Crediamigo: partnering with Vivacred?

2012 ◽  
Vol 2 (8) ◽  
pp. 1-14
Author(s):  
Frédéric Lavoie ◽  
Emmanuel Raufflet
Keyword(s):  
Subject Area ◽  
Organizational Capabilities ◽  
Loan Repayment ◽  
Content Type ◽  
Governmental Organization ◽  
Microfinance Institution ◽  
Strategy Acquisition ◽  
Entry Strategy ◽  
Low Performance ◽  
Set Up

Subject area The case is suitable for undergraduate and MBA courses: strategic management, social entrepreneurship. Study level/applicability Masters, Bachelors. Case overview In Fortaleza, January 2008, an urban microfinance manager and the planning committee of Crediamigo, Brazil's largest microfinance institution need to devise an entry strategy to Rio de Janeiro's microfinance market. A part of the Banco do Nordeste, and a regional development bank for ten years, Crediamigo has 400,000 clients in the Northeast of Brazil. Its objective is to double its clients base for 2011; Rio de Janeiro's market was the next priority. Crediamigo has two options. The first consists of partnering with VivaCred, a small experienced microcredit non-governmental organization (NGO) which operates in Rio de Janeiro's slums. VivaCred was a microfinance NGO with relatively low organizational capabilities and with a low performance in terms of loan repayment. Its lending methodologies were different from Crediamigo's experience. The second option was to set up a new branch of Crediamigo in Rio and to shape it in Crediamigo's image. The committee was aware that this, “far away from home”, would be a costly and slow venture. Expected learning outcomes After using this case, students will: have been exposed to the strategic, managerial and operational challenges of microfinance expansion in an emerging country; understand better the market entry strategy (acquisition/integration of an organization vs green field) in such a context; have discussed the conditions related to the replication of microcredit methodologies (individual, group and village lending methodologies) in their contexts of operations. 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.

Aavaran: creating niche through contemporary traditional textiles

2013 ◽  
Vol 3 (2) ◽  
pp. 1-12
Author(s):  
Jagriti Mishra
Keyword(s):  
Supply Chain ◽  
Raw Materials ◽  
Subject Area ◽  
Rural India ◽  
Content Type ◽  
Governmental Organization ◽  
Business Administration Students ◽  
Textiles And Clothing ◽  
Set Up ◽  
Management Students

Subject area Marketing. Study level/applicability The case is aimed at Business Administration students. Case overview Udaipur based Aavaran – the echos of rural India – is a concept by COS-V, a leading non-governmental organization (NGO), which aims at connecting the tribal women of rural India with the mainstream. The NGO, set up in 1988 by Smt. Girija Vyas, was initially involved in imparting vocational training to the rural poor. Later, COS-V was taken up by Alka Sharma, a graduate from the Indian Institute of Crafts and Design, Jaipur, who completely changed the direction of the NGO. Her interest in textiles and crafts led to the genesis of the concept “Aavaran”. Aavaran is a retail outlet which was opened with a vision to provide the Indian market with traditional yet contemporary textiles and clothing. It offers a collection of women's and children's clothing and home textiles using a variety of traditional textiles and crafts. It is an artisan driven concept where the supply chain incorporates the essence of Indian textiles and crafts at every level. From the dyeing, printing, sampling and assembly of garments everything is done by the local women trained by COS-V with the support of DC-Handicrafts. The raw materials – the textiles, grey fabrics, etc. – are sourced directly from the rural weavers and artisans across India. The case study discusses how Aavaran developed the unique positioning of a retail platform for contemporary products made from traditional techniques, skills and hand-based processes; how it could revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing efforts. Expected learning outcomes The case will familiarize management students with the concept of niche marketing with Udaipur based firm Aavaran as an example which developed a unique positioning through its traditionally developed products. It will also acquaint students with a basic understanding of a supply chain with a cooperative firm in focus. 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.

Balqis restaurant: how to move on?

