Yaqoob biscuit manufacturers – missing contingency plan

2020 ◽  
Vol 10 (2) ◽  
pp. 1-19
Author(s):  
Abdul Rehman Shaikh ◽  
Asad Ali Qazi
Keyword(s):  
Decision Making ◽  
Learning Outcomes ◽  
Regional Distribution ◽  
Content Type ◽  
Organizational Goals ◽  
Supply Chain Resilience ◽  
Contingency Plan ◽  
Academic Level ◽  
Working Day

Learning outcomes The learning outcomes are as follows: to describe the possible problems in cross hierarchical and cross-functional coordination; to illustrate the month/year-end closing operations related issues at logistics and warehousing end; to analyze the importance of supply chain resilience/ contingency plan; and to compare the role of the tradeoff in decision-making: ethics (policies) vs operations. Case overview/synopsis Mr Azhar Ali working as a regional distribution manager was waiting for the finalization of sales orders, it was the last working day of the financial year. He had to fulfill all the orders to achieve his personal and organizational goals. He was excited as he was supposed to be promoted and transferred to Head Office on a national role, after a successful annual closing. It was not too late when his excitement turned into anxiety when he received a never expected direct call from Director Sales. Around 7:00 p.m., he was informed of some new orders for an important institutional customer, which was out of his own region. The orders were placed in Ali’s region because of stocks’ availability. Ali had no time to plan this huge order and there were no dispatch trucks available at that time. Should Ali take risk of organizational goals and his promotion and cancel those orders? Should Ali generate sales invoices to record sales and dispatch the stocks on next day compromising the organizational core values and policies? Complexity academic level BBA. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 9: Operations and logistics.

Yuppiechef: from clicks to bricks – an omnichannel approach for a South African business

2019 ◽  
Vol 9 (3) ◽  
pp. 1-17
Author(s):  
Mignon Reyneke ◽  
Claire Barnardo
Keyword(s):  
Learning Outcomes ◽  
South African ◽  
Business Students ◽  
Growth Strategy ◽  
Master Of Business Administration ◽  
Content Type ◽  
Teaching Case ◽  
Academic Level ◽  
Buying Behaviour

Learning outcomes The learning outcomes are as follows: understanding online, traditional and omnichannel retail and the challenges and benefits of each method; evaluating the effect of consumer buying behaviour on a company’s growth strategy; assessing the effect of changing industry dynamics and technology on consumer behaviour; and understanding the role of consistent customer experience across different retail mediums. Case overview/synopsis This case looks at Yuppiechef, a successful e-commerce business, and their move from “clicks to bricks” with the introduction of retail stores. Founder and CEO of Yuppiechef, Andrew Smith, shares the current business status and considers how to maintain the brand’s culture with the growth of retail and being an omnichannel pioneer. Complexity academic level The primary target audience for this teaching case is postgraduate business students, especially students of digital marketing, strategy and e-commerce. This teaching case is intended to be used as case study in postgraduate business programmes such as Master of Business Administration (MBA), a specialist masters’ programme such as MM (Entrepreneurship), post-graduate diploma in management (PGDip), as well as selected executive education programmes. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

Fiery phoenix PLC – entrepreneurial survival in Zambia

2020 ◽  
Vol 10 (4) ◽  
pp. 1-17
Author(s):  
Mwila Natasha Katuta
Keyword(s):  
Decision Making ◽  
Learning Outcomes ◽  
Undergraduate Students ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Ethical Dilemmas ◽  
Study Data ◽  
Content Type ◽  
Academic Level ◽  
Decision Making Models

