Discovery Ltd: entrepreneurship in its DNA

2012 ◽  
Vol 2 (1) ◽  
pp. 1-21
Author(s):  
Claire Beswick ◽  
Boris Urban
Keyword(s):  
Learning Outcomes ◽  
Financial Services ◽  
Subject Area ◽  
Master's Level ◽  
Insurance Company ◽  
Content Type ◽  
Start Up ◽  
Seed Funding ◽  
The Usa ◽  
The Uk

Subject area Entrepreneurship. Study level/applicability The case has been used at Master's level but it has direct application to any MBA programme or entrepreneurship module. Case overview Adrian Gore started Discovery in 1992 with seed-funding of R10 million from merchant banking group, Rand Merchant Bank (RMB), as a health insurance company within the RMB stable. By 2009, Discovery had become a large, listed, financial services institution employing more than 5,000 people and comprising not only Discovery Health (DH), but also Discovery Life (DL), Discovery Invest (DI) and Discovery Vitality (a wellness programme). In addition, it had operations in the USA, where it licensed Vitality for use by employers and other health insurers, and in the UK where it operated two joint ventures with The Prudential plc – Pruhealth and Prulife. Expected learning outcomes To understand the similarities and differences between corporate and start-up entrepreneurship; to understand the entrepreneurial process within an established organization; to explore the environment within an established company in terms of how much it supports or constrains entrepreneurship; and to look at creative ways to overcome obstacles to entrepreneurship in established companies. Supplementary materials Teaching notes.

PKC Laundries: a start-up business at the crossroads

2018 ◽  
Vol 8 (3) ◽  
pp. 1-27
Author(s):  
Ammani Pagadala ◽  
Rajiv Gupta
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Scale Up ◽  
Cost Effective ◽  
Subject Area ◽  
Content Type ◽  
Factors Affecting ◽  
Start Up ◽  
Vendor Management ◽  
Management Issues

Subject area Strategy Study level/applicability Strategic Management course in an undergraduate programme. Case overview PKC Laundries started a technology-driven laundry service that would be just a click away for their customers and would provide a quick and satisfying cost-effective solution to the customers’ laundry needs. The business, conceived as a start-up, was based on the asset-light aggregation model which used existing vendors to provide the service. The business has been running for almost two years now but has encountered certain operational challenges of vendor management and in generating sufficient operating profits. At this juncture, the question that is bothering the owners is would it be right if PKC went in for backward integration by investing in an automatic laundry plant to manage the risk of dependency on their vendors or should they strengthen and scale-up the present business model? The owners seem to be in a muddle about their strengths and weaknesses and the foreseeable opportunities and threats and going forward what sort of challenges should they prepare themselves for? This case requires the reader to understand the scenario in which a small and medium enterprise (SME) operates within its micro and macro environment. It then makes the reader think and critically analyse the dilemma the young entrepreneurs are facing and identify the problems and possible strategies to overcome these problems. The case highlights the challenges faced by PKC as an aggregator business and the scope of what PKC can do in the future to strengthen its position. It also explores various marketing management issues such as segmenting, targeting and positioning. The case also helps in understanding strategic management issues such as analysis and formulation and implementation of the strategy. Expected learning outcomes The expected learning outcomes are as follows: To understand the micro and macro environmental factors affecting a firm; to understand the issues involved in formulating and implementing a strategy; to understand the challenges faced by a start-up (both operational and for scaling up); and to understand the strategies adopted by the company to develop their business. 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.

Lammtara Pictures: creating a cultural entertainment organization – the way forwards

2015 ◽  
Vol 5 (3) ◽  
pp. 1-15
Author(s):  
Melodena Stephens Balakrishnan
Keyword(s):  
Middle East ◽  
Learning Outcomes ◽  
United Arab Emirates ◽  
North Africa ◽  
Subject Area ◽  
Master's Level ◽  
Content Type ◽  
Link Type ◽  
The Way

Subject area Entrepreneurship and strategy. Study level/applicability Undergraduate and graduates. Case overview This is a case that can be used to teach advanced undergraduate classes or lower-level master's level classes in the areas of strategy, leadership and entrepreneurship. The case will appeal to SMEs, policymakers in the area of entrepreneurship funding, incubators and other funding firms associated with entrepreneurs. Expected learning outcomes As the case is specific to the United Arab Emirates (UAE) – it can be used to study UAE or the Middle East North Africa region. Ideally, students should be encouraged to read up on the region/country prior to studies. They should also understand the need and state of entrepreneurship in the region. 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.

