Sakhumzi Restaurant: exploring new avenues

2017 ◽  
Vol 7 (1) ◽  
pp. 1-25
Author(s):  
Boris Urban ◽  
Alison Gaylard
Keyword(s):  
South African ◽  
Banking Sector ◽  
Subject Area ◽  
Content Type ◽  
Black South African ◽  
Nelson Mandela ◽  
Deep Appreciation ◽  
New Business ◽  
The Individual ◽  
Start Ups

Subject area Entrepreneurship. Study level/applicability Postgraduate Management Diploma Masters of Business Administration. Case overview Sakhumzi Restaurant on Vilakazi Street, in Soweto’s Orlando West, had grown exponentially since it opened in October 2001. Vilakazi Street was named after a South African Zulu poet, novelist and educator, Benedict Wallet Vilakazi, who was the first black South African to obtain a PhD in 1946. The street was famous for housing two Nobel Peace Prize laureates – Nelson Mandela and Archbishop Emeritus Desmond Tutu – as well as for being the site of the shooting of Hector Pieterson during the Soweto Uprising. There were two museums in the vicinity that attracted thousands of tourists every year – Mandela House and the Hector Pieterson Memorial and Museum. The founder of Sakhumzi Restaurant, Sakhumzi Maqubela, had no experience of the hospitality industry but, nevertheless, had a “deep appreciation” of customer satisfaction, which he had learnt through his previous job in the banking sector. During the start-up phase of the restaurant, Maqubela immersed himself in books on business, focusing on leadership and communication. From such humble beginnings, the restaurant had become a thriving magnet for the tourist and local markets – tourists enjoyed sampling traditional Soweto fare, and for locals, Sakhumzi offered a culinary “home away from home”. Dressed smartly, Maqubela could be seen every day at his restaurant, mingling with patrons and greeting tour operators warmly. But what worried Maqubela was how to keep growing. Should he open another Sakhumzi? Would it work away from the tourist hub of Vilakazi Street? Or were there other options that he needed to explore? Expected learning outcomes The outcomes are as follows: evaluate the entrepreneurial mindset and how entrepreneurial opportunities are recognised, assess the individual-opportunity fit of an opportunity that is being pursued, navigate the entrepreneurial process, identify sources of entrepreneurial finance, identify and overcome resistance and obstacles to start-ups and growing the venture, rigorously analyse the potential of a new business opportunity/venture and assess the relevance of the practice of entrepreneurship to firms and society. 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 loans in entrepreneurship (GLIE): ready, set, disaster

2011 ◽  
Vol 1 (2) ◽  
pp. 1-8
Author(s):  
Romi Kher ◽  
Deborah Streeter
Keyword(s):  
Technology Development ◽  
Core Competencies ◽  
Team Building ◽  
Subject Area ◽  
Social Enterprises ◽  
Small Business Owners ◽  
Content Type ◽  
New Business ◽  
Founding Team ◽  
The Individual

Subject area This case is designed for an undergraduate entrepreneurship course dealing with the launch and growth of an entrepreneurial venture, including strategies for effective team building, especially with teams based in different countries. Study level/applicability This case has been used in 300 and 400 level entrepreneurship courses. Case overview The case tells the story of John Lee (CEO) and Regina Adams (President), the founders of a new business called global loans in entrepreneurship (GLIE) based in Singapore. GLIE facilitates micro-loans for small business owners in the developing world and specifically targets entrepreneurial development projects for the poor. Many social enterprises start their operations on a shoestring budget. Typically, the deficit of cash pushes the leadership to use creative strategies to move things forward, including recruiting individuals who are willing to work in the startup phase without monetary compensation. This case sheds light on what can happen when founders recruit and rely on a volunteer for essential technology development, vesting the individual with substantial power, and creating the possibility for him/her to delay or purposefully hold up the launch of the company. Expected learning outcomes The case highlights the importance for someone on the founding team to have whatever core competencies are most critical to the firm. Additional themes are the importance of raising adequate funds at startup, the pitfalls of using volunteers in the wrong capacity, and the disastrous impact the wrong employee can have in a small firm setting. Supplementary materials Teaching note.