Learning outcomes The learning outcomes are as follows: students should be able to provide definitions for ethical dilemmas; students should be able to identify ethical dilemmas in a real business context; and students should be able to determine the outcomes of applying given decision-making models to a specific scenario. Case overview/synopsis The aim of this study is to demonstrate the complexity of ethical decision-making in start-up enterprises in emerging markets. The study draws on two well-known decision-making models to illustrate how their application in this context may lead to conflicting outcomes. The study data was collected through reflective entries provided by the business proprietor. These were followed up by three in-depth interviews. The data was supported by analysis of company documents provided by the case. The study demonstrates the crucible moments in entrepreneurial startups that give rise to ethical questions and the need for decision making. It demonstrates the complexity of ethical decision making in emerging contexts. The study business elected to maintain anonymity for commercial protection. This limits the scope of information that may be divulged. The study and the accompanying teaching note provide context for how to apply decision-making frameworks to real business dilemmas. This study contributes to scholarly work on teaching business ethics to undergraduate students. Complexity academic level Final Year Undergraduate. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Learning from another SBU: strategizing growth at SEE-Tech

2018 ◽  
Vol 8 (4) ◽  
pp. 1-30
Author(s):  
Milind Chittawar ◽  
Srinivas Gunta
Keyword(s):  
Learning Outcomes ◽  
Role Model ◽  
Case Analysis ◽  
Business Unit ◽  
Content Type ◽  
Strategic Business Unit ◽  
Teaching Plan ◽  
Academic Level ◽  
The Subject

Supplementary materials Teaching Note includes case synopsis, assignment/discussion questions, suggested readings, teaching plan, methodology, case analysis, what happened, references and data in exhibits. Learning outcomes Appreciating the role of process innovation in enabling growth; Understanding why replication is time consuming and not straight-forward; distinguishing formal and informal dimensions of coordination-mechanisms; Analyzing the differences in replication using template and principles. Case overview/synopsis Entrepreneurs desire to grow their businesses. They look for opportunities, in this case, when an opportunity came in year 2006, the entrepreneur successfully en-cashed. This lead to formation of a strategic business unit (SBU) that grew faster and also became role model. However the main SBU, for which the firm is known, continued past legacy. It is only when they found it difficult to grow, they decided to emulate. However, transition was not easy, it took much higher efforts. In the transformation, the older-SBU found that it is only inspiration, direction and fundamental principles that they can take from the newer-SBU. They have to fight their own battle and evolve solutions themselves. The older-SBU finally did succeed in the replication. The case experiences decision-making on template versus principle route to replication giving the participants enough exposure and thinking on the subject. 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. Complexity academic level For MBAs and working professional’s training. Subject Code CSS 3: Entrepreneurship

Cipla-Medpro acquisition: the pre- and post-merger story

2019 ◽  
Vol 9 (1) ◽  
pp. 1-42
Author(s):  
Nishant Saxena ◽  
Marius Ungerer
Keyword(s):  
Learning Outcomes ◽  
Classroom Discussion ◽  
Content Type ◽  
Cultural Aspects ◽  
Multiple Factors ◽  
Academic Level ◽  
Strategic Hrm ◽  
Cross Country

Title Cipla-Medpro acquisition: the pre- and post-merger story. Learning outcomes The learning outcomes are as follows: to develop a deeper understanding of the pre- and post-merger factors that should be considered in an M&A transaction; to develop an appreciation of the human capital and organisation cultural aspects involved in cross-country M&A’s; to develop an understanding of the role of leaders and an integration team to make an M&A realise the intended value; and to develop a sensitivity for doing an M&A in a developing country like South Africa. Case overview/synopsis This case study creates opportunities for discussing both pre-merger and post-merger dynamics to create a sensitivity that multiple factors contribute to a successful merger and acquisition strategic move. It is intended for classroom discussion only and does not represent correct or incorrect handling of the situation. Complexity academic level The complexity is MBA level. This case is primarily focussed on M&A’s as part of a course in Strategic Management (MBA level) but can also be considered for a course on Strategic HRM. Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 11 Strategy.

scholarly journals Developing resilient supply chains: lessons from high-reliability organisations

2019 ◽  
Vol 25 (1) ◽  
pp. 77-100 ◽  
Author(s):  
Emmanuel Sawyerr ◽  
Christian Harrison
Keyword(s):  
Decision Making ◽  
Supply Chains ◽  
High Reliability ◽  
Risk Avoidance ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Literature Reviews ◽  
Decision Making Framework ◽  
Practical Implications