Bank Islam: marketing of Islamic banking products

2015 ◽  
Vol 5 (8) ◽  
pp. 1-16
Author(s):  
Ajay Chauhan ◽  
Rabia Rasheed
Keyword(s):  
Learning Outcomes ◽  
Business Strategy ◽  
Graduate Training ◽  
Subject Area ◽  
Business Strategies ◽  
Islamic Banking ◽  
Niche Markets ◽  
Marketing Manager ◽  
Content Type ◽  
The Uk

Subject area The case discusses Islamic Banking Principles and Products (Banking), Business Strategy for Niche Markets (Strategic Management) and Segmentation and Marketing Strategy (Marketing Management). Study level/applicability Undergraduate Graduate Training – Executives at junior level. Case overview This case is about the dilemma faced by Azhar Mehmud, a newly recruited Marketing Manager, Islamic Products (MMIP) in Bank Islam on six-month probation. Prior to Bank Islam, Azhar had an MBA degree from the UK and about 15 years of experience of business development in a multi-national bank in Indonesia. Looking at his experience, he was awarded to promote Islamic banking (IB) products in Malaysia where the competition was very intense. After his interactions with customers for about six to seven months, he prepared a report for his boss, General Manager, Consumer Banking (GMCB). In this report, he had summarized the challenges of marketing IB products in a market meant for conventional banking. When he presented the report to GMCB, he met with unfavorable reactions. GMCB was not convinced that IB products had any competition from conventional banking. He gave Azhar one additional month to either revise his thinking or quit the organization. Expected learning outcomes The expected learning outcomes are as follows: to enhance the awareness of IB products, principles and differences from the conventional banking products; to introduce the concept of business strategies for niche markets; to make students realize the importance of segmentation in view of niche market like IB. 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.

ihere.tv – Thailand's online media entrepreneurs

2011 ◽  
Vol 1 (1) ◽  
pp. 1-7 ◽  
Author(s):  
Winai Wongsurawat
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Subject Area ◽  
Online Media ◽  
Strategic Analysis ◽  
Future Prospects ◽  
Content Type ◽  
The Real ◽  
Start Up ◽  
Similarities And Differences

Subject area Entrepreneurship, strategic analysis. Study level/applicability Entrepreneurship, strategic management, business in Asia. Case overview This case describes the experience of a start-up online TV company in Thailand. It supplies details about how the business idea was hatched, what challenges the company is currently facing, and how the future prospects for the online media market in Thailand are unfolding. Expected learning outcomes Participants are expected to be able to compare the similarities and differences between a textbook model of entrepreneurship and the real experience of the company described in the case. A better appreciation for basic strategic analysis such as examining internal strengths and weaknesses and understanding external opportunities and threats can also be developed. Supplementary materials Teaching notes.

Zoona mobile money: investing for impact (cases A and B)

2017 ◽  
Vol 7 (2) ◽  
pp. 1-27
Author(s):  
John Bazley ◽  
Cynthia Schweer Rayner ◽  
Aunnie Patton Power
Keyword(s):  
Financial Services ◽  
Private Equity ◽  
Subject Area ◽  
Impact Investing ◽  
Content Type ◽  
Mobile Money ◽  
Trade Offs ◽  
Start Up ◽  
High Level ◽  
Investment Process

Subject area Impact investing, Social enterprise. Study level/applicability MBA, EMBA, Executive Education. Case overview Zoona mobile money: investing for impact details a slightly altered version of the real events that occurred in late 2011 with the series A round of investment in Zoona, a mobile money business in Zambia. The focus is on the decisions that have to be made by the management team of a socially innovative tech start-up (Zoona) providing mobile money and financial services to previously unbanked consumers in Zambia. Expected learning outcomes By the end of this case, the student should be able to: understand the basics of term sheets and be able to perform a high level analysis and comparison of two distinct term sheets; identify investor objectives, ultimately recognising the general differences between private equity and venture capital investors; identify and weigh the costs and benefits of term sheets, as well as identify negotiating points and necessary trade-offs in the investment process; and identify and understand the “soft” benefits of investors and weigh these in relation to a term sheet analysis. 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 1: Accounting and Finance.

What happens “NEXT”?

