The Premium Industries Group Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-2
Author(s):  
Swapna Koshy
Keyword(s):  
Corporate Strategy ◽  
External Environment ◽  
Subject Area ◽  
Growth Strategy ◽  
First Year ◽  
Content Type ◽  
Corporate Strategies ◽  
Unrelated Diversification ◽  
Business And Management ◽  
Strategy Diversification

Subject area Corporate strategy, growth strategy, diversification, integration, and external environment. Study level/applicability First year undergraduate Business and Management. Case overview The Premium Industries Group, started in Dubai, in 1997 by entrepreneur extraordinaire George Martin, had grown exponentially in a decade into a conglomerate comprising 17 companies. The group had succeeded in capitalising the meteoric growth of Dubai. However, the change in the economic scenario prompted George to evaluate the company's past growth strategy and consider if it was appropriate for the future. Expected learning outcomes This case can be used to teach growth strategy, related and unrelated diversification, vertical and horizontal integration and impact of the external environment on corporate strategies. Supplementary materials A teaching note is available on request.

The Banyan Tree: branding the intangible

2011 ◽  
Vol 1 (1) ◽  
pp. 1-12
Author(s):  
Jochen Wirtz
Keyword(s):  
Services Marketing ◽  
Subject Area ◽  
Growth Strategy ◽  
Business Practices ◽  
Hotel Management ◽  
Content Type ◽  
Service Brand ◽  
Retail Outlets ◽  
Brand Portfolio ◽  
Business And Management

Subject area Services marketing, hotel management, branding, and promotion management. Study level/applicability Undergraduate business and management; MBA/MA management courses. Case overview Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy, Banyan Tree had launched new brands and brand extensions that included resorts, spas, retail outlets, and even museum shops. Now, the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree, its flagship brand. Expected learning outcomes This case illustrates how a powerful service brand can be built even with little advertising. It also exemplifies how pro-environmental business practices can co-exist with a firm's profit objectives. Set in a service context, the case may be used in discussions on services marketing, hotel management, branding, and promotion management. Supplementary materials Teaching notes

Mastering the art of managing a conglomerate business empire in Myanmar

2015 ◽  
Vol 5 (1) ◽  
pp. 1-14
Author(s):  
Jenson Chong-Leng Goh ◽  
Manohar P. Sabnani ◽  
Gee Kwang Randolph Tan ◽  
Siew Peng Tan
Keyword(s):  
Learning Outcomes ◽  
Business Model ◽  
Corporate Strategy ◽  
Listed Company ◽  
Subject Area ◽  
Economies Of Scope ◽  
Content Type ◽  
Teaching Case ◽  
Corporate Strategies ◽  
A Company

Subject area Strategy. Study level/applicability Undergraduate final year or MBA. Case overview This teaching case describes the journey undertaken by Yoma Strategic Holdings (YSH) Ltd, a Singapore-listed company that operates predominately in Myanmar, to become a successful and highly profitable conglomerate business empire in Myanmar. The case provides a rich contextual description of how YSH leveraged upon its partnerships and capabilities, especially with its parent and sister companies, to pursue its conglomerate business model. To facilitate the discussion that this teaching case aims to generate among lecturers and students, we have provided a summary of the latest developments in Myanmar since the 2010 general election. This helps to give students an appreciation of the challenges involved in creating a successful business in Myanmar. Expected learning outcomes The learning outcomes that this teaching case hopes to achieve in students are as follows: Understand the concept of “economies of scope” in corporate strategy; identify and explain the various corporate strategies (i.e. diversification and vertical integration) that can be implemented to develop a conglomerate business model; recognize the organizational and managerial issues arising from implementing these corporate strategies and understand the circumstances that influence its success; and assess the relative advantages of managing a business in a conglomerate business model and advise a company on whether a particular activity should be undertaken internally or outsourced. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

From Asia to Africa: the international expansion of Hon Chuan enterprise

2018 ◽  
Vol 8 (1) ◽  
pp. 1-33
Author(s):  
Caleb Huanyong Chen ◽  
Allan KK Chan
Keyword(s):  
Emerging Markets ◽  
International Business ◽  
Success Factors ◽  
Corporate Strategy ◽  
Mainland China ◽  
Subject Area ◽  
International Expansion ◽  
Content Type ◽  
Key Customer ◽  
Beverage Packaging