The South African public service wage bill deadlock in 2021: living on the edge

2021 ◽  
Vol 11 (4) ◽  
pp. 1-15
Author(s):  
Marianne Matthee ◽  
Albert Wöcke
Keyword(s):  
Fiscal Policy ◽  
Learning Outcomes ◽  
South African ◽  
Public Service ◽  
Subject Area ◽  
The South ◽  
Content Type ◽  
Academic Level ◽  
Finance Minister ◽  
The Government

Subject area Macro-Economics. Study level/applicability Undergraduate and MBA. Case overview The COVID 19 pandemic-related restrictions devastated South Africa’s economy in 2020 and although the restrictions were generally less damaging than in 2020, the government had to budget for vaccinations and rebuild the economy. Public service unions had just announced that they were demanding an increase of 4% above inflation for their members and that they were preparing for a strike. They were bitter about the fact that the South African Government had withdrawn from the last year of a three-year wage agreement in February 2020 and their members had not received an increase for the two years. These demands and Finance Minister Mboweni’s response to them had to consider the structural and cyclical impact on the fiscus and economy. Expected learning outcomes The learning outcomes are as follows: understand the general objectives of fiscal policy and stakeholders’ interests; understand the tradeoffs in fiscal policy and the implications of taking a position; and make recommendations based on reasoned judgements about those recommendations. Complexity academic level Undergraduate and MBA level courses on Macro Economics. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

Impact of culture on organizational readiness to change: context of bank M&A

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arbind Samal ◽  
Sabyasachi Patra ◽  
Devjani Chatterjee
Keyword(s):  
Banking Sector ◽  
Readiness To Change ◽  
Higher Order ◽  
Organizational Readiness ◽  
Cultural Dimensions ◽  
Practical Utilization ◽  
Content Type ◽  
Individual Level ◽  
The Individual ◽  
Organizational Readiness To Change

Purpose The purpose of this paper is to examine the influence of culture on organizational readiness to change (ORC) within the context of merger and acquisition (M&A) in the banking sector in India. Design/methodology/approach A multisource approach is used to collect data from a public-sector bank in India for testing our hypothesis. A hierarchical approach based on higher-order modelling has been deployed for confirming the path model. The foundation of the study is based on power distance (PD) and uncertainty avoidance (UA) cultural dimensions of Hofstede (1984). Findings Employees in organizations with large PD and high UA index exhibit low readiness to change. Findings support a negative relationship of culture (large PD and high UA) with organizational readiness to change at the individual level. Research limitations/implications The study has three major implications. First, measures and importance of change readiness at the individual level during corporate events such as M&A is elucidated in the study. Second, a paradigm for assessing higher-order models grounded in theoretical and methodological rigour for testing our hypothesis is presented in the paper. Last, the role of culture in M&A processes is highlighted vis-à-vis factors related to PD and UA on ORC. Practical implications The findings of the research answer to the call for a study on factors that help in creating a synergy for successful M&A across all sectors especially in the banking sector. People representing high UA and large PD often look forward to direction and guidelines for guiding employee actions. Leaders therefore need to set clear agenda and effectively communicate the appropriateness of change to their employees for developing positive behaviour towards desirable organizational outcomes. This study touches upon this important perspective for its practical utilization. Originality/value The study adds to the limited literature on change which addresses the need for studying socio-cultural factors in the M&A process, especially in an emerging economies context.

Political economy of Malawi: contextual leadership in expanding entrepreneurial businesses

2017 ◽  
Vol 7 (4) ◽  
pp. 1-28 ◽  
Author(s):  
Caren Scheepers ◽  
Lyal White ◽  
Adrian Kitimbo
Keyword(s):  
Political Economy ◽  
Learning Outcomes ◽  
South African ◽  
Business Administration ◽  
Subject Area ◽  
The Political ◽  
Content Type ◽  
Doing Business ◽  
Political Economy Analysis ◽  
International Donors

