Forecasting uncertainty: Cindy March at Veracity

2021 ◽  
pp. 1-19
Author(s):  
Alexandra Erath
Keyword(s):  
Business Strategy ◽  
Behavioral Science ◽  
Executive Leadership ◽  
Subject Area ◽  
Link Type ◽  
Gender Biases ◽  
Ethical Conflicts ◽  
Female Employees ◽  
Company Growth ◽  
Associate Director

Study level/applicability This case is appropriate for use in undergraduate and MBA courses. Subject area This case can be used in courses in business ethics, leading teams and organizations or business strategy. The focus of the case aligns well with discussions of managing up, navigating changes in top leadership and conflicts between executive vision and future company growth. Instructors that choose to emphasize the ethical approach could assign this case to explore tradeoffs between loyalty to current and future bosses. Case overview Associate Director of Forecasting Cindy March faces a multi-faceted dilemma as biotech firm Veracity’s acquisition date by pharmaceutical giant Makhola approaches. After a new competitor enters the market, March expects Veracity drug Sangren’s future revenue to drop to $600m in 2019, but the outgoing Veracity CEO refuses to accept a forecast of less than $700m. March suspects that the CEO is intent on handing over a financially successful company and is overly optimistic about Sangren’s ability to maintain market share. In two weeks, March is due to present a 2019 Sangren forecast to incoming Makhola leadership, who she anticipates becoming her direct boss after the acquisition. Should March present the inflated forecasts and accept the poor reflection on her professional abilities or should she refuse to present numbers she does not believe in? Expected learning outcomes By analyzing and discussing the case, students should be able to:Evaluate the potential business and ethical conflicts arising from decision-making based on both data and intuition. Synthesize an appropriate strategy for navigating tradeoffs between current and future leadership.Analyze the gender dynamics of male-dominated executive leadership structures and strategies for female employees to combat gender biases. Supplementary materials The Behavioral Science Guys, 2015. One Simple Skill to Curb Unconscious Gender Bias. YouTube. https://www.youtube.com/watch?v=SEHi4yauhu8&ab_channel=VitalSmartsVideoTeaching 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 6: Human resources.

Flight MH370: How can Malaysia deal with it?

2015 ◽  
Vol 5 (7) ◽  
pp. 1-7
Author(s):  
Yan Guo ◽  
Shu Deng ◽  
Xuan Gong
Keyword(s):  
Learning Outcomes ◽  
Crisis Management ◽  
Subject Area ◽  
Third Party ◽  
Content Type ◽  
Entire Process ◽  
Link Type ◽  
Malaysian Government ◽  
Assessment And Diagnosis

Subject area Crisis management. Study level/applicability Graduate and MBA. Case overview This case analyzes the event of disappearing flight MH370 belonging to Malaysia Airlines which attracted worldwide attention from a third-party perspective. This case describes clearly the entire process of the crisis, mainly focusing on the decisions made and action taken by the Malaysian Government, and then illustrates the assessment and diagnosis of the crisis. Expected learning outcomes This case not only provides a sample for the teaching of strategic and crisis management but also supplies effective guidance for the measures a nation can take regarding a huge crisis. 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.

Halonix Limited – the product portfolio dilemma

2011 ◽  
Vol 1 (1) ◽  
pp. 1-14
Author(s):  
Sandeep Goyal ◽  
Amit Kapoor
Keyword(s):  
Value Chain ◽  
Business Strategy ◽  
Subject Area ◽  
Middle Level ◽  
Product Portfolio ◽  
Value Chain Analysis ◽  
Product Analysis ◽  
Content Type ◽  
Theoretical Concepts ◽  
Global Brand

Subject area Strategy, strategic management, market and product analysis. Study level/applicability The case is intended for a business strategy course in management. The target participants are MBA students specializing in strategy area as well as middle level and senior level managers from the industry, who come for an executive programme in management science. Case overview Year 2009, Mr Pawan Kumar (General Manager, Halonix Limited) was facing a decision-making situation in the organization. Being one of the most experienced and oldest employees of Halonix (incorporated as Phoenix Lamps Ltd in 1991), he had witnessed the tremendous growth of the company since its inception in 1991. The company was having a global brand image in automotive halogen lamps and became a dominant player in compact fluorescent lamp (CFL) market in India by 2007. With the increasing competition and change in market dynamics, the company needed to decide upon the future product portfolio mix and strategy to be adopted to gain the maximum benefit and win over the competition in both the product segments. The automotive halogen product segment was generating higher margins but having relatively slow growth. The CFL product segment was a growing market but was generating low margins due to increasing competition from entry of large number of players. Expected learning outcomes The theoretical concepts, which will be explored in this case, involve the following: the importance of industry structure analysis in understanding the basis of competition. The importance of value-chain analysis in strategic planning. The importance of Boston Consulting Group growth-share matrix in evaluating the product portfolio mix having different growth drivers and target segments? Supplementary materials Teaching notes.

