Born into luxury: Paris Gallery of Dubai

2017 ◽  
Vol 7 (4) ◽  
pp. 1-18
Author(s):  
Syed Zamberi Ahmad ◽  
Frederick Robert Buchanan ◽  
Norita Ahmad
Keyword(s):  
United Arab Emirates ◽  
Business Strategy ◽  
Business Management ◽  
Development Program ◽  
Subject Area ◽  
Retail Sector ◽  
Executive Development ◽  
Strategic Positioning ◽  
Content Type ◽  
Future Strategy

Subject area Entrepreneurship, venture creation and business management. Study level/applicability The case is suitable for analysis in an undergraduates program specializing in entrepreneurship, business and management. The case could also be discussed in an executive development program on business ventures/business strategy/business management. Case overview Since its inception in 1981, Abdul Rahim Al Fahim, CEO Paris Gallery decided that Paris Gallery would foray into French perfumes. At that time, he would have never thought that such a move would ever make him more than a shopkeeper. Now in 2016, Mr Abdul Rahim Al-Fahim has much to be pleased about the success that his organization Paris Gallery (Luxury stores in Dubai) has been able to achieve. He has been twice named as the Arab World’s most powerful retail sector entrepreneur. Certainly, it was his good fortune to be based in the great city, and his business venture has paralleled the exponential success of Dubai. As the concept of grand malls developed and flourished in UAE, Paris Gallery stores emerged and also prospered. Currently, Paris Gallery has 80 stores in the finest locations of the Middle East. This encourages family business owners in UAE to have ambitions for success and growth of their enterprises. This is especially true in a developing region that has rarely hosted such a high-end homegrown success story as Paris Gallery. The study of strategic positioning of Paris Gallery with a workforce of 4,000 employees and representing more than 550 international brands today shall help us in weighing the options of how businesses should proceed strategically. Expected learning outcomes The following insights could be elucidated by the case: familiarizing students with the business challenges in the retail industry in emerging markets such as the United Arab Emirates, and exploring future strategy options from the business growth perspective. 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.

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.

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.

Strategic management in cartelized environment: case of Hisham Packaging, Dubai

2016 ◽  
Vol 6 (2) ◽  
pp. 1-16
Author(s):  
Mohammed Laeequddin ◽  
K. Abdul Waheed
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
Automobile Industry ◽  
Business Strategy ◽  
Swot Analysis ◽  
Service Industry ◽  
Subject Area ◽  
Sales Manager ◽  
Content Type ◽  
B2b Marketing

Subject area Business-to-business (B2B) marketing, microeconomics and strategic management. Study level/applicability Target audience can be MBA students who are taking B2B marketing, microeconomics and strategic management courses. Case overview On 1 January 2015, Hamza joined Hisham Packaging, Dubai, United Arab Emirates (UAE) as the CEO. Hisham Packaging specialises in production of corrugated boxes of various sizes, both in plain and printed forms. Most of Hamza’s experiences have been in the automobile industry, where his focus was on Lean operations rather than marketing. After joining Hisham Packaging, he learnt that in service industry like printing and packaging, the business focus is more customer-oriented than process-orientated. In the packaging industry, each customer’s requirement is unique and customised with variety and small volumes. What was shocking to him was that there is an informal cartel arrangement among major corrugated box suppliers in the country and without the consent of the cartel members, he cannot take any major decision like expanding the business or accepting or dropping a customer. Hamza discussed the scenario with his sales manager Ahmad to see what strategy to adopt for the growth of the company. He was trying to figure out what next? Like any other newly joined CEO, Hamza also had plans to increase the market share and make the operations Lean. He quickly found that it would be difficult for him to make any major impact on the existing business due to the constraints and he needed a different strategic move to grow the company. Expected learning outcomes The outcomes include understanding of market dynamics, cartelization of companies based on market structure and strategy building. Students learn that an organization’s performance is just not dependent on how the managers plan, organize and control but it also depends on the competitors and customer’s strategies. Students learn how to apply strengths, weaknesses, opportunities, and threats (SWOT) analysis, Porter’s Five Forces analysis and PESTEL analysis in developing business strategy. Supplementary materials Teaching note is attached. Subject code CSS 8: Marketing

Trashy bags: sustainability crisis of a sustainable business

2017 ◽  
Vol 7 (2) ◽  
pp. 1-32
Author(s):  
Mathew Tsamenyi ◽  
Nana Yaa Antwi-Gyamfi
Keyword(s):  
Business Strategy ◽  
Production Efficiency ◽  
Business Management ◽  
Subject Area ◽  
Social Enterprises ◽  
Production Model ◽  
Sustainable Business ◽  
Content Type ◽  
Trade Offs ◽  
Effective Models

