets. Potential outlets, target outlets, channel-wise sales contribution, depot-wise sales contribution and size of the packs to be produced need to be identified for Karnataka market. These identifications need to be submitted to the chairman of the company and other department heads to implement the launch. Expected learning outcomes – Pareto rule (80/20 rule) application for cost-efficient launch strategy; segmentation and identification of competitors; procedure to identify potential of the launch product and market share that can be targeted; and understanding the complete functioning of alcoholic beverage industry in Indian markets (with special reference to Karnataka) and analysing the market data to build an entire launch plan; 4.1 Identifying channel-wise potential and target outlets for the launch product; 4.2 Identifying potential and target depots and number of outlets under each of the depots; 4.3 How pack size of launching product to be manufactured is decided upon. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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8A Mexican edutainment business model: KidZania
Author(s):David Güemes Castorena, José Aldo Díaz Prado
Title – A Mexican edutainment business model: KidZania. Subject area – Management of technology, technological innovation, business innovation and new product development, innovation, design and strategy, entrepreneurship innovation and leadership strategic planning of technological innovation. Study level/applicability – MBA. Case overview – KidZania® is a Mexican company of family entertainment centers, founded in 1996 by Luis Javier Laresgoiti Fernández and fully developed by Xavier López Ancona. An innovative concept inspired in a fusion of nursery and theme park, KidZania®, brings together strong brands as partners to support their own and offer a complete entertainment and educational experience to kids between two and 16 years old. A unique business model, involvement of experts and a committed board of directors has been the key to the innovation of KidZania®. Its managers, by 2011, operate eight centers – two in Mexico, two in Japan and the rest in Indonesia, Portugal, United Arab Emirates and South Korea – and have plans to expand to more countries in Asia, Latin America and Europe in 2011 and finally to the USA. The future of KidZania® seemed bright, and the manager of the company believed that the growth appeared unstoppable because the purpose was to grow on 100 percent. The strategy appeared clear: dominate in the emerging and consolidated markets (big cities) in order to strengthen its competitive position and then, enter the US market with all the muscle and take the lead in the biggest market. But what was the competition going to do about it? What will the moves be for big players like Walt Disney – which had revenues of US$38.06 billion (USSEC, 2010), for example? Will the competitors try to buy the new entrant in order to build it up or to disappear it? Or will they try to imitate KidZania®? What would be the future of this new edutainment business model? Expected learning outcomes – This case has been used in executive and MBA courses in creating and sustaining innovation, recognizing disruptive technologies, and in identifying effective methods of marketing a new innovative business model. Instructors can use the case to achieve the following two learning objectives: the KidZania® case helps students to refine their understanding of the model of disruption. They are forced to look closely at the product/service and decide whether it is a disruptive innovation or a sustaining innovation. This close examination becomes a helpful tool as students think about what decisions they would make to secure the success of the KidZania® in the entertainment market. The KidZania® case allows students the opportunity to develop their knowledge and understanding of the model “skating to where the money is”. Based on their analysis of the company and product students, must decide whether the KidZania® is a business that will produce sustained revenue and is worth investing in. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes. Close
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9Shopping centre Europa – when threats become opportunities
Author(s):Ieva Kvedaraviciene, Lilija Vilkanciene
Title – Shopping centre Europa – when threats become opportunities. Subject area – Real estate economics, strategic management. Study level/applicability – BA, undergraduate year 3, 4 Case overview – The case aims to raise an issue of the effects of the economic crisis on Europa shopping centre in Vilnius, Lithuania, and its owner, Baltic Property Trust (BPT) Secura. For the first time since its opening in Vilnius, the company faced rapidly decreasing flows and turnover. Falling revenues meant that most stores within the shopping mall had been struggling to maintain their cash flow and profitability. The major idea of the case is to show that shopping centre management is a complex process covering interrelated relationship among owners, tenants, customers and society in general. Expected learning outcomes – Learners will be able: to apply knowledge of retail segment functioning specifics; to apply knowledge of retail property management (in various economic and market cycles); and to apply strategic management principles in property management. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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10UMW Holdings: sustaining a centennial corporation
Author(s):Khairul Akmaliah Adham, Rosmah Mat Isa, Noreha Halid, Norrana Khidil, Adlin Masood, Zizah Che Senik
Title – UMW Holdings: sustaining a centennial corporation. Subject area – Strategic Management and Organization Theory and Design. Study level/applicability – Advanced undergraduate and MBA students taking courses in Strategic Management and Organization Theory and Design. Case overview – By the end of 2011, five years short of its centennial anniversary, UMW Holdings was one of the biggest corporations in Malaysia, registering revenues of RM13.5 billion (US$4.5 billion), and net profit after tax of RM1 billion (US$0.33 billion). By that time, it had 110 subsidiaries, operating in four core businesses of automotive assembly and distribution of Toyota lines of products, automotive components and lubricants original equipment manufacturing (OEM) and replacement equipment manufacturing (REM), heavy equipment, and oil and gas drilling service. In September 2011, the company had targeted its Toyota automotive business to contribute to 50 percent of its revenues, while the other 50 percent would come from its other three businesses, by the year 2015. However, as of the first quarter of 2012, Datuk Syed Hisham Syed Wazir, the Group CEO and his management team realized that, at 72 percent, the automotive business was still the main contributor to the Group's revenues. As the company's Toyota assembly operation was limited exclusively to the Malaysian market, plus in the face of greater competition within the automotive industries, the company needed to set strategies to achieve its 50:50 plan. The case stimulates discussion on strategy formulation of a mature corporation, involved in diversified business portfolio. Expected learning outcomes – Understanding the process of industry analysis, as well as the formulation and implementation of business-level and corporate strategies, enables case analysts to extend the concepts to many business situations. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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