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.

Etihad Airlines: growth through successful strategic partnerships

2014 ◽  
Vol 4 (5) ◽  
pp. 1-12 ◽  
Author(s):  
Hamad A. Al Ali ◽  
Syed Zamberi Ahmad
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Business Strategy ◽  
Secondary Data ◽  
Sustainable Growth ◽  
Abu Dhabi ◽  
Aviation Industry ◽  
Strategic Partnerships ◽  
Content Type

Subject area International business and/or strategic management. Study level/applicability This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management. Case overview Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations. Expected learning outcomes Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines. 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.

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

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.

Marketing of the dark: “Memento Park” in Budapest

2011 ◽  
Vol 1 (4) ◽  
pp. 1-10 ◽  
Author(s):  
Brent McKenzie
Keyword(s):  
Learning Outcomes ◽  
International Business ◽  
Business Management ◽  
Subject Area ◽  
Business Enterprise ◽  
Iron Curtain ◽  
Value Proposition ◽  
Content Type ◽  
Sustainable Advantage ◽  
Target Consumer

TitleMarketing of the dark: “Memento Park” in Budapest.Subject areaMarketing strategy; services marketing; tourism.Study level/applicabilityUpper year undergraduate business/management, MBA, marketing/international business.Case overviewMemento Park is a large open air museum on the outskirts of Budapest, that houses statues, and related ephemera related to the communist period in Hungary. The park opened in 1993, four years after Hungary had shaken off its yolk of communism as part of the Iron Curtain, in 1989. This case presents a classic example of a business enterprise that sprang from a concept and access to inexpensive materials directly resulting form a changing external environment. The case presents the issues involved in making Memento Park a sustainable part of the Budapest tourist experience.Expected learning outcomesThis case challenges students to decide how best to determine a sustainable advantage. Arguably the value proposition that is being offered by Memento Park has a number of identifiable benefits to the target consumer. It is not replicable (at least in Hungary), has a truly unique content, and does not have large fixed or variable costs in terms of operations. The question is how to best develop a plan of attack for such a firm?Supplementary materialsTeaching 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.

The Snow Festival: what went wrong?

2016 ◽  
Vol 6 (1) ◽  
pp. 1-10
Author(s):  
Pajaree Ackaradejruangsri
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Environmental Impact ◽  
Learning Outcomes ◽  
International Business ◽  
Potential Problem ◽  
Business Management ◽  
Health And Safety ◽  
Subject Area ◽  
Content Type

Subject area Strategic and Business Management. Study level/applicability Sophomore level. Case overview This case is about unexpected incident at a Snow Festival, Plearn Park Thailand. Despite a great number of visitors, many serious concerns were raised, particularly the health and safety of people and the environmental impact of the fake snow. Mr Sun and his team tried their very best to address and solve the concerns. But no matter what actions were taken, the concerns and anxieties still remained. As the founder of Plearn Park, Sun decided to end the event. But still he could not get over it. He thought over and over, “what really went wrong with the Snow Festival?” Expected learning outcomes This case offers a rich context for examining the situation, analyzing the cause of the problem, evaluating the decision and exploring the potential problem with an aim to enhance students’ skills in problem-solving and decision-making through an actual incident in a larger 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 5: International Business.

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.

KPJ Healthcare: service internationalization

2013 ◽  
Vol 3 (4) ◽  
pp. 1-6
Author(s):  
Zizah Che Senik ◽  
Adlin Masood ◽  
Khairul Akmaliah Adham ◽  
Noreha Halid ◽  
Rosmah Mat Isa
Keyword(s):  
Strategic Management ◽  
International Business ◽  
Healthcare Service ◽  
International Marketing ◽  
High Growth ◽  
Subject Area ◽  
Management Service ◽  
Content Type ◽  
Mba Students ◽  
International Acquisition