Subject area International Expansion; Emerging Markets; Corporate Strategy; Strategic Management. Study level/applicability Senior undergraduate; MBA; EMBA. Case overview This case focuses on the international expansion of Hon Chuan Enterprise, a beverage packaging and filling company headquartered in Taiwan. The company has set foot in Africa after its development in mainland China and Southeast Asia. Its 41st factory has just started production in Mozambique, Africa. The African base may help the company reach the turnover milestone of NT$20bn (approximately US$640m) in the next year. This NT$20bn turnover has been a target every year since 2013, but they have so far failed to reach it. As an original equipment manufacturer (OEM) in beverage packaging and filling, Hon Chuan to some extent relies on customers that own brands. After losing a key customer in mainland China, the company has experienced a three-year slump that forced the company’s president, Hish-Chung Tsao, to modify his strategy. Africa was the new battlefield bearing his ambition. His intention was not just to add another manufacturing base, but to develop its own beverage brands as an OBM. Yet, how could this be achieved in Africa? It would be a new journey full of challenges. Africa was more complex than other markets. The company’s first factory there had just been established, and its future was still unknown. Expected learning outcomes This case is appropriate for courses in international business, emerging markets, corporate strategy and marketing management. After studying the case, students should be able to understand international expansion of a manufacturing company in emerging markets; understand several key emerging markets of the world and learn what CAGE distances are; identify Hon Chuan’s success factors, challenges and necessary capabilities for future development and then comprehend why it is important to upgrade from OEM to OBM; and learn how to develop beverage brands in emerging markets. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 5: International Business.

Gold Valley Chemical Corporation Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4
Author(s):  
Gwendolyn Rodrigues
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
United Arab Emirate ◽  
New Products ◽  
Subject Area ◽  
Content Type ◽  
Chemical Corporation ◽  
Innovation And Change ◽  
Business And Management

Subject area Entrepreneurship, innovation, change management. Study level/applicability Undergraduate and Postgraduate Business and Management. Case overview This case study focuses on the development of a young entrepreneur in an indigenous industry in Dubai, United Arab Emirate. His entrepreneurial zeal resulted in the creation of a culture of innovation. His fascination for change spurred him to develop new products and he won accolades for innovation. Expected learning outcomes This case can be used to teach entrepreneurial development, innovation and change management. Supplementary materials Teaching notes are also available.

Impact of family involvement on strategy and CEO compensation

2019 ◽  
Vol 10 (3) ◽  
pp. 189-212
Author(s):  
Manika Kohli ◽  
Suveera Gill
Keyword(s):  
Decision Making ◽  
Panel Data ◽  
Family Involvement ◽  
Ceo Compensation ◽  
Family Firms ◽  
Corporate Strategy ◽  
Dynamic Panel Data ◽  
Growth Strategy ◽  
Strategic Decision ◽  
Content Type

Purpose As widely known and well established, strategic decision-making at family firms is an interface between business interests and family considerations. The purpose of this paper is to understand the underlying basis of decision-making in setting corporate strategy and designing chief executive officer (CEO) compensation at founder- vis-à-vis descendant-led family firms in the Indian pharmaceutical sector. Design/methodology/approach A sample of 106 BSE-listed pharmaceutical companies have been studied over the period 2012–2017 resulting in a total of 636 firm-year observations. Impact of family involvement in business (FIB) on corporate strategy and CEO compensation has been analysed by constructing multivariate panel data regression models. To deal with the problem of endogeneity, Arellano-Bond (1991) dynamic panel data estimation procedure has moreover been conducted. Findings Supporting stewardship theory, founder-owned and governed firms have been found to favour “growth” strategy and distribute “conservative” executive pay, thereby exerting a positive moderating impact on the strategy-compensation linkage. On the contrary, descendants/second-generation entrepreneurs have put forth a “conservative” stance for growth and innovation, and have rather been observed to favour a “liberal” compensation policy, thereby showcasing the application of behavioural agency theory. Originality/value The research is a novel attempt to unravel the interaction between corporate strategy and CEO compensation in a family firm backdrop carried out in the context of an emerging economy. The study, moreover, adopted an all-encompassing definition of FIB (ownership, management and governance).