Subject area Entrepreneurship, Business Strategy, Leadership, Marketing and Decision-making in business. Study level/applicability This case is suitable for graduate-level programmes in business management as well as executive education programmes. Case overview Stuart Gold, CEO of Trashy Bags is at a crossroads with respect to the future of his business. With deficits estimated at about GHS 120,000 annually, Gold is considering switching from the made-to-stock production model to a made-to-order model. Although the latter may tap into an available market and thus boost revenue, it would likely result in the displacement of the social enterprise’s loyal following and disenfranchisement of its employees’ creativity; not to mention the possibility of neglecting its mandate of repurposing plastic waste. Gold wonders if there is a case for maintaining the current made-to-stock model by driving up sales and reducing costs to eliminate the deficit. Expected learning outcomes Students should be able to: appreciate the exigencies of managing social enterprises in a largely profit-oriented economic domain; understand the interplay of choice and trade-offs in business management and apply theory-driven frameworks in making optimal choices and analytically assess instances of tension between the art (e.g. passion, emotional stakes, psychological and other influences on business management philosophies) and science (e.g. the need for business skills, use of effective models and the quest for production efficiency) of business 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 3: Entrepreneurship.

The Indian television broadcasting industry 2012

2012 ◽  
Vol 2 (8) ◽  
pp. 1-13
Author(s):  
Suma Damodaran ◽  
Uday Damodaran
Keyword(s):  
Business Strategy ◽  
Development Program ◽  
Subject Area ◽  
Performance Model ◽  
Force Model ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Industrial Economics ◽  
Broadcasting Industry ◽  
Tv Broadcasting

Subject area Business strategy and industrial economics. Study level/applicability This case may be used early on in a basic course on strategy in an MBA program or in a course in industrial economics. It can also be used in a session of an executive development program on strategy. Case overview The TV Broadcasting industry, worldwide, has been moulded by frequent changes in technology and by regulatory interventions. So has been the case of India. The case begins with a general introduction to the technology of TV broadcasting and distribution and then moves on to a discussion of the technological changes in the Indian context. The evolving structure of the industry in India over three distinct periods is then described. The Industry consists of content producers, broadcasters, aggregators, direct-to-home distributors, multi-system operators and local cable operators. Over the three periods of time, changes in technology and regulation constantly impacted on the structure, the conduct and the performance of players in each segment. Expected learning outcomes The analysis of the case is expected to demonstrate the use of theoretical frameworks like the structure-conduct-performance model and Porter's five-force model in arriving at a prognosis of the structure of an industry in general, and that of the Indian TV broadcasting industry in particular. Supplementary materials Teaching notes are available, please consult your Librarian for access.

Marketing brand Aava: not as simple as water

2013 ◽  
Vol 3 (6) ◽  
pp. 1-15
Author(s):  
Varsha Jain ◽  
Subhadip Roy ◽  
Ashok Ranchhod
Keyword(s):  
Learning Outcomes ◽  
Business Strategy ◽  
Brand Management ◽  
Marketing Research ◽  
Development Program ◽  
Subject Area ◽  
Retail Market ◽  
Major Question ◽  
Content Type ◽  
Marketing Area

Subject area The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy. Study level/applicability This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy. Case overview The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands. Expected learning outcomes The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry 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.

Emirates Dates: a case of growth strategy dilemma

2018 ◽  
Vol 8 (3) ◽  
pp. 1-14
Author(s):  
Syed Zamberi Ahmad ◽  
Abdul Rahim Abu Bakar
Keyword(s):  
United Arab Emirates ◽  
Business Strategy ◽  
Subject Area ◽  
Growth Strategy ◽  
Product Diversification ◽  
Growth Options ◽  
Growth Strategies ◽  
Content Type ◽  
Postgraduate Students

Subject area Strategic marketing, Business strategy, Product diversification strategy and/or Market entry strategy. Study level/applicability This case is useful for undergraduate and postgraduate students who are pursuing majors in marketing, business management and/or strategic management. Case overview The Emirates Dates Factory commenced operations in 1989 in Ras Al Khaimah, United Arab Emirates (UAE), as a 100 per cent equity held by Mr Abdullah Al Shamsi. Over time, it has become one of the best and renowned factory for date production and processing. Emirates Dates derives its strength from its own plantations in Ras Al Khaimah and Al Ain, as well as from a wide variety of date products that it develops, including date syrup, dates in different packing and stuffed dates. The company seeks to be the leader of dates production and processing in terms of sales. However, the management is facing issues pertaining to determining the area of growth that it should pursue. This case study illustrates the growth options that Emirates Dates could pursue along with its opportunities and challenges that the firm faces. Expected learning outcomes This case study expose student to Ansoff growth matrix in general and the application of the market penetration strategy in specific. Accordingly, the case illustrates how one could develop other growth strategies to improve its revenues through product diversification and/or market development. 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.