2017 ◽  
Vol 7 (3) ◽  
pp. 1-19
Author(s):  
Farzana Quoquab ◽  
Shazwani Binti Ahmad ◽  
Wan Nurul Syazwani Binti Wan Danial ◽  
Jihad Mohammad
Keyword(s):  
Subject Area ◽  
Marketing Mix ◽  
Business Success ◽  
Strategic Decisions ◽  
Gradual Improvement ◽  
Content Type ◽  
To Come ◽  
Set Up ◽  
The Right ◽  
The Cost

Subject area This case can be used in marketing management as well as consumer behaviour courses. Study level/applicability This case is suitable to use in advanced undergraduate levels, MBA and MSc in marketing courses that cover topics related to market segmentation and marketing mix strategies. Case overview This case highlights the dilemma of an entrepreneur and a manager of a restaurant who were to take a decision about the sustainability of their restaurant business. Balqis Restaurant was owned by Danny who was a retiree from Telekom Malaysia. He wanted to open a restaurant business after he came back from his long holiday trip. He conducted market research to find a suitable place to open his Arabic restaurant. He assigned Waleed Masood Abdullah as the manager of Balqis Restaurant. Finally, in June 2010, he opened his long awaited restaurant at Gombak, Kuala Lumpur. The restaurant was known as Qasar before the name was changed to Balqis in 2015 because of copyright issues related to Saba’ restaurant at Cyberjaya. The restaurant was well managed under Danny’s supervision for 4 years and successfully won customers’ hearts and loyalty before he decided to give full responsibility to Waleed in March 2014. Danny trusted Waleed because he taught and trained him. However, under Waleed’s management, Balqis started to lose its customers. Waleed also started to branch out the restaurant to different places in different states; one in Ipoh, and the other in Perak. He invested much money on renovation for all three branches, but one of the restaurants closed down in September 2014. This is because of the fact that they could no longer bear the cost of operations for the restaurant. However, he failed to learn from the mistake; they set up another restaurant, which was in Kuantan, in the same month. The sales were not that encouraging but it did show gradual improvement; yet, they once again sold it to another Arab businessman. Waleed realized his failure in managing the restaurant business in August 2015. He again opted to open another new branch which was questioned by Danny. He was in a rush to open it by the end of December 2015 to ensure that the additional profits from the current restaurants could cover the variables costs if the new restaurants were launched. Based on that, the owner had to make a decision about whether a new branch should be opened or whether they should just retain their restaurant in Gombak. Expected learning outcomes The learning objectives of using this case are as follows. 1. Knowledge enhancement: to help students in understanding the problems faced by a restaurant in expanding its market; to make students aware that a properly blended marketing mix is the key to business success and to broaden students’ views and understanding in targeting the proper market segment in formulating an effective marketing strategy. 2. Skills building: to be able to identify the best marketing strategic decisions to manage the restaurant business for its survival and to develop students’ ability to analyse the existing situation to come up with a viable and effective solution. 3. Attitudinal: to help the students to have intellectual openness in accepting different ways of finding solutions for a particular problem and to assist students in making the right move at the right time. 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.

Dilemma in hiring

2012 ◽  
Vol 2 (8) ◽  
pp. 1-5
Author(s):  
Seema Bhatt
Keyword(s):  
Manufacturing Sector ◽  
Selection Process ◽  
Resource Planning ◽  
Subject Area ◽  
Content Type ◽  
Manufacturing Organization ◽  
Set Up ◽  
Recruitment And Selection ◽  
The Right ◽  
Management Students

Subject area The recruitment and selection process, human resource planning, talent management and succession planning. Study level/applicability The case has been tried and tested in the classroom setting with management students pursuing a Post Graduate Diploma in Business Management (PGDBM). Case overview The case is set in the southern part of India in a manufacturing organization, Plomsom Ltd (a disguised organisation). Plomsom Ltd manufactures tractors and has a pan-India presence. The sale of tractors in India fluctuates over time. Sales are largely dependent on the seasonal harvests which in turn are heavily dependent on the monsoon rains. The case is designed for understanding the importance and necessity of finding the right man at the right time with the right skills in a manufacturing set up where production output is a factor of many interdependent variables. Expected learning outcomes The learning objectives of the case are: critical analysis of recruitment and selection; importance of job analysis in recruitment and selection; understanding the role of HR planning in running the operations; understanding problems in the manufacturing sector in an Indian context. Supplementary materials Teaching notes are available. Consult your librarian for access.