Competitiveness and cost behaviour: evidence from the retail industry

2019 ◽  
Vol 21 (1) ◽  
pp. 125-141
Author(s):  
Komang Ayu Krisnadewi ◽  
Noorlailie Soewarno
Keyword(s):  
Real Options ◽  
Corporate Strategy ◽  
Retail Industry ◽  
Stock Exchanges ◽  
Competitive Pressure ◽  
Content Type ◽  
Real Options Theory ◽  
Corporate Strategies ◽  
Cost Behaviour ◽  
Options Theory

Purpose With a particular emphasis on corporate strategies for innovation, the purpose of this paper is to examine how cost behaviour operates under conditions of strong competition in the retail industry. Design/methodology/approach Retail companies listed on the Indonesian, Singaporean and Malaysian capital markets are studied using the regression analysis method. Findings The findings of this study show the sticky behaviour of changes in the selling, general and administrative (SGA) costs when companies are under competitive pressure. When sales increase, SGA costs will increase; however, when sales decline, SGA costs evidently increase. This is especially true for retail companies which have suffered a decrease in their sales of less than 7 per cent, but experienced positive sales growth in the previous period. The suggestion would seem to be that competition leads to greater aggression and the contemporary real options theory bears this out. Research limitations/implications This study only uses data from retail companies listed on stock exchanges in Singapore, Indonesia and Malaysia. Practical implications The type of industry, the extent of the competition and the corporate strategy employed might influence the extent of cost stickiness. Therefore, the users of financial statements need to understand these factors. Originality/value While previous studies incorporated a variety of industries, this paper focuses on examining cost behaviour amid the competitive pressure from recent phenomena in the retail industry. The study provides empirical evidence for supporting the contemporary real options theory. When an industry experiences competition, investing in an uncertain situation will add value to a company, even if it causes sticky cost behaviour. This result contributes to the literature on cost behaviour and strategy management.

Taska Kyrana Sdn. Bhd.: to change or not to change its operating days?

2018 ◽  
Vol 8 (2) ◽  
pp. 1-15
Author(s):  
Hazirhah Hashim ◽  
Rohaida Basiruddin ◽  
Farzana Quoquab ◽  
Maizaitulaidawati Md Husin
Keyword(s):  
Undergraduate Students ◽  
Consumer Behaviour ◽  
Institutional Support ◽  
Subject Area ◽  
The State ◽  
Growth Strategy ◽  
Marketing Management ◽  
Promotion Strategy ◽  
Content Type ◽  
The Right

Subject area Entrepreneurship, Marketing management, Consumer behaviour Study level/applicability Undergraduate students, taking courses of entrepreneurship, marketing management and/or consumer behaviour that cover the topics related to entrepreneurial challenges, institutional support, growth strategy, market segmentation and marketing promotion strategy. Case overview This case demonstrates the dilemma of a founder, cum entrepreneur dealing with the issue related to a change in operating days that would affect her business profitability in the kindergarten industry. The case begins with the problem faced by Azizah Ayob, the founder and entrepreneur of Taska Kyrana when she hears that the state minister of Johor has announced that business operation days will be changed from Sunday to Friday with effect from 1 January 2014. The change would be applicable to government institutions in the state. However, businesses and corporations in the private sector can choose to continue observing Saturday-Sunday weekends or switch to the new official rest days of Friday-Saturday. As customers of Taska Kyrana consist of parents working in public and private sectors, as well as Singaporean parents, Ayob needs to choose either to follow the state requirement or to maintain the usual operation days. Expected learning outcomes Using this case, the students should be able to understand the need for institutional support for an entrepreneur; understand a possible growth strategy to cope with the volatile situation; understand the importance of a proper segmentation strategy to target the right group of customers; and understand the importance of a promotional strategy to attract new customers and to retain the existing one in a volatile situation. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing.