Subject area Leadership; Political Economy; Strategy; Entrepreneurship. Study level/applicability Masters in Business Administration (MBA); MPhil in Strategic Leadership. Case overview On 5 February 2016, South African entrepreneur Jannie Van Eeden faced a dilemma about whether to expand his current businesses or not. He had to choose between focusing exclusively on hospitality and tourism or dividing his time and resources between the tourism business and expanding his existing logistics business. Expansions to his logistics business would entail investing in a warehouse and supplying fresh produce to the lodges in the wider area of Lake Malawi where he was based. Van Eeden realised that he needed to take into account the political economy of Malawi in unpacking the contextual variables related to his decision. Various stakeholders’ roles are illustrated in the case, for example the government’s role in enabling entrepreneurial businesses as well as the investments made by foreign organisations and international donors. Expected learning outcomes Development of leaders who can take contextually intelligent decisions. Insights into conducting Political Economy analysis to enable doing business in Africa. 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 7: Management Science.

ICON stores: managing a new business venture

2016 ◽  
Vol 6 (1) ◽  
pp. 1-20
Author(s):  
Waheed Ali Umrani ◽  
Abdul Khaliq Doudpota ◽  
Umair Ahmed
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
New Venture ◽  
Venture Creation ◽  
Entrepreneurial Success ◽  
Content Type ◽  
Creation Process ◽  
Common Practices ◽  
New Business ◽  
The Common

Subject area Entrepreneurship. Study level/applicability Undergraduate – Entrepreneurship. Case overview The case concerns to an entrepreneur named Aamir Ghouri, a US graduate, who is concerned about managing the growth of his newly established venture named ICON Stores. The case presents the idea of entrepreneurial mindset characteristics and motivation besides which, it also explains the typical venture creation process in Pakistan and the general rubrics used to measure the entrepreneurial success in the economy. Expected learning outcomes The case is designed to help students to understand entrepreneurial mindset, characteristics and motivation; to understand entrepreneurial venture creation process; to learn the common practices regarding the measurement of entrepreneurial success of new venture; and to outline as to how growth of a new venture could be managed profitably. 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.

Piping hot dogs: a case of a Malaysian franchise

2011 ◽  
Vol 1 (1) ◽  
pp. 1-10
Author(s):  
Sethela June ◽  
Asmat-Nizam Abdul-Talib
Keyword(s):  
Undergraduate Students ◽  
Fast Food ◽  
Small Firms ◽  
Middle Eastern ◽  
Subject Area ◽  
First Year ◽  
Content Type ◽  
Start Up ◽  
New Business ◽  
International Franchising

Subject area Internationalization, entrepreneurship, franchising, international marketing. Study level/applicability First year undergraduate students of Management courses. Case overview This case is about a newly established fast food company that expands very rapidly in Malaysia. Growing from merely a single pushcart, the company has evolved into one of the most successful purely-local food franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets. Expected learning outcomes After carrying out this exercise, students are expected to be able: to understand how a new business start up grows; to provide a simple illustration on how internationalization of small firms can took place; to analyze the various factors of considerations prior to internationalization; to identify the basic issues of international franchising and how the system works. Supplementary materials Teaching note.

Meezan Bank: category leader in Islamic banking

2017 ◽  
Vol 7 (4) ◽  
pp. 1-23
Author(s):  
Amber Gul Rashid ◽  
Obaid Usmani ◽  
Lalarukh Ejaz ◽  
Hasan Faraz
Keyword(s):  
Banking Sector ◽  
Secondary Data ◽  
Subject Area ◽  
Islamic Banking ◽  
Main Theme ◽  
Content Type ◽  
Documentary Analysis ◽  
Doing Business ◽  
Long Time ◽  
Pros And Cons

Subject area Islamic Banking has been in the limelight since the recession of 2008. Although around for a long time, it is enjoying a renaissance of sorts. This case provides an introduction. Study level/applicability EMBA and/or MBA introduction to banking, senior semester undergraduate, specialization in Islamic Banking. Case overview This case is written in the form of an interview with Meezan Bank, one of the leading financial institutions in the Islamic banking sector. It is based on primary as well as secondary data obtained via interviews and documentary analysis. Expected learning outcomes This is an analytical case and not a decision-making one. The main theme of the case revolves around analysing what Islamic banking is, the challenges that Meezan has faced, the pros and cons of doing business this way and the future issues it can face. 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 7: Management Science.

