Emerald | Emerald Emerging Markets Case Studies | Recently published items http://www.emeraldinsight.com/browse.htm?content=case_studies&issn=2045-0621 Most recently published items from the Emerald Emerald Emerging Markets Case Studies en-gb 2014 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Emerald Emerging Markets Case Studies | Recently published items http://www.emeraldinsight.com/common_assets/img/covers_journal/eemcs.jpg http://www.emeraldinsight.com/browse.htm?content=case_studies&issn=2045-0621 120 157 Aachi – spicing up a growth trajectory http://www.emeraldinsight.com/case_studies.htm/?articleid=17116608&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-09-2013-0185 <B>Subject area</B> – Marketing and entrepreneurship. <B>Study level/applicability</B> – The case is applicable to MBA core marketing, sales and distribution, strategic marketing, fast-moving consumer goods (FMCG) marketing and entrepreneurship. <B>Case overview</B> – Isaac Padmasingh, a first-generation entrepreneur who was awarded TiECon's “Extreme Entrepreneur of the Year 2010”, has built a thriving enterprise. From his first job as a salesman in Godrej to being the founder of “Aachi” group of companies with a turnover of INR 700 crores (USD132 million) annual revenue, he has had quite an eventful journey. His early insights in Godrej in sales and distribution, coupled with his entrepreneurial passion, have enabled him to grow his company this far in a short span of 14 years. His business is partly managed by his wife and his two sons who are the directors of this private enterprise. Now he is making bold moves to venture outside Tamil Nadu and become a national brand, which means a major scaling up and moving into the next orbit. Vital questions in scaling are: Is Aachi pursuing the right growth strategy in their effort to scale up? How can Aachi look at the imminent foreign direct investment in retail as an opportunity for growth? Looking back over the years, what has Aachi learnt and how to carry forward the best practices and learn from the mistakes made? <B>Expected learning outcomes</B> – Entrepreneurship: to introduce the entrepreneurial vision in creating a new enterprise, and to understand the characteristics of an entrepreneur. FMCG marketing: to discuss the importance of going-to-the-market strategy, to discuss the importance of distribution reach in rural marketing, to discuss the nuances of branding in Aachi's growth story and to familiarize students in successfully marketing FMCG products. Growth strategies: identifying opportunities for the future, and to explore the growth strategies suitable for Aachi. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (T.N. Swaminathan, Arun T) Tue, 29 Jul 2014 00:00:00 +0100 Stakeholder-oriented service excellence: the case of Ajman Free Zone Authority of United Arab Emirates http://www.emeraldinsight.com/case_studies.htm/?articleid=17116605&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0118 <B>Subject area</B> – Business management, quality management, service quality and customer service in public sectors. <B>Study level/applicability</B> – This case is most relevant to upper-level undergraduate business students taking quality management, strategy and service management courses. It is also relevant to practitioners working in similar positions. The case is based on primary and secondary data, and all materials mentioned were taken from real work environments. <B>Case overview</B> – In contemporary competitive markets, all entities face a growing challenge to retain customers by satisfying them. In this case study of Ajman Free Zone Authority (AFZA), which is a public entity which was started in 1988 with the aim of boosting industrial development in Ajman, it is seen that the entity (AFZA) recognized a competitive advantage by improving service quality. However, AFZA focused on implementing various service quality improvement initiatives for not only customers, but also for other stakeholders as well (e.g. employees, strategic partners, suppliers and society). AFZA sought to understand stakeholders’ needs, which led to service excellence. The purpose of this case is to highlight how AFZA differentiated itself by using initiatives that focused on disparate stakeholders to achieve customer satisfaction. The concepts of service quality (SERVQUAL), total quality management (TQM) and continuous improvement offer insights into how to improve organizational performance. It highlights how AFZA used Stakeholder Theory to identify and then collaborate with stakeholders to attain best service quality outcomes. The case study is developed using both secondary and primary sources. <B>Expected learning outcomes</B> – After reading and analysing this case study, the student will be able to identify stakeholders in a service-based entity; apply Deming’s Cycle or SERVQUAL to suggest improvement programmes; describe relationships among all stakeholders; and describe initiatives that contribute