Piping hot dogs: a case of a Malaysian franchise

2011 ◽  
Vol 1 (1) ◽  
pp. 1-10
Author(s):  
Sethela June ◽  
Asmat-Nizam Abdul-Talib
Keyword(s):  
Undergraduate Students ◽  
Fast Food ◽  
Small Firms ◽  
Middle Eastern ◽  
Subject Area ◽  
First Year ◽  
Content Type ◽  
Start Up ◽  
New Business ◽  
International Franchising

Subject area Internationalization, entrepreneurship, franchising, international marketing. Study level/applicability First year undergraduate students of Management courses. Case overview This case is about a newly established fast food company that expands very rapidly in Malaysia. Growing from merely a single pushcart, the company has evolved into one of the most successful purely-local food franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets. Expected learning outcomes After carrying out this exercise, students are expected to be able: to understand how a new business start up grows; to provide a simple illustration on how internationalization of small firms can took place; to analyze the various factors of considerations prior to internationalization; to identify the basic issues of international franchising and how the system works. Supplementary materials Teaching note.

Strategies for growth of a family business operating in the Macedonian wine industry

2016 ◽  
Vol 6 (4) ◽  
pp. 1-26
Author(s):  
Jadranka Mrshikj ◽  
Jaka Vadnjal
Keyword(s):  
Developing Country ◽  
Weather Conditions ◽  
Subject Area ◽  
Growth Strategy ◽  
Wine Industry ◽  
New Venture ◽  
Content Type ◽  
Brand Building ◽  
Hands On ◽  
Entrepreneurial Management

Subject area Entrepreneurial management. Study level/applicability The case is intended to be used by graduate students of Management and Entrepreneurship in the courses of Strategic Management and Entrepreneurial Management. Case overview One of the first private wineries in Republic of Macedonia, a developing country which entered market economy in the end of 1990s, has successfully been using the advantages of good soil and weather conditions to provide opportunity for excellent wine making. After almost 20 years of blazing a successful entrepreneurial trail built on innovation, strict quality control, brand building and close family hands-on management, the market soon became too small; thus, internationalization was the next logical step. This case provides local and global data on the wine industry, the Mac Wine facts and figures and financial data to help answer the questions about its future management and marketing strategies and the ownership transition. Expected learning outcomes This case has been documented to help students to understand the concept and applicability of the growth strategy of a new venture in the developing country. The students will understand how this growth was realized by answering the following questions: What are the factors that contributed to the growth of this venture? Evaluate the Mac Wine decision to build a brand based on production of high-quality wines. Is Mac Wine’s marketing strategy adequate? Is the family-owned business more of a strength or a weakness at the time being? And in the future? Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

The growing pressures on Groupon's once-successful daily deal business

2015 ◽  
Vol 5 (6) ◽  
pp. 1-16
Author(s):  
Cathy Leung Miu Yee
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Listed Company ◽  
Subject Area ◽  
Growth Strategy ◽  
Daily News ◽  
Content Type ◽  
Future Performance ◽  
The Usa ◽  
Daily Deals

Subject area Marketing Management, Business Strategy and Promotion & Advertising. Study level/applicability Associated degree, undergraduate and graduate students as well as executives from profit-making organizations. Case overview Groupon is the world's largest daily-deal Web site and a pioneer in the group-buying industry. The major feature of the company's business model is that merchants use Groupon as a platform to offer coupons with a discounted price, and the coupon buyers can then redeem these coupons. Groupon has done business in over 50 countries and, by 2012, had over 39.5 million subscribers received its daily news. It had a 59.1 per cent share of the daily-deals market in 2013. Groupon is a publicly listed company on the NASDAQ in the USA, trading under the ticker symbol of “GPRN”. Expected learning outcomes The students' business knowledge and skills will be sharpened by working through this case, and students will be challenged to identify solutions to the marketing concerns: specifically, how the driving approach of its daily-deal business model enabled the company to adopt a growth strategy that will confront the difficulties of the emergent “golden age” of the daily-deal industry in the twenty-first century. In addition, it will also be of help to the students to take the active roles of thinker, analyst, evaluator, decision-maker and implementer to evaluate the continuing changes in a competitive environment and consider how Groupon can seize available opportunities to predict future performance by comparing data from 2008 and 2012. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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