Global loans in entrepreneurship (GLIE): ready, set, disaster

2011 ◽  
Vol 1 (2) ◽  
pp. 1-8
Author(s):  
Romi Kher ◽  
Deborah Streeter
Keyword(s):  
Technology Development ◽  
Core Competencies ◽  
Team Building ◽  
Subject Area ◽  
Social Enterprises ◽  
Small Business Owners ◽  
Content Type ◽  
New Business ◽  
Founding Team ◽  
The Individual

Subject area This case is designed for an undergraduate entrepreneurship course dealing with the launch and growth of an entrepreneurial venture, including strategies for effective team building, especially with teams based in different countries. Study level/applicability This case has been used in 300 and 400 level entrepreneurship courses. Case overview The case tells the story of John Lee (CEO) and Regina Adams (President), the founders of a new business called global loans in entrepreneurship (GLIE) based in Singapore. GLIE facilitates micro-loans for small business owners in the developing world and specifically targets entrepreneurial development projects for the poor. Many social enterprises start their operations on a shoestring budget. Typically, the deficit of cash pushes the leadership to use creative strategies to move things forward, including recruiting individuals who are willing to work in the startup phase without monetary compensation. This case sheds light on what can happen when founders recruit and rely on a volunteer for essential technology development, vesting the individual with substantial power, and creating the possibility for him/her to delay or purposefully hold up the launch of the company. Expected learning outcomes The case highlights the importance for someone on the founding team to have whatever core competencies are most critical to the firm. Additional themes are the importance of raising adequate funds at startup, the pitfalls of using volunteers in the wrong capacity, and the disastrous impact the wrong employee can have in a small firm setting. Supplementary materials Teaching note.

Sakhumzi Restaurant: exploring new avenues

2017 ◽  
Vol 7 (1) ◽  
pp. 1-25
Author(s):  
Boris Urban ◽  
Alison Gaylard
Keyword(s):  
South African ◽  
Banking Sector ◽  
Subject Area ◽  
Content Type ◽  
Black South African ◽  
Nelson Mandela ◽  
Deep Appreciation ◽  
New Business ◽  
The Individual ◽  
Start Ups

Subject area Entrepreneurship. Study level/applicability Postgraduate Management Diploma Masters of Business Administration. Case overview Sakhumzi Restaurant on Vilakazi Street, in Soweto’s Orlando West, had grown exponentially since it opened in October 2001. Vilakazi Street was named after a South African Zulu poet, novelist and educator, Benedict Wallet Vilakazi, who was the first black South African to obtain a PhD in 1946. The street was famous for housing two Nobel Peace Prize laureates – Nelson Mandela and Archbishop Emeritus Desmond Tutu – as well as for being the site of the shooting of Hector Pieterson during the Soweto Uprising. There were two museums in the vicinity that attracted thousands of tourists every year – Mandela House and the Hector Pieterson Memorial and Museum. The founder of Sakhumzi Restaurant, Sakhumzi Maqubela, had no experience of the hospitality industry but, nevertheless, had a “deep appreciation” of customer satisfaction, which he had learnt through his previous job in the banking sector. During the start-up phase of the restaurant, Maqubela immersed himself in books on business, focusing on leadership and communication. From such humble beginnings, the restaurant had become a thriving magnet for the tourist and local markets – tourists enjoyed sampling traditional Soweto fare, and for locals, Sakhumzi offered a culinary “home away from home”. Dressed smartly, Maqubela could be seen every day at his restaurant, mingling with patrons and greeting tour operators warmly. But what worried Maqubela was how to keep growing. Should he open another Sakhumzi? Would it work away from the tourist hub of Vilakazi Street? Or were there other options that he needed to explore? Expected learning outcomes The outcomes are as follows: evaluate the entrepreneurial mindset and how entrepreneurial opportunities are recognised, assess the individual-opportunity fit of an opportunity that is being pursued, navigate the entrepreneurial process, identify sources of entrepreneurial finance, identify and overcome resistance and obstacles to start-ups and growing the venture, rigorously analyse the potential of a new business opportunity/venture and assess the relevance of the practice of entrepreneurship to firms and society. 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 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.