Designers project: Afrotouch Brands

2017 ◽  
Vol 7 (3) ◽  
pp. 1-12
Author(s):  
Kingsley E. Ejiofor
Keyword(s):  
Business Strategy ◽  
Large Scale ◽  
Subject Area ◽  
Investment Strategies ◽  
Risk Profiles ◽  
Content Type ◽  
Medium Scale ◽  
Furniture Manufacturing ◽  
Business Competitiveness ◽  
Victoria Island

Subject area Entrepreneurship, Analysis of business problems. Study level/applicability Masters in business administration, Entrepreneurship management. Case overview The CEO of Afrotouch Brands, Mr Emeka Emmanuel, must decide what level of investment his company would need to implement to increase its market share and revenue, thus ensuring adequate business competitiveness. Afrotouch Brands was among the leading names in gift items and indoor furniture in Nigeria. Despite the business main outlet in Victoria Island, the highbrow commercial centre in the city of Lagos, it has other high-profile outlets in Port-Harcourt and Abuja. From the very beginning, Afrotouch Brands attracted a lot of well discerning individuals who patronized the business based on the quality, the wide variety, the uniqueness and the lovely ambience of the showroom. The case describes the various investment alternatives needed for business expansion and discusses the probabilities of possible outcomes. Afrotouch Brands could maintain the medium scale indoor furniture they are currently doing, embark on a large aggressive investment to expand the indoor medium scale furniture to a large scale, maintain their business strategy in gift items and accessories or invest in outdoor furniture manufacturing. The challenge is to decide which of these alternative investment strategies the company should undertake in view of the associated levels of risk and uncertainty inherent in their implementation. Expected learning outcomes This case study teaches students the following: fundamentals of decision trees construction; calculating and understanding expected monetary values; assessing probabilities; determination of risk profiles for each decision alternative; display of risk profiles graphically; and identification of business alternatives. 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.

Oilfield Services – the Abu Dhabi branch

2011 ◽  
Vol 1 (1) ◽  
pp. 1-2
Author(s):  
Conchita Mary Fonseca
Keyword(s):  
Decision Making ◽  
United Arab Emirates ◽  
Business Strategy ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Subject Area ◽  
Strategic Decision ◽  
Abu Dhabi ◽  
Gulf Region ◽  
Content Type

Subject area Business strategy and human resource management. Study level/applicability Undergraduate Business and Management. Case overview This case spotlights Oilfield Services branch in Abu Dhabi, United Arab Emirates. It focuses on various problems encountered whilst operating in Abu Dhabi. Oilfield Services was first established in Dubai in 1995, primarily to meet the growing demand of quality human resources in the oilfield, shipping, and fabrication sectors in the Middle East and Persian Gulf region. The case highlights the challenges of motivation and compensating staff and the importance of strategic decision making. Expected learning outcomes This case can be used to teach decision making, cost/benefit analysis, employee motivation, and compensation and elements relating to international business strategy. Supplementary materials A teaching note is available on request.

Are we ready?

2018 ◽  
Vol 8 (3) ◽  
pp. 1-17
Author(s):  
Archana Shrivastava ◽  
Asha Naik
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Organizational Transformation ◽  
Business Environment ◽  
Subject Area ◽  
Content Type ◽  
Internal Capacity

Subject area Human Resource Management and Business Strategy. Study level/applicability Postgraduate. Case overview The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment? Expected learning outcomes To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment. 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: 6: Human Resource Management.