2017 ◽  
Vol 7 (3) ◽  
pp. 1-17
Author(s):  
Girish Taneja
Keyword(s):  
Learning Outcomes ◽  
Brand Management ◽  
Subject Area ◽  
Brand Name ◽  
Product Lines ◽  
Content Type ◽  
Effective Learning ◽  
Legal Perspective ◽  
The Uk ◽  
Basic Course

Subject area The case has been designed specifically for a Brand Management course. However, it can be used for a basic course in marketing management. Study level/applicability The case has been developed for the students of MBA or Executive MBA. The case needs to be taught after the students have understood the concepts of the marketing mix, segmentation, targeting and the basics of marketing strategy to ensure effective learning. Case overview The case discusses the entrepreneurial journey of Parminder Sandhu. Sandhu initiated an entrepreneurial venture by launching a brand of perfume in India. Parminder, with his business partner Arun, got the idea of using the brand name “Next” from Next Plc store while travelling around in the UK. Subsequently, “Next Care” successfully launched two product lines “Next” and “English Leather” and offered 51 SKUs. “Next Care” became the third highest selling perfume brand firm in India. “Next Care” suffered a setback when one of their factories was raided by “Lacoste” and had to stop production of one brand extension “Nextcare Crocodile” due to the deceptively similar logo. Parminder learned that “Next Plc” was planning to open its stores and may launch the NXT brand of perfumes in India. Sandhu, Mahajan and Wadhawan have been debating whether they should continue with the “Next” brand name. Expected learning outcomes The expected learning outcomes are as follows: to appreciate the marketing and legal perspective of a brand name; to introduce the concept of deceptively similar brands and implications of the same on the business; and to understand the process of brand name registration. 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.

xCRUZA ' s portable solar cooker: eco-entrepreneurism challenges in Argentina

2013 ◽  
Vol 3 (8) ◽  
pp. 1-18
Author(s):  
Jacob Massoud ◽  
Christopher Leeds
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
International Strategy ◽  
Content Type ◽  
Award Winning ◽  
Start Up ◽  
Market Opportunities ◽  
Develop Market ◽  
The Right ◽  
Sustainability Principles

Title – xCRUZA ' s portable solar cooker: eco-entrepreneurism challenges in Argentina. Subject area – Entrepreneurship. Level/applicability – The portable solar cooker case is appropriate for upper division undergraduate and graduate students in entrepreneurship, international, strategy or sustainability courses. Case overview – xCRUZA, a small industrial design studio in Buenos Aires, Argentina, has experienced limited success and expansion since the company was founded in 2005. Focusing on eco design principles, xCRUZA has maintained an eclectic design mix pertaining to product development in children ' s toys, medicine, and cleaning products. Challenged by a struggling Argentine economy, a population not focused on environmental concerns, and a general lack of capital availability, the founders of xCRUZA chose to design, develop, market and sell a portable solar cooker. The cooker was originally designed by two of the founders while studying engineering at university. While innovative and award winning in design, xCRUZA ' s solar cooker has proven to be a challenge to the founders ' success both in getting their product to market and fulfilling the mission of the studio. Expected learning outcomes – The learning objectives for the case include: to explore the challenges of an entrepreneurial start-up dedicated to eco design and sustainability principles, to examine market opportunities and consider approaches to selling in dissimilar markets, generate a discussion on strategies that xCRUZA has and can employ, to analyze the mission and direction of xCRUZA. Are they on the right track? 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.

Colchones Eldorado: dreaming of innovating

2012 ◽  
Vol 2 (8) ◽  
pp. 1-11
Author(s):  
Delio I. Castaneda ◽  
Luisa F. Manrique
Keyword(s):  
Latin American ◽  
Innovation Process ◽  
Subject Area ◽  
Organizational Dynamics ◽  
Case Discussion ◽  
Content Type ◽  
Organizational Conditions ◽  
Challenge Testing ◽  
The Usa ◽  
Creativity And Innovation

Subject area Innovation and creativity in small to medium-sized enterprises (SMEs) in Latin America. Study level/applicability The case is recommended for creativity and innovation subjects, in undergraduate and MBA levels. The case is also suggested for subjects associated with the organizational dynamics on SMEs. Case overview Colchones Eldorado is a Colombian company dedicated to the bedding industry. The company was founded in 1957 by Gumercindo Gómez Caro, a creative man who in 1959 invented a machine to make springs, which allowed the company to grow steadily for several decades. On November 18, 2004, the founder's daughter, Martha Luz Gomez, was appointed as General Manager. On April 2011 it obtained a license from Sealy, the biggest mattress making company in the USA. The license implied a challenge - testing the company's innovative capacities to adapt Sealy mattresses to satisfy consumers in the Colombian market. Expected learning outcomes Students are shown the characteristics of the creative and innovation process in a Latin American SME, and the innovation challenges which are faced. From the reading and the case discussion, the students should be able to: analyse the manifestations of the creative process in an SME; identify examples of the innovation types of an SME; and discuss the organizational conditions to answer the creativity and innovation challenges in an SME. 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.