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.

The Accra Beach Hotel: block booking of capacity during a peak period

2011 ◽  
Vol 1 (1) ◽  
pp. 1-7
Author(s):  
Sheryl E. Kimes ◽  
Jochen Wirtz
Keyword(s):  
Close Contact ◽  
Subject Area ◽  
Large Block ◽  
Sales Manager ◽  
Hotel Management ◽  
Peak Period ◽  
Content Type ◽  
Sporting Event ◽  
Trade Offs ◽  
New Business

Subject area Segmentation, business impacts of decision making, hotel management. Study level/applicability Undergraduate Business or Finance. Case overview The sales manager at a Caribbean hotel wonders whether to accept a large block booking at a discount rate from a group participating in an international sporting event. Do the promised publicity benefits justify the risk of turning away guests from higher paying segments? Expected learning outcomes The case should: highlight the potential for conflicts when customers from different segments with different needs and expectations find themselves in close contact with each other; identify the trade offs that may have to be made when acceptance of a large block booking might displace regular customers; and calculate the incremental financial impact of revenues from new business less revenues forgone when capacity limitations mean that some traditional business will have to be turned away to accommodate the block booking. Supplementary materials Teaching notes.

Managing conflicting objectives of social enterprises

2020 ◽  
Vol 16 (4) ◽  
pp. 431-451
Author(s):  
Philippe Eiselein ◽  
Nikolay A. Dentchev
Keyword(s):  
Iterative Process ◽  
Secondary Data ◽  
Social Enterprises ◽  
Levels Of Analysis ◽  
Primary Data ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Conflicting Objectives ◽  
The Individual ◽  
Level Of Analysis

Purpose Most strategies for managing conflicts between social and commercial objectives of social enterprises are discussed either at the individual or at the team level of analysis. This paper aims to argue in favor of taking into account both levels of analysis at the same time. It furthermore aims to unravel how management strategies at the individual and the team level reinforce one another. Design/methodology/approach This study adopts the theoretical lenses of personal values (at the individual level of analysis) and stewardship (at the team level). The authors have conducted 23 semi-structured interviews across three Belgian social enterprises. Primary data collection was complemented with secondary data of 12 annual reports and 314 newspaper articles. The variety of cases and the richness of primary and secondary data proved useful to elaborate on the mechanisms of managing conflicting objectives. Findings This paper highlights four bridging mechanisms that facilitate the mitigation of conflict between social and commercial objectives, i.e. fit of values, agile structure, partnerships and communications. It also shows how these mechanisms reinforce each other at the individual and team levels of analysis and thus form an iterative process for managing the conflicting objectives of social entrepreneurs. Originality/value This paper contributes by bringing the level of analysis on managing conflicting objectives at the intersection of the individual and team performance. It argues that social entrepreneurs should target both individuals and teams at the same time, to manage effectively conflicting objectives. The four mechanisms create an alignment and reflection iterative process for managing conflicting objectives.

Force Automotive – breach of code of conduct

2014 ◽  
Vol 4 (2) ◽  
pp. 1-12
Author(s):  
Tanushree Sharma
Keyword(s):  
Learning Outcomes ◽  
Undergraduate Students ◽  
Code Of Conduct ◽  
Vice President ◽  
Organizational Values ◽  
Subject Area ◽  
Corporate Ethics ◽  
Content Type ◽  
New Business ◽  
A Company

Subject area 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. Study level/applicability 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. Case overview 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&D). The VP-R&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&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. Expected learning outcomes 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. 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.