The Express Tribune: touching the tricky price point

2015 ◽  
Vol 5 (3) ◽  
pp. 1-6
Author(s):  
Lalarukh Ejaz ◽  
Amber Gul Rashid ◽  
Khadija Bari
Keyword(s):  
English Language ◽  
Subject Area ◽  
First Year ◽  
Main Theme ◽  
Successful Operation ◽  
Content Type ◽  
Oligopolistic Market ◽  
Time Period ◽  
Pricing Decision ◽  
Set Up

Subject area Economics, entrepreneurship, pricing and marketing strategy, print industry in Pakistan. Study level/applicability Undergraduate and first-year graduate level. Case overview The main theme of the case revolves around decision-making by the publisher, Bilal Lakhani, as he operates in conditions of an oligopolistic market. The case focuses on the set-up of a major English-language newspaper, The Express Tribune, in conjunction with the internationally branded and well-regarded International Herald Tribune by a well-known business group of Pakistan. The group already has a major Urdu newspaper, which has been operational for 15 years, and three television channels, as well as a host of other non-media-related businesses. The case tries to go behind the reasons for setting up an English-language newspaper in a market which already has at least five major existing ones and where literacy is not that widespread. Also, experience in much of the rest of the world would suggest that newspapers – i.e. the print media – are in decline, especially because of the rise of the Internet and social media as means for providing news, information and entertainment. The case is set in Karachi, Pakistan's media capital and, in particular, in an organization that has been involved in the business of media for several years. It currently runs the country's second most-circulated Urdu newspaper, Daily Express. Specifically, the time period is three weeks after the paper, The Express Tribune, was launched into a market with a few competitors and high brand loyalty for existing competitors. The publisher of the paper, Bilal Lakhani, is questioning his pricing decision right after the launch of the paper and there are a series of reasons he is looking into on how he set the original price and why should he reduce the price of the paper now. Expected learning outcomes Students should be able to see, understand and analyze: challenges faced by entrepreneurs of starting an initiative which has a largely unreliable and untested audience; the extent of interdependence in an oligopolistic industry and how it influences the current and future decision-makings of an entrepreneur or any other firm for that matter, especially in a developing economy; the personnel, financial production and regulation issues involved in setting up assembly/ delivery systems that deliver a product for mass use, i.e. a newspaper; and the pricing and marketing strategies involved in the launch and subsequent successful operation of a product, in this case, a newspaper. 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.

OSCAR Foundation: empowering lives through football

2016 ◽  
Vol 6 (3) ◽  
pp. 1-32
Author(s):  
Elsa Varghese ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Learning Outcomes ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Entrepreneur ◽  
Dropping Out ◽  
Content Type ◽  
Non Profit ◽  
Social Venture ◽  
Set Up

Subject area Social entrepreneurship, Social enterprise. Study level/applicability Masters Programme in Social Entrepreneurship, Social Work, Business Administration; Management Development Programme for Social Entreprenuers. Case overview Organisation for Social Change, Awareness and Responsibility (OSCAR) Foundation is a non-profit organisation registered in 2010 under the Bombay Public Trust Act, 1950. Born and raised in the slum colony of Ambedkar Nagar, Cuffe Parade, Ashok, the founder, grew up seeing his friends becoming a victim to many socially inappropriate behaviours due to dropping out of school. Inspired by the thought of breaking this vicious cycle, Ashok used football as a mechanism to instil essential life skills among children and youth and encouraged them to continue their education. The success of his pilot motivated him to set up OSCAR. Presently, through its various programmes, the organisation has reached out to more than 3,000 marginalised children and 500 youths and aims to reach out to 20,000 children by 2020. The case highlights the struggles of Ashok’s entrepreneurial journey and maps the new challenges in scaling up his enterprise. Expected learning outcomes The expected learning outcomes are as follows: to identify the characteristics of a social entrepreneur and ascertain the leadership skills required by a social entrepreneur; to scrutinise the life cycle of a social enterprise and develop insights to examine the unique risks and challenges faced at the start-up phase of the social enterprise; and to enhance the understanding of interrelationship between passion, mission focus and challenges to attain financial sustainability for a social venture. 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.

Global operations at Aalborg Industries – context, configuration, and capabilities

2011 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Brian Vejrum Waehrens ◽  
Dmitrij Slepniov
Keyword(s):  
Value Chain ◽  
Contextual Information ◽  
Subject Area ◽  
Organizational Capabilities ◽  
Operations Strategy ◽  
Strategic Choices ◽  
Content Type ◽  
Internationalization Strategy ◽  
Master Level ◽  
Global Operations

Subject area Operations strategy/global operations/value chain. Study level/applicability BA/Master level – The case can be applied to support operations strategy discussions related to the link between context, configuration, and capabilities, and particularly to discuss internationalization strategy and global operations. Case overview The case is initiated with an overview of the wider corporate and industrial context, which are included to supply contextual information pertinent to the understanding of competitive requirements and strategic choices of the company. The case then moves into establishing an understanding of the operationalization of these requirements and choices through a discussion of the structural configuration and organizational capabilities. Expected learning outcomes The case it expected to build an understanding of the fit between competitive priorities and their operationalization within structural and infrastructural decision areas. Supplementary materials Teaching note.

