Pub Date : 2023-11-27DOI: 10.1108/eemcs-12-2022-0468
Meenal Kaustubh Pendse, Shailesh Pandey
Learning outcomes After completion of the case study, the students will be able to examine the service failures faced by Nykaa; propose a resolution to the service failures faced by Nykaa through service recovery strategies; analyse the service quality gaps faced by Nykaa and propose strategies to bridge the gaps; learn and comprehend more about business models in e-commerce; and evaluate the e-commerce business models for deciding the best fit for Nykaa. Case overview/synopsis “Nykaa” was the brainchild of Falguni Nayar, who was an IIM alumna and had worked with the Kotak Mahindra Group for nearly 20 years as a venture investor and merchant banker. After representing the group’s global operation in the UK and the USA, she became the head of the institutional equities division. In 2005, she was the Managing Director of Kotak Mahindra Bank’s project. Nayar had reached the pinnacle of her career, but something was troubling her. In 2012 when Nayar noticed anomalies in India’s beauty and personal care market, her goals were realised. Unlike in other nations such as Japan or France, the availability of beauty products in India was limited, despite significant demand, owing to product unavailability in many areas. Nayar founded “Nykaa”, an online portal for multi-beauty, personal care and well-being items that also later branched out into fashion. However, after 10 years of its establishment, Nykaa was facing challenges regarding services outages, casting doubts over Nykaa’s business model practiced by it for the past 10 years. Complexity academic level This case is intended for discussion in the undergraduate, postgraduate management courses and executive MBA courses with marketing specialisation, services marketing and strategic marketing. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy
{"title":"Nykaa – quench the spark: “A spark neglected burns the house!”","authors":"Meenal Kaustubh Pendse, Shailesh Pandey","doi":"10.1108/eemcs-12-2022-0468","DOIUrl":"https://doi.org/10.1108/eemcs-12-2022-0468","url":null,"abstract":"Learning outcomes After completion of the case study, the students will be able to examine the service failures faced by Nykaa; propose a resolution to the service failures faced by Nykaa through service recovery strategies; analyse the service quality gaps faced by Nykaa and propose strategies to bridge the gaps; learn and comprehend more about business models in e-commerce; and evaluate the e-commerce business models for deciding the best fit for Nykaa. Case overview/synopsis “Nykaa” was the brainchild of Falguni Nayar, who was an IIM alumna and had worked with the Kotak Mahindra Group for nearly 20 years as a venture investor and merchant banker. After representing the group’s global operation in the UK and the USA, she became the head of the institutional equities division. In 2005, she was the Managing Director of Kotak Mahindra Bank’s project. Nayar had reached the pinnacle of her career, but something was troubling her. In 2012 when Nayar noticed anomalies in India’s beauty and personal care market, her goals were realised. Unlike in other nations such as Japan or France, the availability of beauty products in India was limited, despite significant demand, owing to product unavailability in many areas. Nayar founded “Nykaa”, an online portal for multi-beauty, personal care and well-being items that also later branched out into fashion. However, after 10 years of its establishment, Nykaa was facing challenges regarding services outages, casting doubts over Nykaa’s business model practiced by it for the past 10 years. Complexity academic level This case is intended for discussion in the undergraduate, postgraduate management courses and executive MBA courses with marketing specialisation, services marketing and strategic marketing. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"27 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139233361","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.1108/eemcs-07-2023-0243
Prashant Chaudhary
Learning outcomes The expected learning outcomes are to understand the complexities involved in the integration of two carriers with different business strategies and approaches, the merger of two brands with distinct personas and identities and the confluence of two different cultures; figure out the strategic options in front of the Tata Group and how it can deal with various macro- and micro-level business challenges, defy the financial hiccups and manoeuvre the operational complexities to accomplish mission Vihaan.AI; and develop a pragmatic approach to macro and micro business environmental scanning for making strategic business decisions. Case overview/synopsis In November 2022, Tata Group, the salt to software conglomerate, announced the merger of Air India (AI) and Vistara. This would lead to the formation of the full-service airline under the brand name “Air India”. The obvious reason behind this was the higher recognition, salience and recall of the brand AI as compared with Vistara in the global market. The Tata Group envisaged the brand AI to be a significant international aviation player with the heritage, persona and ethos of the brand Vistara in the renewed manifestation of AI. To realise these goals, Tata Group laid down an ambitious plan called “Vihaan.AI”, which was aimed at capturing a domestic market share of 30% by 2027. Complexity academic level This case study can be taught as part of undergraduate- and postgraduate-level management programmes. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"Air India-Vistara merger – maneuvering “Vihaan.AI” through the turbulence","authors":"Prashant Chaudhary","doi":"10.1108/eemcs-07-2023-0243","DOIUrl":"https://doi.org/10.1108/eemcs-07-2023-0243","url":null,"abstract":"Learning outcomes The expected learning outcomes are to understand the complexities involved in the integration of two carriers with different business strategies and approaches, the merger of two brands with distinct personas and identities and the confluence of two different cultures; figure out the strategic options in front of the Tata Group and how it can deal with various macro- and micro-level business challenges, defy the financial hiccups and manoeuvre the operational complexities to accomplish mission Vihaan.AI; and develop a pragmatic approach to macro and micro business environmental scanning for making strategic business decisions. Case overview/synopsis In November 2022, Tata Group, the salt to software conglomerate, announced the merger of Air India (AI) and Vistara. This would lead to the formation of the full-service airline under the brand name “Air India”. The obvious reason behind this was the higher recognition, salience and recall of the brand AI as compared with Vistara in the global market. The Tata Group envisaged the brand AI to be a significant international aviation player with the heritage, persona and ethos of the brand Vistara in the renewed manifestation of AI. To realise these goals, Tata Group laid down an ambitious plan called “Vihaan.AI”, which was aimed at capturing a domestic market share of 30% by 2027. Complexity academic level This case study can be taught as part of undergraduate- and postgraduate-level management programmes. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"12 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139241285","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.1108/eemcs-09-2022-0301
Richa Agarwal, A. S. Ghura, Tanu Narang
Learning outcomes On completion of this case study, students will be able to describe a circular economy and cross-marketing; discuss the common strategies under the circular economy paradigm; describe the benefits and risks of cross-marketing brand alliances and their strategic implications; examine the role of growth strategy in driving the growth of an organization; classify what constitutes the elements of a strategy for HelpUsGreen LLP; and discuss measures to be considered while selecting a partner for a cross-marketing brand alliance. Case overview/synopsis HelpUsGreen LLP was a start-up founded by Karan Rastogi in 2019, which manufactured incense sticks using the circular economy model. After deflecting from his earlier partner in 2019 and after approximately two years of effort, Rastogi expanded his business of making incense sticks using a circular economy model. Students through this case can step into the shoes of Rastogi, who, as of 9 January 2023, was in Kanpur and was in an urgent need to replicate a similar circular economy model in different cities. With over 21,060 tonnes of temple flower waste recycled, 210 tonnes of chemical pesticides offset and 100% natural products delivered, multiple opportunities emerged at the cross-marketing brand alliance and new product segment levels. Rastogi entered into several cross-marketing brand alliance arrangements and tasted success. Rastogi believed that choosing the right partner for cross-marketing was key to successful cooperation. Considering cross-marketing as a way forward, he urgently needed to develop a strategy that aligned with his mission to take HelpUsGreen LLP’s circular economy model to other parts of the country. Students should take into consideration the data regarding the processes at HelpUsGreen LLP that helped Rastogi restart from scratch and make assumptions to decide the growth route for entering different cities. Complexity academic level This case can be used as an introductory case in a post-graduate class on growth strategy for a business based on the circular economy model, as it delineates the challenges faced by a firm while creating a circular economy and managing its growth phase. The case can also be used in an entrepreneurship management course and a strategic management course. This case allows students to learn about the circular economy and challenges faced by the company during the growth phase. Thus, the case can be used for covering multiple perspectives related to growth strategy (e.g. the application of Ansoff matrix), for defining what is cross-marketing brand alliance and discussing what measures need to be considered while selecting a partner for cross-marketing brand alliance, and it is ideal for teaching the elements of strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"HelpUsGreen LLP: driving next-level growth by building a sustainable circular economy","authors":"Richa Agarwal, A. S. Ghura, Tanu Narang","doi":"10.1108/eemcs-09-2022-0301","DOIUrl":"https://doi.org/10.1108/eemcs-09-2022-0301","url":null,"abstract":"Learning outcomes On completion of this case study, students will be able to describe a circular economy and cross-marketing; discuss the common strategies under the circular economy paradigm; describe the