Title – KPJ Healthcare: service internationalization. Subject area – International business, international marketing, and strategic management. Study level/applicability – Advanced undergraduate and MBA students taking courses in international business, international marketing, and strategic management. Case overview – KPJ Healthcare Group started its operations in 1979. By the end of 2012, the Group operated 22 hospitals in Malaysia, two in Indonesia, one in Thailand, and one retirement resort in Australia. Its internationalization efforts began in mid-1990s with the provision of hospital management service in Indonesia, Bangladesh, and Saudi Arabia. Since 2010, the Group had pursued international acquisition projects in Australia, Indonesia and Thailand. In early 2013, the Group ' s newly appointed CEO and his management team had to decide on the strategies to ensure the success of these international acquisition projects. This case stimulates discussion on international strategies of a large healthcare group, operating in a highly competitive, high-growth industry in an emerging economy. Expected learning outcomes – Understanding of approaches to service internationalization (incremental versus rapid), strategies in service internationalization, forms of service internationalization ventures will enable case analysts to apply and consider these concepts in many business situations involving internationalization process and business growth in general. 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.

Just Falafel: a success story of an international expansion

2013 ◽  
Vol 3 (2) ◽  
pp. 1-8
Author(s):  
Fauzia Jabeen ◽  
Marios I. Katsioloudes
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Fast Food ◽  
Detailed Calculation ◽  
International Expansion ◽  
Food Category ◽  
Content Type ◽  
Short Period ◽  
The Future

Subject area Entrepreneurship, strategic management and international business management. Study level/applicability This case is intended for teaching entrepreneurship, strategic management, international business courses at the undergraduate as well as graduate levels. Case overview This is a field-researched real case about a growing fast food business started by local UAE entrepreneurs in Abu Dhabi and Dubai, United Arab Emirates (UAE). Just Falafel, a UAE based fast food pioneer company in the vegetarian and healthy food category is one of the most popular food outlets in the UAE. The company was poised for growth as demand was exceeding all expectations. Newer markets were being considered for expansion. By taking into consideration the present economic conditions as well as market stability it is possible to make a detailed calculation of market growth. There were many challenges Just Falafel had to face: increasing demand and brand awareness of Western fast food giants; and the future skills Just Falafel needed to develop to meet the regional and global challenges. Just Falafel specializes only in falafel and the company devised different flavors to differentiate its sandwiches based on each culture. This in turn expanded the outlet greatly and it gained high revenues in a short period of time. But there are many challenges and hurdles which the company has to consider if it is continue in the future. The owners and management are wondering what their next step ought to be in light of the economic recession. Should they expand? If so, where? If not, why not? Expected learning outcomes The case will help students to identify and evaluate the business strategy and the business model adopted by the company for international expansion. This will also enable students to critically think in various facets 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.

From mines to minds: addressing the skills gap in Sierra Leone

2014 ◽  
Vol 4 (4) ◽  
pp. 1-16
Author(s):  
Emmanuel Raufflet ◽  
Johannes Lohmeyer
Keyword(s):  
Strategic Management ◽  
Sierra Leone ◽  
International Business ◽  
Adult Literacy ◽  
Subject Area ◽  
Development Project ◽  
Special Focus ◽  
Educational Training ◽  
Joint Decision ◽  
Content Type

Subject area International business, Strategic management Study level/applicability BA and MA; courses: International business, Management courses with special focus on emerging and developing countries, Intercultural management, Strategic management. Case overview Freetown, Sierra Leone, West Africa, June 2013 – Representatives of the London Mining Corporation and Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH were discussing the details about the official launch of the From Mines to Minds project. The From Mines to Minds project consisted of two components technical, vocational and educational training at St. Joseph's and functional adult literacy for people who could not benefit from the upgrade of St. Joseph's in 17 communities around the mine site. Each of them had committed 200,000 euros to the project. While the mining company favored an early launch due to internal and external pressures, the development agency evaluated that they needed to have a consolidated program before advertising it locally and nationally. This joint decision on the official launch revealed more structural issues in the “fit” between these two organizations in this cross-sectoral partnership designed to contribute to local and national sustainable development. Expected learning outcomes The purpose of the case is twofold. The first aim is to introduce students/participants to the challenges that arise when entering into a cross-sectoral partnership with another organization in a development project. The second aim is to expose students to the operational, business and strategic challenges related to operating in the volatile local and national context of a least developed economy. 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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