FieldTurf Tarkett India: challenges and opportunities in new markets

2011 ◽  
Vol 1 (4) ◽  
pp. 1-30
Author(s):  
Srividya Raghavan
Keyword(s):  
Business Strategy ◽  
Emerging Market ◽  
Developed Countries ◽  
Subject Area ◽  
New Markets ◽  
Content Type ◽  
Communication Plan ◽  
Positioning Strategy ◽  
Challenges And Opportunities ◽  
Media Mix

TitleFieldTurf Tarkett India: challenges and opportunities in new markets.Subject areaMarketing, marketing communication and business strategy.Study level/applicabilityGraduate level and some core courses in undergraduate level.Case overviewThe case describes the evolution of a start‐up company, Great Sports Infra Pvt Ltd, which had acquired the exclusive dealership of the largest artificial sports surface products company – FieldTurf Tarkett. Great Sports Infra was started as a small business with a capital of INR 5 million, by Mr Anil Kumar who had won the exclusive license to sell the FieldTurf brand of artificial turf in India and the SAARC region. FieldTurf was a well entrenched brand for playing surfaces in several developed countries around the world. The size, scope and consumer base of the Indian market was vastly different from the mature markets in which FieldTurf was a well established brand. Anil had to find a market for the product in India which was a classic context of “existing product entering a new market” – in this case an emerging market. Identifying new markets and targeting them with a relevant marketing mix and communication mix were the dominant challenges faced by Anil. Having developed the market in India, he now faces competition from cheaper manufacturers and limited growth in the sports infrastructure. The students must deliberate on current strategies and suggest strategies for the future growth of the product in this market.Expected learning outcomes Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges. Understanding positioning strategy. To understand how to extract IMC strategy from business strategy. Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy. Understanding the role of 6Ms in designing a communication plan. Understanding how to identify appropriate media mix. Understanding the holistic IMC framework.Supplementary materialsTeaching notes.

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.

Azza and her ARJMST brand: which way forward?

2018 ◽  
Vol 8 (1) ◽  
pp. 1-17
Author(s):  
Fauzia Jabeen ◽  
Marios Katsioloudes ◽  
Syed Zamberi Bin Ahmad ◽  
Mohamed Behery
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Business Strategy ◽  
Business Management ◽  
Secondary Data ◽  
Subject Area ◽  
Great Success ◽  
Content Type ◽  
Female Entrepreneur

Subject area Entrepreneurship and/or Strategic management/International Business Management. Study level/applicability This case is intended for teaching entrepreneurship/Strategic management/International Business Courses at the undergraduate level. Case overview This is a field-researched case about a budding Emirati female entrepreneur “Azza Al Qubaisi” who established the ARJMST Jewelry brand in Abu Dhabi, United Arab Emirates (UAE). The ARJMST brand, a UAE-based jewelry design and art pioneer company in the local art and craft is one of the most popular jewelry brands in the United Arab Emirates. Azza, the entrepreneur faces many challenges and hurdles if she is to successfully sustain her business in the long term. She is considering what her next step ought to be in light of the competition. Should she expand? If yes, where and how? This case will enable students to critically think about the various issues and reach a decision based on the facts provided. The case is based on primary and secondary data collection and has been tested in an International Business Management class at BBA level, with great success. Expected learning outcomes This case study illustrates the journey of an Emirati female entrepreneur who uses simple things in a creative way to build a business. The case will help the students to identify the start up motivation and evaluate the business strategy for further growth. This will also enable the students to critically think about the various factors and reach a decision based on the facts provided. 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.

Pavlov in the Classroom: An Interview with Robert A. Rescorla

1997 ◽  
Vol 24 (4) ◽  
pp. 283-286
Author(s):  
James E. Freeman
Keyword(s):  
Behavioral Science ◽  
Theoretical Work ◽  
Associate Professor ◽  
University Of Pennsylvania ◽  
Research Experience ◽  
Academic Computing ◽  
Arts And Sciences ◽  
Graduate Seminars ◽  
The University ◽  
Associate Director

James E. Freeman (JF) is Associate Professor of Psychology and Associate Director of Academic Computing at Denison University (Granville, OH). He teaches courses in research methods, behavioral science statistics, general psychology, learning, and psychology of Blacks. Robert A. Rescorla (RR) is the James Skinner Professor of Science and Dean of Arts and Sciences at the University of Pennsylvania (Philadelphia, PA). He teaches undergraduate classes in learning and research experience as well as graduate seminars for the psychology department. Rescorla has served as president of the Eastern Psychological Association and is well-known for his experimental and theoretical work on classical conditioning.

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