benefits and risks of cross-marketing brand alliances and their strategic implications; examine the role of growth strategy in driving the growth of an organization; classify what constitutes the elements of a strategy for HelpUsGreen LLP; and discuss measures to be considered while selecting a partner for a cross-marketing brand alliance. Case overview/synopsis HelpUsGreen LLP was a start-up founded by Karan Rastogi in 2019, which manufactured incense sticks using the circular economy model. After deflecting from his earlier partner in 2019 and after approximately two years of effort, Rastogi expanded his business of making incense sticks using a circular economy model. Students through this case can step into the shoes of Rastogi, who, as of 9 January 2023, was in Kanpur and was in an urgent need to replicate a similar circular economy model in different cities. With over 21,060 tonnes of temple flower waste recycled, 210 tonnes of chemical pesticides offset and 100% natural products delivered, multiple opportunities emerged at the cross-marketing brand alliance and new product segment levels. Rastogi entered into several cross-marketing brand alliance arrangements and tasted success. Rastogi believed that choosing the right partner for cross-marketing was key to successful cooperation. Considering cross-marketing as a way forward, he urgently needed to develop a strategy that aligned with his mission to take HelpUsGreen LLP’s circular economy model to other parts of the country. Students should take into consideration the data regarding the processes at HelpUsGreen LLP that helped Rastogi restart from scratch and make assumptions to decide the growth route for entering different cities. Complexity academic level This case can be used as an introductory case in a post-graduate class on growth strategy for a business based on the circular economy model, as it delineates the challenges faced by a firm while creating a circular economy and managing its growth phase. The case can also be used in an entrepreneurship management course and a strategic management course. This case allows students to learn about the circular economy and challenges faced by the company during the growth phase. Thus, the case can be used for covering multiple perspectives related to growth strategy (e.g. the application of Ansoff matrix), for defining what is cross-marketing brand alliance and discussing what measures need to be considered while selecting a partner for cross-marketing brand alliance, and it is ideal for teaching the elements of strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"2012 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139239398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.1108/eemcs-12-2022-0530
S. A., Sunita Kumar, Shivi Khanna
Learning outcomes On completion of this case study, students will be able to understand collaboration and synergy between farmers and organisations through value creation, like fundraising, based on the comprehension of the resource-based theory; understand the overview and concept of the value chain and supply chain management in the agribusiness to reduce costs of inventories; understand the concept of segmentation and positioning to increase revenue for organisations by leveraging existing resources – human and financial; and understand the branding strategy to create a sustainable competitive advantage for Suguna Foods. Case overview/synopsis Suguna was started by two brothers, B. Soundararajan and G.B. Sundararajan, to help other farmers. Suguna, with just 200 broilers in 1984, grew to be the number 1 poultry company across India. Soundararajan was a pioneer and innovator who started “contract farming” in India in 1991. This model helped both the farmers and the company to became successful. The farmers always struggled to pay the cost of feed and other materials, as credit was not readily and easily available from financial institutions. Suguna helped farmers by providing feed, medicines, etc., free of cost in return for the good rearing of chickens. Because of the success of this venture, they decided to continue with it. Today, Suguna is a successful company that sells chicken, eggs and processed meat. They modernised the retail chain to supply consumers with fresh, healthy and hygienic meat. Suguna’s vision was to “Energize rural India” by helping farmers succeed. They helped over 40,000 farmers from 15,000+ villages in 18+ Indian states. Although the growth helped both farmers and Suguna, the increased cost of raw materials for Suguna and increased input costs/power costs for farmers had to be tackled on a war footing so that both could have good income despite the increased inflation. Moreover, the retail price of live chicken was more or less stagnant in the past five years, especially after the start of the COVID-19 pandemic. Complexity academic level This case can be used as the basis for a 90-min class discussion. This case study is suitable for use in an master of business administration course module or in an executive education program on developing an understanding of value creation in the business model in a rural market and also how the supply chain works. This case study can also be used to teach pricing, segmentation in marketing and supply chain perspectives and decision-making skills. Supplementary materials Teaching notes are available for educators only. Subject code CSS8: Marketing.