I have a dream: Ayuvayur Pharmaceuticals

2013 ◽  
Vol 3 (1) ◽  
pp. 1-10 ◽  
Author(s):  
Manoj Joshi ◽  
Apoorva Srivastava
Keyword(s):  
Business Models ◽  
Subject Area ◽  
Pharmaceutical Products ◽  
Capital City ◽  
Entrepreneurial Activity ◽  
Small Enterprise ◽  
Content Type ◽  
Mba Students ◽  
Indian State ◽  
Start Ups

Subject area Start-ups, entrepreneurship, innovation and innovative practices, risks, uncertainties, differentiation, internationalization, competition, business models, operationalizing and implementing strategy. Study level/applicability The case is suitable for MBA students. Case overview Vinay moved to the capital city of a Northern Indian state, which also happened to be a commercial hub, after his family business failed. The family succumbed to living in a room without electricity and doors. Vinay had dreamt of establishing his own business empire by being a successful entrepreneur. Steered by this intent, he established a pharmaceutical company with the name of Ayuvayur Pharmaceuticals. The challenge was to establish an innovative Ayurveda-based pharmaceutical products-based firm and to build a leading business empire with a customer focus. Progress was not smooth and the challenges ahead multiplied. Despite his ability to cope with barriers, risks and uncertainties, Vinay and his business, was challenged to grow globally and emerge from its nascent structure. How should the business expand? Expected learning outcomes Students can discover the following key learning points: how an enterprise is born; the importance of entrepreneurial recognition and orientation; the lead characteristics of an entrepreneur; how a start-up is born despite the unfamiliarity of the entrepreneur with the field he enters; the role of innovation in a small enterprise; and the risks, barriers, uncertainties and challenges associated with entrepreneurial activity. 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 Accra Beach Hotel: block booking of capacity during a peak period

2011 ◽  
Vol 1 (1) ◽  
pp. 1-7
Author(s):  
Sheryl E. Kimes ◽  
Jochen Wirtz
Keyword(s):  
Close Contact ◽  
Subject Area ◽  
Large Block ◽  
Sales Manager ◽  
Hotel Management ◽  
Peak Period ◽  
Content Type ◽  
Sporting Event ◽  
Trade Offs ◽  
New Business

Subject area Segmentation, business impacts of decision making, hotel management. Study level/applicability Undergraduate Business or Finance. Case overview The sales manager at a Caribbean hotel wonders whether to accept a large block booking at a discount rate from a group participating in an international sporting event. Do the promised publicity benefits justify the risk of turning away guests from higher paying segments? Expected learning outcomes The case should: highlight the potential for conflicts when customers from different segments with different needs and expectations find themselves in close contact with each other; identify the trade offs that may have to be made when acceptance of a large block booking might displace regular customers; and calculate the incremental financial impact of revenues from new business less revenues forgone when capacity limitations mean that some traditional business will have to be turned away to accommodate the block booking. Supplementary materials Teaching notes.

South African banks' profits will wane

2015 ◽  
Keyword(s):  
South African ◽  
Banking Sector ◽  
Poor Performance ◽  
Technical Skills ◽  
Basel Iii ◽  
Content Type ◽  
Higher Education System ◽  
Labour Costs ◽  
Wage Negotiation ◽  
Big Four

Subject Outlook for South Africa's banking sector. Significance Insurance firm Discovery announced on September 10 that it will launch a full-service bank to compete with Standard Bank, Nedbank, Barclays Africa Group and FirstRand -- the 'big four' that dominate the sector. Despite a weak economy, South African banks have seen strong profit growth, according to a new PwC report. Impacts If the new mines minister fails to break the wage negotiation impasse, probable strikes could push the economy into recession. Banks' labour costs, already 58% of overall costs, will rise due to additional technical skills needed to implement Basel III requirements. Poor performance by the country's higher education system means qualified graduates will demand premium salaries.

Sign in / Sign up

Export Citation Format

Share Document