Environment agency Abu Dhabi (EAD) paperless day initiative

2014 ◽  
Vol 4 (6) ◽  
pp. 1-8
Author(s):  
Entesar Ali Al Menhali ◽  
Syed Zamberi Ahmed
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
United Arab Emirates ◽  
Business Management ◽  
Subject Area ◽  
Abu Dhabi ◽  
Corporate Ethics ◽  
Content Type ◽  
Environment Agency

Subject area Business Management and Strategy. Study level/applicability The case study is relevant for undergraduate and post-graduate management degrees. It includes courses such as business management, corporate ethics and change management. Case overview This case study illustrates one of the important initiatives that the Environment Agency Abu Dhabi (EAD) has undertaken to help save the atmosphere and the environment. This case study describes the Paperless Day initiative that EAD launched in 2008 and how it was carried out for five years. The study also describes how EAD implemented this initiative internally. Expected learning outcomes Creating awareness and encouraging individuals in the United Arab Emirates and elsewhere to reduce their use of paper, water and energy for a cleaner 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.

The case of motivprints: balancing entrepreneurial instinct with managerial approach

2020 ◽  
Vol 10 (2) ◽  
pp. 1-16
Author(s):  
Kedar Bhatt ◽  
Abhinava S. Singh
Keyword(s):  
Growth Stage ◽  
New Ventures ◽  
Development Program ◽  
Master's Level ◽  
Executive Development ◽  
Content Type ◽  
Academic Level ◽  
Permanent Staff ◽  
Entrepreneurial Activities ◽  
Made In

Learning outcomes After studying this case, the students/participants would be able to: discuss important personality traits of an entrepreneur; understand specific challenges faced by a venture as it moves toward higher growth stage; discuss the importance of strategic planning and managerial style as the ventures move from establishment stage to growth stage. Case overview/synopsis The case is about MotivPrints, a two years old venture, offering custom designing and commercial printing to businesses in Gujarat, India. MotivPrints was established by Himanshu Dhadnekar in 2016 and had 85 SME clients and 35 vendors by 2019. Himanshu, a young entrepreneur had been involved in entrepreneurial activities since his school days and was also involved in a couple of business ventures during his MBA. However, he had been flip-flopping as an employee and entrepreneur, as then. At MotivPrints, he handled key responsibilities of developing client networks, generating business, marketing and managing relationship with vendors. With limited support of a team of freelancer associates, no permanent staff for assistance and lack of funds made it imperative for Himanshu to plan for scaling up his venture for survival and growth. Could he envision MotivPrints as a larger entity? If yes, what changes, mandated by growth, were needed to be made in both – the entrepreneur and the organization? Complexity academic level The case can be discussed in the class of entrepreneurship at the master’s level. It can also be used in the entrepreneurship specialization course in the second year of post-graduation. The case can be also be used for young entrepreneurs in an executive development program focusing on new ventures. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 3 Entrepreneurship.

Middle East luxury retail sector – opportunities or uncertainties in the future?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-39
Author(s):  
Roger Moser ◽  
Gopalakrishnan Narayanamurthy
Keyword(s):  
Middle East ◽  
Multinational Corporations ◽  
International Business ◽  
Market Entry ◽  
Middle Eastern ◽  
Subject Area ◽  
Retail Sector ◽  
Senior Executive ◽  
Content Type ◽  
The Future

Subject area The subject area is international business and global operations. Study level/applicability The study includes BSc, MSc and MBA students and management trainees who are interested in learning how an industry can be assessed to make a decision on market entry/expansion. Even senior management teams could be targeted in executive education programs, as this case provides a detailed procedure and methodology that is also used by companies (multinational corporations and small- and medium-sized enterprises) to develop strategies on corporate and functional levels. Case overview A group of five senior executive teams of different Swiss luxury and lifestyle companies wanted to enter the Middle East market. To figure out the optimal market entry and operating strategies, the senior executive team approached the Head of the Swiss Business Hub Middle East of Switzerland Global Enterprise, Thomas Meier, in December 2012. Although being marked with great potential and an over-proportional growth, the Middle Eastern luxury market contained impediments that international firms had to take into consideration. Therefore, Thomas had to analyze the future outlook for this segment of the Middle East retail sector to develop potential strategies for the five different Swiss luxury and lifestyle companies to potentially operate successfully in the Middle East luxury and lifestyle market. Expected learning outcomes The study identifies barriers and operations challenges especially for Swiss and other foreign luxury and lifestyle retailers in the Middle East, understands the future (2017) institutional environment of the luxury and lifestyle retail sector in the Middle East and applies the institutions-resources matrix in the context of a Swiss company to evaluate the uncertainties prevailing in the Middle East luxury and lifestyle retail sector. It helps in turning insights about future developments in an industry (segment) into consequences for the corporate and functional strategies of a company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 5: International Business.

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