Purpose The purpose of this study is to identify the prescribed formative elements of supply chain resilience (SCR) in literature, to compare them with the unique characteristics of high reliability organisations (HROs) and derive lessons useful for improving SCR. Design/methodology/approach Two systematic literature reviews are carried out as follows: one on SCR and the other on HRO, which identified 107 studies and 18 papers, respectively. The results from the review are presented, analysed and synthesised. Findings Findings suggest that despite significant similarities in some of the proposed formative elements for SCR and the characteristics of HROs, the strong managerial commitment exhibited in HROs is absent in SCR literature. More importantly, the most cited characteristic of HROs, which is their flexible decision making structure is pointed out as a prima lesson towards developing resilience in supply chains. Practical implications A decision making framework to facilitate flexible decision making for supply chains during crisis is presented. Further, practical lessons are pointed out from principles common to both streams of literature such as redundancy, human resource management, collaboration, agility, flexibility, culture and risk avoidance that can be implemented in supply chains. Originality/value This paper is the first study to systematically review HROs, adapt a HRO decision making framework and also apply the Cynefin framework to SCR. This, therefore, provides the basis to launch further research into the use of these theories and the role of decision-making in SCR creation.

Bazzar case: exporting gourmet Brazil

2020 ◽  
Vol 10 (4) ◽  
pp. 1-15
Author(s):  
Clarice Secches Kogut ◽  
Juliana Molina Binhote ◽  
Renato Dourado Cotta de Mello ◽  
Andres Josue Merchan Caballero
Keyword(s):  
Learning Outcomes ◽  
International Business ◽  
Market Entry ◽  
Small Company ◽  
High Quality ◽  
Content Type ◽  
Academic Level ◽  
Entry Strategies ◽  
Gradual Process

Learning outcomes Students should learn gradual process of internationalization and commitment; reasons for internationalization; and role of networks. Case overview/synopsis This case is about Bazzar, a small company that sells sauces, toppings and desserts made only with high-quality Brazilian ingredients. The case dilemma refers to market entry strategies and commitment, although other IB topics are addressed. Complexity academic level Originally designed for MBA courses. Subject code CSS 5: International Business Supplementary materials Teaching Notes are available for educators only.

‘Star’ring a ‘new’ sport in India: pro kabaddi league

2020 ◽  
Vol 10 (4) ◽  
pp. 1-22
Author(s):  
Tulsi Jayakumar
Keyword(s):  
Learning Outcomes ◽  
Sport Management ◽  
New Product ◽  
Prize Money ◽  
Demand And Supply ◽  
Content Type ◽  
Academic Level ◽  
Track Record ◽  
Star Position

Learning outcomes To understand: – the demand and supply side challenges in launching a new product in sports. – Factors, which go into the making of a successful “new” sport. – The role of planning in sport management. Case overview/synopsis In July 2017, on the eve of Pro Kabaddi League (PKL) Season 5, kabaddi had emerged as one of India’s most important non-cricketing sport. PKL was India’s first men’s professional kabaddi league, introduced by Mashal Sports and Star India in 2014. Kabaddi was an indigenous sport, and India had an unbeaten international track record as world champions. Yet, the sport and its players had never received their due in India. In 2017, while kabaddi’s popularity had increased, leading to sponsorship opportunities, huge player bids, prize money and television viewership, all was not quite hunky-dory. A women’s kabaddi league introduced only the previous year had not been continued, despite an extended format in 2017. The audience profile also did not match that envisaged by Star. As a unique creator of sports content, Star was in an enviable position in India; and so was Kabaddi as a sport. How had Star created a new property around an indigenous sport with rural and rustic associations, transforming it into a snazzy, up-market sport within just three years, even while leagues involving other popular sports failed to create a mark? Could Star sustain this interest? How could kabaddi retain its “star” position within Star’s stable? Complexity academic level In an undergraduate or a postgraduate programme in business administration. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

scholarly journals Faizal & Shabana Foundation: a venture philanthropic approach to education