to service excellence. <B>Supplementary materials</B> – Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Hajar Saeed Hamad Alhubaishi, Syed Zamberi Ahmad) Tue, 29 Jul 2014 00:00:00 +0100 Miraaya: the trendy women’s wear brand http://www.emeraldinsight.com/case_studies.htm/?articleid=17116606&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-08-2013-0164 <B>Subject area</B> – Brand management, marketing management and retail. <B>Study level/applicability</B> – This case is applicable to postgraduate business management students. <B>Case overview</B> – Mr Rajesh Jain promoted Miraaya chain of stores in the year 2010. Currently, Miraaya is a fast-evolving retail chain selling women’s wear, and this case describes Miraaya’s journey since its inception and its attempt to build a brand with limited resources and to carve a place for itself amidst growing competition and fast-growing customer awareness. Though Rajesh almost singlehandedly led the brand, the organization has professionals in each function and there has been process orientation – both for front-end functions as well as back-end functions, right from the beginning. In the second year of operation, the revenue grew very rapidly, but in the third year, when faced with the challenge of stagnant revenue, the organization could still increase the profitability. With a focus on product innovation, he and his team have been able to retain the customers’ interest, which is at a premium with widespread competition from both organized and unorganized women’s apparel retailers. With innovations like salwars in knitted fabric and cropped trousers with elastic waistband, Miraaya remained ahead of the pack. To keep the costs low, Rajesh and his team worked constantly on expanding via franchising and shop-in-shop formats as well as on online sales, thus also increasing the brand awareness. Students might come to the class with an understanding that brand building is done mainly through active communication in the media, while this case would create an opportunity for the students to appreciate that word-of-mouth, online media and building customer relationships via product innovation can be very exciting, affordable and successful media. <B>Expected learning outcomes</B> – With the help of this case, students would learn about customer-based brand equity model and its factors. The case would also help to understand the challenges of brand building in retail in a country like India. It also defines the latest buying behaviour of Indian women and their aspirations. <B>Social implications</B> – The case illustrates the challenges and opportunities for a retail entrepreneur in an Indian environment. The case is a nice piece of work to showcase how a new retailer should build the brand in a highly competitive market. This case can be a source of inspiration among budding entrepreneurs. <B>Supplementary materials</B> – Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Kartik Dave, Garima Dhamija) Tue, 29 Jul 2014 00:00:00 +0100 SAP Labs India: co-innovation in public procurement system http://www.emeraldinsight.com/case_studies.htm/?articleid=17116607&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-10-2013-0200 <B>Subject area</B> – Public Sector Management and Strategy. <B>Study level/applicability</B> – This case will be useful for courses in information technology (IT) innovation, public–private partnership (PPP) and strategic management. However, the use of the case will differ on the basis of the target audience who could be students of master’s course or executive development course. Detailed discussion can be done on co-innovation strategy followed in a public–private partnership and to understand how a PPP can be successful in enterprise solutions. Further, the understanding on how e-procurement and e-tendering solutions work can be gained through this case. This case should be positioned when the discussion for the planning strategy of IT innovation takes place. <B>Case overview</B> – SAP was a market leader in enterprise application software and empowered people across the globe to work more efficiently. The e-procurement solution for OILGIAN was managed by SAP LABS India. OILGIAN entrusted SAP with the task to design and implement the e-tendering solution. SAP appointed Ramakrishna Potluri, Lead Consultant, SAP, to manage the design and implementation of the e-tendering module as a part of e-procurement solution for the public sector. The reporting and the security concerns were stated by OILGIAN, and Potluri reassured that his competent team would comply with the needs. The main predicaments that he was going through were that how best he could take the proposition forward. Should he create the innovative solutions in-house or co-create with the customers? Which business models should he follow for this public–private co-innovation to be a predecessor of successful projects? <B>Expected learning outcomes</B> – The case illustrates the following objectives: to discuss the co-innovation strategy followed in a public–private partnership; to understand how a public–private partnership can be successful in enterprise solutions; and to understand how e-procurement and e-tendering solutions work. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Aparna Raman, Mahadeo P. Jaiswal) Tue, 29 Jul 2014 00:00:00 +0100 Corporate management in receivership: the case of Uchumi supermarkets http://www.emeraldinsight.com/case_studies.htm/?articleid=17115459&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-01-2013-0004 <B>Subject area</B> – Strategic Management and Corporate Finance. <B>Study level/applicability</B> – Higher undergraduate and graduate levels. <B>Case overview</B> – The case demonstrates how a company can be able to manage corporate restructuring successfully and recover from receivership. Uchumi is a company incorporated in Kenya and listed on the Nairobi Securities Exchange (NSE). The case examines how Uchumi successfully recovered from receivership in 2006 owing to previous mismanagement and regained profitability after years of continued losses. A review of the company's management style and the role of the management in turning around the company are presented. <B>Expected learning outcomes</B> – The case demonstrates how financially and operationally troubled corporations can be managed effectively, illustrates how corporate managers can manage corporate restructuring and receivership successfully, shows the applicability of Kotter's eight stages of leading changes successfully and other leadership approaches/theories and demonstrates the differences between the performance of a corporation before and after the restructuring process. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request Teaching notes. Case study literatinetwork@emeraldinsight.com (David Mathuva) Mon, 14 Jul 2014 12:00:00 +0100 Surviving challenges: a case of DK Exports on family business http://www.emeraldinsight.com/case_studies.htm/?articleid=17115460&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0102 <B>Subject area</B> – Entrepreneurship, strategy, family business. <B>Study level/applicability</B> – MBA, PhD (Mgmt) <B>Case overview</B> – DK Dies and Tools was set up initially as a tool room by its founder Krishna Verma. It manufactured machine parts, sheet metal tools, jigs and fixtures, plastic/rubber moulds and metal fabrications. The firm came to be known as DK Exports (henceforth DKX) when it was professionalized in the year 2003 for merchant exporting. Lately, after the founder's demise, professionalization had become a dire need when the firm faced with loss of customers, the market share was taken over by the Chinese, workers' expectations had risen, poor internal communications, search for dynamic capabilities and finally a need to diversify had arisen. Unexpected death of the founder had pushed the firm into doldrums. It was because of the founder's relationship and reputation in the market that the business prospered. Unfortunately, the tacit knowledge he possessed could not be handed over to his son Kunal, which led to complexes in business. Hence, there arose a need for internationalization for finding new customers and markets. Entrepreneurial orientation needed a change. The new Chairman, Kunal, had expertise in operations management, with his wife, Priyanka, looking after development via overseas collaborations. The firm had been struggling to create a two-tier top-level management to decide on operational issues, besides search for newer destinations for increasing the scale of operations. <B>Expected learning outcomes</B> – To understand how multilevel entrepreneurship happens and the importance of translating tacit knowledge to explicit knowledge, especially at times when the founder has to pass the baton to the second generation. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Manoj Joshi, Apoorva Srivastava) Mon, 14 Jul 2014 12:00:00 +0100 Investment in non-Sharia compliant instruments wrecks TH's noble reputation: a challenge to regain public confidence http://www.emeraldinsight.com/case_studies.htm/?articleid=17115461&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-07-2013-0128 <B>Subject area</B> – Islamic Accounting, Auditing, Strategic Management and Accounting Theory. <B>Study level/applicability</B> – The case is suitable for graduate and postgraduate business students, particularly those on courses such as Islamic Accounting, Auditing, Strategic Management and Accounting Theory. The case is based on secondary data collection and all the facts are real. <B>Case overview</B> – In the early 2000s, the Tabung Haji (TH) faced financial difficulty, particularly regarding its returns from investments and, with the intention of helping to improve this situation, the General Manager (GM) of Finance and the GM of Investment decided to accept an investment proposal presented by an investment company. The proposal involved initial and subsequent investment portfolios