{"title":"From the local to the global: the journey of Suguna Foods","authors":"S. A., Sunita Kumar, Shivi Khanna","doi":"10.1108/eemcs-12-2022-0530","DOIUrl":"https://doi.org/10.1108/eemcs-12-2022-0530","url":null,"abstract":"Learning outcomes On completion of this case study, students will be able to understand collaboration and synergy between farmers and organisations through value creation, like fundraising, based on the comprehension of the resource-based theory; understand the overview and concept of the value chain and supply chain management in the agribusiness to reduce costs of inventories; understand the concept of segmentation and positioning to increase revenue for organisations by leveraging existing resources – human and financial; and understand the branding strategy to create a sustainable competitive advantage for Suguna Foods. Case overview/synopsis Suguna was started by two brothers, B. Soundararajan and G.B. Sundararajan, to help other farmers. Suguna, with just 200 broilers in 1984, grew to be the number 1 poultry company across India. Soundararajan was a pioneer and innovator who started “contract farming” in India in 1991. This model helped both the farmers and the company to became successful. The farmers always struggled to pay the cost of feed and other materials, as credit was not readily and easily available from financial institutions. Suguna helped farmers by providing feed, medicines, etc., free of cost in return for the good rearing of chickens. Because of the success of this venture, they decided to continue with it. Today, Suguna is a successful company that sells chicken, eggs and processed meat. They modernised the retail chain to supply consumers with fresh, healthy and hygienic meat. Suguna’s vision was to “Energize rural India” by helping farmers succeed. They helped over 40,000 farmers from 15,000+ villages in 18+ Indian states. Although the growth helped both farmers and Suguna, the increased cost of raw materials for Suguna and increased input costs/power costs for farmers had to be tackled on a war footing so that both could have good income despite the increased inflation. Moreover, the retail price of live chicken was more or less stagnant in the past five years, especially after the start of the COVID-19 pandemic. Complexity academic level This case can be used as the basis for a 90-min class discussion. This case study is suitable for use in an master of business administration course module or in an executive education program on developing an understanding of value creation in the business model in a rural market and also how the supply chain works. This case study can also be used to teach pricing, segmentation in marketing and supply chain perspectives and decision-making skills. Supplementary materials Teaching notes are available for educators only. Subject code CSS8: Marketing.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":" 70","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139239759","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.1108/eemcs-09-2022-0305
Rajeshwari Krishnamurthy, Gautam Agrawal
Learning outcomes The learning outcomes are as follows: learning about the concept of informal innovation in comparison with the formal innovations; understanding the drivers and barriers of informal innovation in an organisation; identifying the enablers of informal innovation in an organisation; and analysing the outcomes of informal innovation in non-monetary/non-financial/non-pecuniary terms. Case overview/synopsis The case study emphasises the importance of informal innovations in the manufacturing industry. The case is an attempt by the authors to bring about a clear distinction between the formal and informal open innovations. Complexity academic level The teaching case can be used for undergraduate- and post-graduate-level courses such as BBA, MBA and executive MBA. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"Informal innovations – by the employee, of the employee and for the organisation","authors":"Rajeshwari Krishnamurthy, Gautam Agrawal","doi":"10.1108/eemcs-09-2022-0305","DOIUrl":"https://doi.org/10.1108/eemcs-09-2022-0305","url":null,"abstract":"Learning outcomes The learning outcomes are as follows: learning about the concept of informal innovation in comparison with the formal innovations; understanding the drivers and barriers of informal innovation in an organisation; identifying the enablers of informal innovation in an organisation; and analysing the outcomes of informal innovation in non-monetary/non-financial/non-pecuniary terms. Case overview/synopsis The case study emphasises the importance of informal innovations in the manufacturing industry. The case is an attempt by the authors to bring about a clear distinction between the formal and informal open innovations. Complexity academic level The teaching case can be used for undergraduate- and post-graduate-level courses such as BBA, MBA and executive MBA. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"415 23","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139239823","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.1108/eemcs-08-2023-0308
Ashita Aggarwal, Rajiv Agarwal