2019 ◽  
Vol 9 (1) ◽  
pp. 1-21
Author(s):  
Sreevas Sahasranamam ◽  
Sumit Mitra
Keyword(s):  
Learning Outcomes ◽  
Social Impact ◽  
Scaling Up ◽  
Venture Philanthropy ◽  
Government Schools ◽  
Content Type ◽  
Academic Level ◽  
Strategic Approach ◽  
The Government

Learning outcomes Learning outcomes are as follows: understand venture philanthropy in India; discuss in what ways venture philanthropy is different from charity; identify the aims of venture philanthropy and the strategy adopted to achieve those objectives; analyze the role of the unique structuring of a venture philanthropy working in tandem with the government to achieve its objectives; identify the nature and source of dilemmas of disengagement from a project by the venture philanthropist; and understand the role of antecedents and outcomes on how a firm views its social impact initiative (in the Indian context). Case overview/synopsis The Faizal and Shabana Foundation (F&SF) made one of the largest philanthropic investments in Kerala, India for the redevelopment of Government Vocational Higher Secondary School for Girls, Nadakkavu. The foundation applied a strategic approach to their philanthropic investment making it a unique case of venture philanthropy. The uniqueness of this case lies in the fact that, this is one among those rare cases where venture philanthropy has been successfully implemented within a government educational context. This case highlights how a private philanthropic organization went about executing a project and faced several challenges of scaling up the redevelopment model to other government schools. The other salient aspect is that this case delves into the dilemma faced by a philanthropist of either using the existing model for scaling up or adopting a totally different model. Complexity academic level Undergraduate and postgraduate business management courses. 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.

Sana enterprises: location selection

2021 ◽  
Vol 11 (2) ◽  
pp. 1-19
Author(s):  
Abdul Rehman Shaikh ◽  
Asad Ali Qazi
Keyword(s):  
Decision Making ◽  
Supreme Court ◽  
Learning Outcomes ◽  
Content Type ◽  
Location Selection ◽  
Academic Level ◽  
Business Operations ◽  
Rating Method ◽  
Selection Of

Learning outcomes To understand the strategic importance of location selection within the organization. To analyze the constraints in decision-making for selection of location. To analyze the alternate options for a location selection. To understand the usage of the factor rating method. Case overview/synopsis Due to a countrywide anti-encroachment drive, Mr Mughal loses his shop. He had just received a notice that his shop including those of others near him was established on one of the amenity plots. The structure was declared as illegal and was to be demolished in 24 h. He had to vacate the shop and his display center to avoid the loss of his items. He along with other shop owners approached to Supreme Court of Pakistan (SCP) to stop this demolishing act and to prove that these shops belonged to them for decades and that they had already paid the price of shops at that time. However, the SCP rejected their appeal straightforward and the anti-encroachment drive was carried out. Now, Mr Mughal had to find out an alternate location to establish his display center and to resume his business operations. Complexity academic level Undergraduate. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 9: Operations and logistics.

Collective resistance to collective collaboration: a leader’s introspection

2020 ◽  
Vol 10 (1) ◽  
pp. 1-32
Author(s):  
Atri Sengupta ◽  
Bhaurao Sonawane
Keyword(s):  
Decision Making ◽  
Human Resources ◽  
Learning Outcomes ◽  
Ethical Leadership ◽  
Executive Development ◽  
Development Programs ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Academic Level ◽  
Collective Resistance

Learning outcomes Ethical leadership and decision-making, engaging and managing multiple conflicting stakeholders. Case overview/synopsis Utkal Alumina International Limited (UAIL), an ambitious Greenfield project of Hindalco Industries Ltd. faced the challenges of conflicting multiple stakeholders and collective resistance that did not allow UAIL to be commissioned for almost two decades. The case portrayed the journey of a new leader of UAIL in the path of transforming collective resistance to collective collaboration. In the case, the author was introspecting about how far the author could achieve the objective of collective collaborations through stakeholders’ engagements and what would be the next path of the journey. Complexity academic level MBA and executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resources.

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