of RM50 million and RM150 million, respectively. The proposal was presented in a board meeting and was approved by the board. Indeed, the two GMs were delighted to receive a return of RM12.5 million from their RM50 million initial investment – i.e. 25 per cent return. In the process of approving the subsequent investment of RM150 million, the two GMs were informed that their investments were partly for the FOREX market (Foreign Exchange Market/Currency Market). At that time, there was no conclusive decision on the status of investment in the FOREX market regarding whether it complied with Sharia principles. The two GMs contemplated whether they should accept this second investment proposal. The issue was whether they should reveal in the board meeting that this investment was partly in FOREX. What if the board failed to accept the idea of investing in FOREX and rejected the proposal? Indeed, they were dropping an opportunity for lucrative returns. Should the GMs seek technical advice on the status of FOREX investment in Islam and present it to the board? <B>Expected learning outcomes:</B> – The case should help students to: understand the concept of Sharia and Sharia financial principles; understand the process involved in TH investment decisions; analyze the issues involved in decision-making and apply the relevant theories to describe the actions; and recommend various alternative course of actions in a given situation. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request Teaching Notes. Case study literatinetwork@emeraldinsight.com (Mohd Ariff Kasim, Siti Rosmaini Mohd Hanafi, Syed Zamberi Bin Ahmad, Norbaini Abdul Halim) Mon, 14 Jul 2014 12:00:00 +0100 Knowledge management practices of an IT company http://www.emeraldinsight.com/case_studies.htm/?articleid=17115462&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-07-2013-0130 <B>Subject area</B> – Knowledge management strategy. <B>Study level/applicability</B> – Small and medium organizations providing technology solutions. <B>Case overview</B> – This case presents the developments in BATOI, as it intends to proliferate its services and offerings. BATOI offers an enterprise-class cloud computing platform along with a set of software applications, a business social network and different online information and service portals catering to large audience at the global level. The organization focuses on customer satisfaction as an integral part of the value chain. The case presents the knowledge management (KM) initiatives that were introduced in BATOI as a part of the organization's strategy for growth and acquiring new customers. Based on the business goals of BATOI, the KM-related goals were identified as part of designing the KM strategy. Designing of the KM strategy further assisted BATOI to retain competent employees, and along the way, addressed the major concern of attrition that plagues many established organizations. To conclude, some of the future concerns of BATOI are indicated at the end of the case. The analysis of the case takes into account the KM challenges faced by BATOI and the necessary steps in successfully implementing a KM strategy in an organization. <B>Expected learning outcomes</B> – The objective of this teaching case is as follows: to understand how KM is central to an organization's growth strategy; to appreciate the importance of KM in technology-intensive organizations; to understand the process of deriving the KM goals from the over arching business goals of an organization; and to comprehend the challenges associated with implementing KM strategy for the first time in an organization. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Sanjay Mohapatra, Rahul Thakurta) Mon, 14 Jul 2014 12:00:00 +0100 Made in India: Cisco reroutes innovation http://www.emeraldinsight.com/case_studies.htm/?articleid=17115463&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-07-2013-0146 <B>Subject area</B> – Innovation, reverse innovation, frugal innovation and disruptive innovation. <B>Study level/applicability</B> – Undergraduate, Postgraduate and Executive Education. <B>Case overview</B> – 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. <B>Expected learning outcomes</B> – 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. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Srinivas Reddy, Havovi Joshi) Mon, 14 Jul 2014 12:00:00 +0100 Mysore Sandal Millennium, the launch of India's most expensive soap http://www.emeraldinsight.com/case_studies.htm/?articleid=17115464&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-07-2013-0149 <B>Subject area</B> – Marketing, innovation, strategy. <B>Study level/applicability</B> – Undergraduate, post-graduate and executive education. <B>Case overview</B> – This case is set in January 2012, a few days before the launch of Mysore Sandal Millennium, a super-premium luxury soap offering from the Indian public sector enterprise, Karnataka Soaps and Detergents Ltd. (“KS&amp;DL”). Three years of research had been put into this product, which contained some of the finest, high-quality ingredients. KS&amp;DL had, over the past decade or so, observed a significant fall in brand image for its signature product, the Mysore Sandalwood soap. While this soap had for many years been considered the premium brand in India, it had lost its place when well-known foreign brands became available in India, and local manufacturers moved towards this segment, manufacturing a whole new range of competitive products such as liquid body washes and gels. It was with an aim to rebuild its image that the company decided to launch the Millennium soap. KS&amp;DL was clear that the product would be initially aimed at the high-income Indians, and then move to expand into the overseas market. However, it remained to be seen if the company could be truly successful in marketing a product priced at a level which would make it unaffordable to most Indians, other than a very thin layer of the ultra-rich. The question remains as to how KS&amp;DL could best go about executing and communicating its strategy to make this launch a success. <B>Expected learning outcomes</B> – This case provides students the opportunity to learn about the challenges faced when a company launches a new brand, particularly a luxury brand in a developing country such as India. Through this case, students will learn about the concepts of brand extension, and, above all, vertical brand extension. It can also be used to discuss the spill-over effects of the launch (and its success) on other existing brands of the company, as well as the overall corporate brand. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Srinivas Reddy, Havovi Joshi) Mon, 14 Jul 2014 12:00:00 +0100 Force Automotive – breach of code of conduct http://www.emeraldinsight.com/case_studies.htm/?articleid=17115465&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-08-2013-0165 <B>Subject area</B> – The case highlights the ethical dilemmas people face in various business situations. The case throws light on the causes and consequences of violation and the problems related to enforcement of shared organizational values/code of conduct. <B>Study level/applicability</B> – This case can be used in courses on human resource management, OB and corporate ethics and is suitable for the postgraduate and undergraduate students of business schools. <B>Case overview</B> – The case narrates the dilemma faced by the Vice President of human resources (VP-HR) of a company when he discovered a major violation of the company's code of conduct by the Vice President of research and development (VP-R&amp;D). The VP-R&amp;D is almost indispensable to the company given his unique expertise and criticality of the new Design Centre which he is spearheading single-handedly. Sacking the VP-R&amp;D has the potential of delaying commissioning of the new centre and putting new business wins in jeopardy. On the other hand, not taking any action may erode employees faith in code of conduct and company values. The VP-HR must decide fast whether and how to take action on gross violation of company's code of conduct. <B>Expected learning outcomes</B> – The students will gain understanding of shared organizational values, code of conduct and ethics, know about the causes and consequences of violation of shared values, discover ways to institutionalize shared organizational values and resolve ethical dilemma. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Tanushree Sharma) Mon, 14 Jul 2014 12:00:00 +0100 Surabaya Zoo: a social enterprise on the cross road http://www.emeraldinsight.com/case_studies.htm/?articleid=17115466&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-09-2013-0183 <B>Subject area</B> – This case extends existing social enterprise theory about how an organization balances its mixed goals: financial, social and conservation. Both growing demand and management transition bought about the challenging issue of sustainability. <B>Study level/applicability</B> – The authors have applied the case for undergraduate and postgraduate programs. <B>Case overview</B> – The central protagonist is Mr Samson, a local authority who has to make a decision on whether he should approve or reject the budget with aims to take over the Surabaya Zoo. This is about debate whether conservation social-enterprise should involve human intervention or follow the natural path. <B>Expected learning outcomes</B> – This case introduces some concepts and implementations about social enterprise and public policy. For the undergraduate program, the case is designed to introduce the concept of social enterprise and public policy. For the postgraduate program, the students are encouraged to enhance their analysis through conducting feasibility studies including financial sustainability and ethical analysis. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Aluisius Hery Pratono, Mario Antonio Lopez, Ruswiati Surya Saputra) Mon, 14 Jul 2014 12:00:00 +0100