AngloGold Ashanti: the dawning of a new age

2012 ◽  
Vol 2 (8) ◽  
pp. 1-19
Author(s):  
Anita Gihwala
Keyword(s):  
Human Resources Management ◽  
New Age ◽  
Time Frame ◽  
Subject Area ◽  
Content Type ◽  
Global Workforce ◽  
New Business ◽  
Organisational Behaviour ◽  
Global Operations ◽  
The Impact

Title AngloGold Ashanti: the dawning of a new age. Subject area Change management, leadership, human resources management and organisational behaviour. Study level/applicability Business and organisational behaviour students at a Master's level of study. Case overview This case study explores the challenges facing one of the jewels of corporate South Africa, AngloGold Ashanti, as it seeks to introduce and implement vast changes across its global operations within a pre-established time frame. It explores those factors that impact the introduction and implementation of a successful and sustainable change initiative at AngloGold Ashanti. Expected learning outcomes By understanding the manner in which the company's new business improvement initiative is sought to be introduced at the organisation, students are better able to understand the role of leadership and the impact of change on a global workforce. Students will gain an appreciation of how to manage the change process, key actions that ought to be taken by all levels of management and staff, pitfalls that should be avoided and challenges that need to be addressed to ensure that the organisation can emerge stronger and take its rightful place in the competitive global arena. Supplementary materials Teaching notes are available; please consult your librarian for access.

EHBH Pvt. Ltd – a step towards creation of a unique business model

2013 ◽  
Vol 3 (6) ◽  
pp. 1-14
Author(s):  
Syeedun Nisa ◽  
Abdullah Bin Junaid
Keyword(s):  
Learning Outcomes ◽  
Business Model ◽  
Food Industry ◽  
Subject Area ◽  
New Venture ◽  
Educational Institutions ◽  
Motivating Factors ◽  
Content Type ◽  
The Core ◽  
New Business

Subject area Entrepreneurship. Study level/applicability Postgraduate/graduate management programmes. Case overview EHBH is a Delhi-based healthy food and snacks company offering an effective, efficient and reliable service in the beverage/catering segment. The company has opened outlets in corporate offices and educational institutions in Delhi/NCR. Driven by quality and hygiene standards, the company's aim is to keep customer satisfaction at the core of its operations. The case on EHBH describes the entrepreneurial journey of the founder and MD, Mr Furkan Khan. The case discusses the motivation to start a new venture. The thrust of the case lies in learning how to develop and operate unique business model. The case is written at the time when the company is in its establishment stage. The case elucidates the potential in the food industry especially fruit juices. Expected learning outcomes To demonstrate specific motivating factors to enter into a new venture, to understand various entrepreneurial models and their applicability in the present case, to highlight overview, trends and the various challenges associated with Indian juice food industry, to understand the conception and implementation of new business model. 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.

When debt comes knocking

2016 ◽  
Vol 6 (4) ◽  
pp. 1-15
Author(s):  
Aasha Jayant Sharma
Keyword(s):  
Core Competencies ◽  
Subject Area ◽  
Growth Strategies ◽  
Strategic Positioning ◽  
Content Type ◽  
General Management ◽  
Mba Program ◽  
People Skills ◽  
Debt Recovery ◽  
Opening Up

Subject area General management/Strategy: Problems with debt recovery industry in India Strategic positioning and core competencies: expansion plans. Study level/applicability The case can be used on an MBA program for a course in strategic management. It can be used to understand the concept of strategic positioning. It will give the students an opportunity to critically evaluate a firm’s strategic positioning in the competitive environment, enable them to understand how to create and capture superior value by differentiating as compared with other players in an industry and address expansion and growth strategies. Case overview The case represents the success story of “Adhikrut Jabti evam vasuli”, a debt recovery agency that dared to use the unconventional strategy of employing women as recovery agents, against the stereotyped muscle-flexing male agents. Continuous focus on improving the processes and systems backed by an authoritative yet tactful approach of persuasion and patience has brought this recovery agency accolades and growth. But now Parag Shah the Managing Director is planning to expand its horizons and wonders whether he should go ahead opening up more branch offices across the country or whether he should convert his recovery firm into an Asset reconstruction company. Expected learning outcomes The case reinforces the importance of “Strategic positioning” of a firm due to well-planned differentiation in services. The case also addresses concepts of leadership, standardization, people skills and relationship management. 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 11: Strategy.

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