Bridging the divide between diaspora investment interest and action

2011 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Liesl Riddle ◽  
Tjai M. Nielsen ◽  
George A. Hrivnak
Keyword(s):  
Emerging Markets ◽  
Social Entrepreneurship ◽  
Subject Area ◽  
New Venture ◽  
Graduate Courses ◽  
Content Type ◽  
Small Business Management ◽  
Governance Challenges ◽  
Successful Business ◽  
Human And Social Capital

Subject area Entrepreneurship, management and emerging markets. Study level/applicability Undergraduate and Graduate courses in Entrepreneurship, Managing in Developing Countries/Emerging Markets, Small Business Management, Social Entrepreneurship, International Business Case overview IntEnt is a business incubator that provides training and other support services to nascent entrepreneurs, helping turn their investment ideas into successful business ventures. But IntEnt focuses on a unique clientele: diasporas, or migrants and their descendants, who dream of establishing a new venture back in their country of origin.The incubator is well known and respected by policymakers and migrants alike. Despite these successes, Mr Molenaar has struggled to grow and diversify IntEnt's funding base. He also is under increasing pressure from the foundation's stakeholders to define and measure the foundation's performance. But Molenaar is committed to expanding IntEnt's operations and continue to bridge the divide between diaspora investment interest and action. Expected learning outcomes To understand and describe the financial-, human-, and social-capital challenges faced by transnational diaspora business ventures during the business development and launch phase.To explain how business incubators can provide solutions to the specific, unique problems that transnational diaspora entrepreneurs face, particularly in emerging markets. To discuss the governance challenges associated with operating a transnational business venture as well as those of an incubator aimed to support transnational entrepreneurship. Supplementary materials Teaching note.

Raizcorp: planting the seeds for entrepreneurial growth and prosperity

2014 ◽  
Vol 4 (1) ◽  
pp. 1-12
Author(s):  
Boris Urban ◽  
Alison Gaylard
Keyword(s):  
Chief Executive ◽  
Subject Area ◽  
New Venture ◽  
Key Factors ◽  
Content Type ◽  
It Support ◽  
New Ideas ◽  
The Individual ◽  
Human And Social Capital

Subject area Entrepreneurship. Study level/applicability MBA and masters in management. Case overview Raizcorp Chief Executive Allon Raiz was faced each day with many applications to join his business incubation prosperator programme. He knew what to look for in an entrepreneur, but it was not always “cut and dried”. In September 2012, he and his panel were considering an applicant who had passed all the tests with flying colours, and they were unanimous in their belief that he had what it took to be successful. His business, however, left them in doubt. It was a struggling IT support company, which they felt had no differentiating factors in an already overtraded industry. Raizcorp believed in “backing the jockey but not the horse”, which often meant having to change the entrepreneur's mindset and helping them explore new ideas. Would they be successful in this case? And was it worth the investment of time and resources? It worried Raiz, because he knew if the individual was to embark on a new venture, it would take some time before Raizcorp would see any return on its investment. Expected learning outcomes The case has the following objectives: to demonstrate understanding of the key concepts of entrepreneurship, to discuss entrepreneurship as a process, to analyse human and social capital attributes relating to successful entrepreneurship, to identify entrepreneurial motivations/cognitions/behaviours, to appreciate the key factors of successful entrepreneurship practices, to assess the relevance of the practice of entrepreneurship to individuals and society, to illustrate key ideas of entrepreneurship with reference to empirical case studies on entrepreneurship, and to analyse rigorously the RAMP model in the case study. 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.

Emerging entrepreneurship in Cuba

2011 ◽  
Vol 1 (3) ◽  
pp. 1-15
Author(s):  
Marilyn M. Helms
Keyword(s):  
Business Students ◽  
New Ventures ◽  
Subject Area ◽  
Cultural Barriers ◽  
New Venture ◽  
Content Type ◽  
Tour Guides ◽  
Small Business Management ◽  
The Usa ◽  
Tourism And Hospitality

Subject area Entrepreneurship; tourism and hospitality. Study level/applicability Junior or senior-level business students as well as graduate-level (MBA and/or EMBA) classes in entrepreneurship, small business management, strategic management, international business or international economics. Case overview Cuban tour guides working for the communist Castro Government dream of working for themselves or leaving for the USA. Their story is contrasted by a visit to Cuba as told by a US business professor. Expected learning outcomes To compare entrepreneurship under capitalism that is slowly relaxing their communistic rules, to learn more about the island of Cuba and its potential for tourism and new venture creation, to understand the legal, social, political, historical and cultural barriers to entrepreneurship, to hypothesize or brainstorm potential new ventures for Cuba. Supplementary materials Teaching notes; photos also available upon request from the author.

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.