One agricultural family's story

2014 ◽  
Vol 4 (3) ◽  
pp. 1-16
Author(s):  
Amber Gul Rashid ◽  
Sharmain Zain Haroon ◽  
Amna Nasir
Keyword(s):  
Family Business ◽  
Trigger Points ◽  
Subject Area ◽  
Transition Elements ◽  
Content Type ◽  
Agriculture Sector ◽  
Family Expectations ◽  
Small Business Management ◽  
The Family ◽  
Set Up

Subject area Entrepreneurship, agriculture, small business management and strategic planning. Study level/applicability This case is most relevant to undergraduates. Case overview This case is about Azad Ahmed who will soon graduate from his business school. He has the option of either landing in a high-paying job or joining his family business. Azad has the task of thinking for his family's future and turning the family business around. The case gives information on the condition of the agriculture sector in Pakistan, issues that the sector is facing, its non-traditional alternatives and the bright future it holds for the farmers who want to enter into agribusiness to capture international markets. The case also talks about how ownership structure of a family farm changes as the family expands further and baton is passed on to the future generations. Expected learning outcomes The case should get the students to define the term “family business” and weigh the perks and risks of working in a family business; recognize the importance of agriculture and farming in the Pakistani context; evaluate the dynamics of family expectations with respect to collectivistic society; identify the ownership transition stages and transition elements such as trigger points; define the term “agriprenuers”; and set up a business plan for agribusiness. 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.

Market entry of a western company in the Middle East

2011 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Rupert A. Brandmeier ◽  
Sebastian Hain ◽  
Florian Rupp
Keyword(s):  
Middle East ◽  
Market Entry ◽  
Service Sector ◽  
Joint Venture ◽  
Life Experience ◽  
Real Life ◽  
Subject Area ◽  
Content Type ◽  
Intercultural Management ◽  
Set Up

Subject area Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia. Study level/applicability The students should have some familiarity with case studies and should be able to successfully solve easy cases. This case can be used in all courses of general economics and management. It is best suited for courses on market entries, risk management in international business, intercultural management or developing and emerging markets. Case overview Two market entry options are discussed: joint venture set-up with partner and independent direct investment without local partner. A tangible real life experience of the Middle East market will enhance the theoretical presentation and help students to gain practical solutions. Expected learning outcomes The students should be aware of risks and opportunities in the Middle East and Saudi Arabian markets for western companies from the service sector. He/She should be able to prioritize relevant economic data and simultaneously discuss several different options by dealing with complex situations. Supplementary materials Teaching note.

Renewal of Fijian post and telecommunications: challenging the organizational change option

2011 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Umesh Sharma
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Learning Outcomes ◽  
Change Process ◽  
Subject Area ◽  
Content Type ◽  
Telecommunication Services ◽  
Corporate Entity ◽  
Set Up

Subject area Organizational change. Study level/applicability Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change. Case overview This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL. Expected learning outcomes FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country. Supplementary materials Teaching note.

Anandam's woodstove technology

2013 ◽  
Vol 3 (2) ◽  
pp. 1-6
Author(s):  
Stuti Saxena
Keyword(s):  
Undergraduate Students ◽  
Financial Management ◽  
Financial Analysis ◽  
New Technology ◽  
Subject Area ◽  
Product Launch ◽  
Content Type ◽  
Governmental Organization ◽  
Coconut Shells

Subject area Financial management, marketing management and entrepreneurship. Study level/applicability The case is suitable for undergraduate students. Case overview The case is based on the ingenuity of the chief protagonist of the case study, Anandam. Anandam had conceived a novel idea of using coconut shells and other biomass material as the fuel for running a woodstove. The case study has its settings in Kerala (India). A tentative business plan is being proposed through the case study, where the market analysis has been done, underscoring the product positioning, market segmentation, pricing and other relevant parameters. Further, the case also lays emphasis on the support provided by a local non-governmental organization, as an initial hand-holding measure. Expected learning outcomes The case study has been written for the purpose of students' appreciating the nuances of new technology/product launch in the market, given the existing competitors. This would help in understanding the 4 Ps better, and, raising a good platform for discussion in the classroom. A financial analysis aspect is also given, which would help students to draw an inter-disciplinary perspective vis-à-vis the case. The case may be extrapolated to other start-up ventures by entrepreneurs. 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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