Is Hong Kong ready for accounting education reform: an analysis of tri-partite views

2014 ◽  
Vol 27 (3) ◽  
pp. 249-265 ◽  
Author(s):  
Theodore T.Y. Chen
Keyword(s):  
Hong Kong ◽  
Education Reform ◽  
Financial Reporting ◽  
Accounting Education ◽  
Accounting Firms ◽  
Content Type ◽  
The Usa ◽  
Accounting Practitioners ◽  
The Uk ◽  
Big Four

Purpose – The purpose of this study is to determine whether Hong Kong is ready for accounting education reform. Design/methodology/approach – The approach for this study is using a Likert-scale questionnaire for the academic institutions, the Hong Kong Institute of Certified Public Accountants and the big four accounting firms, followed by detailed follow-up interviews with each. Findings – There is general agreement among accounting academics and the profession that the Accounting Education Change Commission initiatives should be adopted in Hong Kong. Hong Kong accounting academics in public institutions do not oppose to a balance between teaching and research, but would oppose to an emphasis of teaching over research. This is important as an overemphasis on research could mean less time for teaching and curriculum development. The big four accounting firms are either happy with the way Hong Kong universities have been educating the accounting graduates or have no complaints against them. This is also important as an urge for accounting education reform usually comes from the practitioners as in the USA. Originality/value – The USA was the first country that saw the need for accounting education reform as accounting practitioners felt that curriculum and pedagogical considerations placed heavy emphasis on the technical aspects of accounting at the expense of a general, broad-based education. Similar needs for change were also found in the UK and Australia. As Hong Kong is one of the world’s major financial centres with a large securities exchange, there is a great deal of emphasis on accounting standards, financial reporting, corporate governance, etc., and hence the importance of accounting education. Is Hong Kong ready for the change?

Road to default: Tracoma holding Berhad Bai Bithaman Ajil Debt securities (BaIDS)

2015 ◽  
Vol 5 (5) ◽  
pp. 1-6
Author(s):  
A.M. Hafizi ◽  
Shahida Shahimi ◽  
Mohd Hafizuddin Syah Bangaan Abdullah ◽  
M. Badrul Hakimi Daud
Keyword(s):  
Learning Outcomes ◽  
Capital Market ◽  
Credit Rating ◽  
Subject Area ◽  
Capital Requirements ◽  
Fund Raising ◽  
Case Scenario ◽  
Worst Case ◽  
Content Type ◽  
Analytical Skills

Subject area Islamic Finance and Investment Study level/applicability Level of program/audience: Advanced undergraduate and postgraduate. Courses Intermediate and Advanced Finance, Economics, Islamic Economics & Finance, Islamic Banking & Finance, Islamic Capital Market and other relevant courses. Specifictopics/syllabus Capital markets instruments, conventional or Islamic. Case overview This case focuses on Tracoma Holding Berhad Bai Bithaman Ajil Debt Securities (BaIDS) amounting to RM 100 million which was issued by Tracoma Holding Berhad in 2005. It was the first issuance of a sukuk (Islamic debt securities or bond) by the company. The proceeds were used to finance its growth and to repay existing bank borrowings and capital requirements. This case is interesting, as it allows students to study the bai bithaman ajil sukuk structure and issuance process in the Malaysian capital market. It also provides basic financial transaction and credit rating of sukuk which requires analytical skills. Being a debt-based facility, the sukuk was subjected to credit rating evaluation by the MARC, the rating agency appointed by the company. Further downgrading of the sukuk meant it would lead to the worst-case scenario. Some actions needed to be taken to solve this issue; therefore, the CFO suggested an urgent meeting with the sukuk holders. Expected learning outcomes The students should be able to: understand the issuance process and the principle of BBA (bai bithamin ajil) in sukuk structure; understand reason(s) methods of fund raising by firm and the allocations of fund; understand the sukuk default issue; analyze the reasons for sukuk default; understand the importance of debt securities credit ratings; and identify investors' protection in the case of sukuk default. 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.

Sign in / Sign up

Export Citation Format

Share Document