Assessing algorithms for selecting countries to market new products to low-income consumers

2013 ◽  
Vol 3 (4) ◽  
pp. 1-12
Author(s):  
Michael D Metzger ◽  
Arch G. Woodside ◽  
John C. Ickis
Keyword(s):  
Emerging Markets ◽  
New Product Development ◽  
Low Income ◽  
Food Packaging ◽  
New Products ◽  
Subject Area ◽  
Bottom Of The Pyramid ◽  
Content Type ◽  
Decision Tools ◽  
Low Income Consumers

Title – Assessing algorithms for selecting countries to market new products to low-income consumers. Subject area – A consulting team to an international food packaging company (SDYesBox) is attempting to decide which algorithm is the most useful for selecting two national markets in Central America and the Caribbean. SDYesBox wants to work closely with its immediate customers – manufacturers in the dairy and food industry and their customers (retailers) – to develop and market innovative products to low-income consumers in emerging markets; the “next big opportunity for the dairy industry” according to SDYesBox. Study level/applicability – New product development and market selection in emerging markets in Latin America. Case overview – Five algorithms are “on the table” for assessing 14 countries by 12 performance indicators: weighted-benchmarking each country by the country leader ' s indicator scores; tallying by ignoring indicator weights and selecting the countries having the greatest number of positive standardized scores; applying a conjunctive and lexicographic combination algorithm; and using a “fluency metric” of how quickly consumers can say each country aloud. At least one member of the consulting team is championing one of these five algorithms. Which algorithm do you recommend? Why? Expected learning outcomes – Learners gain skills, insights, and experience in alternative decision tools for evaluating and selecting choices among emerging markets to enter with new products for low-income (bottom of the pyramid) products ands services. 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.

The Bake Collective – making a delicious difference

2018 ◽  
Vol 8 (1) ◽  
pp. 1-28
Author(s):  
Zoha A. Karmali ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Enterprises ◽  
Full Time ◽  
Growth Strategies ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Postgraduate Students ◽  
Start Up

Subject area Social Entrepreneurship. Study level/applicability This case study can be used on the module on introduction to social entrepreneurship for postgraduate students specializing in Social Entrepreneurship or Social Work. Case overview This case explores the difference between social entrepreneurship and idealism. It captures the journey of Charlene Vaz and Kavita Gonsalves, two passionate young women, who formed “The Bake Collective” (TBC). Kavita and Charlene are both full-time employees, who spend their weekends and evenings running TBC and through bake sells raise funds for supporting social causes. The women have been able to get a teacher hired for differently abled children, provide water purifiers to victims of the Nepal earthquake, furnish a classroom in a school for less privileged children and provide teaching material for schools in over 400 villages in the State of Maharashtra in India. The case highlights the power of volunteering for a cause that can result in developing a social enterprise. It helps to unfold the steps undertaken to kick-start the cause as well as the risks involved in the start-up stage. It also discusses the measures that can be taken to mitigate the risks in the start-up phase and the ways by which social entrepreneurs can scale and grow their programme. Expected learning outcomes From this case, students will learn about the factors that lead to the germination of a social enterprise and identify characteristics of social entrepreneurs. They will be able to understand critical factors required to sustain start-up enterprises. The case will also enable students to explore systems and processes that need to be designed to sustain the start-up phase. Further, the case will help students to brainstorm on growth strategies for social enterprises. 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.

ICON stores: managing a new business venture

2016 ◽  
Vol 6 (1) ◽  
pp. 1-20
Author(s):  
Waheed Ali Umrani ◽  
Abdul Khaliq Doudpota ◽  
Umair Ahmed
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
New Venture ◽  
Venture Creation ◽  
Entrepreneurial Success ◽  
Content Type ◽  
Creation Process ◽  
Common Practices ◽  
New Business ◽  
The Common

Subject area Entrepreneurship. Study level/applicability Undergraduate – Entrepreneurship. Case overview The case concerns to an entrepreneur named Aamir Ghouri, a US graduate, who is concerned about managing the growth of his newly established venture named ICON Stores. The case presents the idea of entrepreneurial mindset characteristics and motivation besides which, it also explains the typical venture creation process in Pakistan and the general rubrics used to measure the entrepreneurial success in the economy. Expected learning outcomes The case is designed to help students to understand entrepreneurial mindset, characteristics and motivation; to understand entrepreneurial venture creation process; to learn the common practices regarding the measurement of entrepreneurial success of new venture; and to outline as to how growth of a new venture could be managed profitably. 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.

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.

Bangkok beer & beverages: in pursuit of growth

2015 ◽  
Vol 5 (2) ◽  
pp. 1-10
Author(s):  
Olimpia C. Racela
Keyword(s):  
Strategic Management ◽  
Subject Area ◽  
Alcoholic Beverages ◽  
Organizational Capability ◽  
Content Type ◽  
Mba Students ◽  
Entrepreneurial Firm ◽  
Small Business Management ◽  
Public Interest Groups ◽  
The Impact

Title Bangkok beer & beverages: in pursuit of growth. Subject area Entrepreneurship, Strategic management, Importer/Distributor, Marketing, Environmental forces, Wine, Thailand. Study level/applicability Senior undergraduate or graduate MBA students taking a course in entrepreneurship, strategic management, marketing or small business management. Case overview Bangkok Beer & Beverages (BB&B) Company is an importer, distributor and marketer of premium spirits and wines in Thailand. The case takes place in April 2007, after the public announcement of BB&B's distribution agreement with Fosters Group of Australia to distribute the Group's Penfolds brand throughout Thailand. Coinciding with this milestone of BB&B is the rising interest in wine and the announcement by the Thailand Government to impose stricter regulations for the distribution and promotion of alcoholic beverages to curb consumption in response to demands made by several public interest groups. Within this backdrop, Pongchalerm Chalermsaphayakorn, co-founder and CEO of BB&B, was working with a team to consider future opportunities to pursue for sustainable long-term growth. Expected learning outcomes This case problem can be used to increase students' understanding of: how an entrepreneurial firm attempts to build/develop organizational capability; how decision-makers should assess the impact of, and respond to, the threat of significant and uncontrollable changes to the business macroenvironment; a firm's market position and the identification of strategic groups in an industry; and evaluating different growth opportunities and the implications on a firm's mission. 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.

M-Pesa: an evolution in organisational strategy

2015 ◽  
Vol 5 (8) ◽  
pp. 1-11
Author(s):  
Mariam Cassim ◽  
Linda Ronnie
Keyword(s):  
Change Management ◽  
Business Model ◽  
Financial Services ◽  
Critical Role ◽  
Business Environment ◽  
Subject Area ◽  
Operating Conditions ◽  
Content Type ◽  
Successful Business

Subject area Change Management. Study level/applicability Postgraduate business courses, including MBA courses in change management and human resource management. Case overview This case study emphasises how important it is for organisations operating in today's turbulent and rapidly changing business environment to have an emergent approach to change. It focuses on the dilemmas faced by Hemmanth Singh, the newly appointed Managing Executive responsible for Mobile Commerce at Vodacom South Africa. Singh is responsible for the execution of the new strategy into financial services, the relaunch of M-Pesa into the South African market being the immediate task. The case sets the context for the relaunch of M-Pesa, and the reader is introduced to some of the limitations and challenges experienced by the company when trying to replicate a successful business model from one market to another, especially after an unsuccessful initial launch. Expected learning outcomes After reading and analysing the information contained in the case study and appendices, students should be able to evaluate the critical role that leadership needs to play when introducing and implementing a change initiative at an organisation that is stimulated by evolving external market conditions; understand the importance of adopting an emergent approach to change in current operating conditions; identify the factors that contribute to or hinder the creation and sustainability of an adaptive culture within an organisation; and appreciate the challenges of attempting to replicate a successful business model from one market into another. 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.

scholarly journals Internationalisation of service firms through corporate social entrepreneurship and networking

2014 ◽  
Vol 31 (6) ◽  
pp. 576-600 ◽  
Author(s):  
Pervez Ghauri ◽  
Misagh Tasavori ◽  
Reza Zaefarian
Keyword(s):  
Emerging Markets ◽  
Multinational Corporations ◽  
Social Entrepreneurship ◽  
Service Firms ◽  
Base Of The Pyramid ◽  
Content Type ◽  
Sustainable Solutions ◽  
Social Value Creation ◽  
Bop Markets ◽  
Corporate Social

Purpose – The purpose of this paper is to explore how employing corporate social entrepreneurship and developing a network of relationships with non-governmental organisations (NGOs) can support and contribute towards the internationalisation of service firms into the base of the pyramid (BOP) markets in emerging markets. Design/methodology/approach – This research adopts an exploratory approach employing qualitative multiple case studies. Three service firms that have targeted the BOP markets in India were studied. In total, 25 in-depth interviews were conducted with multinational corporations (MNCs) and their NGO partners. Data analysis was facilitated through pattern matching and systematic case comparison. Findings – The findings reveal that, by engaging in social entrepreneurship, these MNCs have focused on the neglected needs of the BOP population, developed sustainable solutions and empowerment, and started with social value creation and postponed value capturing. The pursuit of corporate social entrepreneurship has paved the way for them to establish relationships with NGOs. While the MNCs have mainly had the technical knowledge and financial resources required, collaboration with NGOs have allowed them to learn about the BOP’s specific needs and benefit from the NGOs’ knowledge, human resources and good relationships in this market. Originality/value – This research unravels how service firms can seize opportunities at the BOP. The authors build on social entrepreneurship theory and bring new insights to the field of international business. In addition, the authors broaden the network view and show how networking with social actors such as NGOs enables the mobilisation of resources, actors and activities in emerging markets.

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