Learning outcomes After completion of the case study, the students will be able to appreciate and understand why brands are an essential asset to the company and how they can enhance business value, understand the factors needed to grow brands in the growth stages and evaluate the choices that start-up companies have to grow their brand in competitive and growing markets. Case overview/synopsis Mamaearth was born as a direct-to-consumer brand in 2016 by a couple who could not find chemical-free, safe products for their child. The company that introduced as a baby-care brand soon consolidated itself to play in the space of personal care category (targeting millennials), and by 2020, it was earning majority of its revenue from skincare. It started by leveraging the power of social media space and online commerce and slowly moved to be a national brand with offline footprint and mass-media communication. In its growth journey, it acquired many brands and launched a few to cater to the specialized needs of its target audience. As the company grew, attracted impressive investors and started clocking profits, it aspired for an initial public offering (IPO). Varun and Ghazal Alagh, the founders of Mamaearth, knew that to refloat an IPO and to grow the company further, they needed to redefine their portfolio and marketing strategy. They had a choice to either invest in building a broader portfolio – organically or inorganically – or expand across geographies. Both were an option, albeit expensive, which could cost Mamaearth its profitability. Complexity academic level This case is intended for discussion in undergraduate and graduate management courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
{"title":"Mamaearth: a brand growth story","authors":"Ashita Aggarwal, Rajiv Agarwal","doi":"10.1108/eemcs-08-2023-0308","DOIUrl":"https://doi.org/10.1108/eemcs-08-2023-0308","url":null,"abstract":"Learning outcomes After completion of the case study, the students will be able to appreciate and understand why brands are an essential asset to the company and how they can enhance business value, understand the factors needed to grow brands in the growth stages and evaluate the choices that start-up companies have to grow their brand in competitive and growing markets. Case overview/synopsis Mamaearth was born as a direct-to-consumer brand in 2016 by a couple who could not find chemical-free, safe products for their child. The company that introduced as a baby-care brand soon consolidated itself to play in the space of personal care category (targeting millennials), and by 2020, it was earning majority of its revenue from skincare. It started by leveraging the power of social media space and online commerce and slowly moved to be a national brand with offline footprint and mass-media communication. In its growth journey, it acquired many brands and launched a few to cater to the specialized needs of its target audience. As the company grew, attracted impressive investors and started clocking profits, it aspired for an initial public offering (IPO). Varun and Ghazal Alagh, the founders of Mamaearth, knew that to refloat an IPO and to grow the company further, they needed to redefine their portfolio and marketing strategy. They had a choice to either invest in building a broader portfolio – organically or inorganically – or expand across geographies. Both were an option, albeit expensive, which could cost Mamaearth its profitability. Complexity academic level This case is intended for discussion in undergraduate and graduate management courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"142 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139240735","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.1108/eemcs-05-2023-0177
Frank Peter Jordan, Anna Lašáková
Learning outcomes After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing people from different cultures; critically reflect on the risks resulting from the absence of a clear direction from the company’s top management regarding unifying corporate values and a diversity policy for cooperation across cultures; be aware of best practices in implementing diversity management (DM) initiatives in the company; and learn that changes in the strategic orientation (i.e. focus on automation projects) must be cascaded down to hard elements of structures, processes and systems, as well as to soft elements of skills, staff and management style. Case overview/synopsis The Kuwaiti branch of a Japanese corporation specialising in control systems and instruments, Rising Sun IT, hired a German professional, Alex, to handle the increasing demand for automation from customers. This recruitment followed several unsuccessful attempts by the company to deliver more advanced automation solutions. Recognising the need to adapt to Kuwaiti customer requirements or risk losing market share, Japanese management understood the importance of transforming their engineering staff. Failure to achieve this next automation step would result in a steady decline in market share and ultimately impact the company’s survival. However, Alex, who was supposed to lead automation projects, was confronted with opposition from the Indian engineering staff and managers. He was not able to find common ground with the staff and perceived issues such as lack of communication, delays in work schedules, missed deadlines and high levels of absenteeism, as a sign of low work morale. Although he tried to increase the awareness of his supervisor and other managers by informing them repeatedly about the problems regarding employee behaviours, his interventions went unheard. He felt ousted by his fellow colleagues and the other employees. Besides, from Alex’s point of view, the Japanese top management did not provide clear directions to the staff and explicit support to Alex in his efforts. This case study highlights three dimensions of Alex’s problem with establishing and maintaining working relationships with other people in the company:▪ Alex’s cultural “blindness” and ignorance of differences in work behaviours that ultimately led to his inability to build solid and trustful relationships with other employees. The case study demonstrates Germany’s performance-oriented and individual-centric culture versus India’s family- and community-oriented culture and the Japanese employees’ strongly hierarchical and company loyalty-oriented culture.▪ Lack of support from the Japanese top management to Alex, which is connected with a wider problem of the lack of a systematic strategic approach to managing a culturally diverse workforce. The case study pinpoints the rhetoric–reality gap in D
学习成果 完成案例研究后，学生将能够理解在多元文化环境中工作和管理来自不同文化的人员时，具备文化意识的重要性；批判性地反思公司高层管理者在统一企业价值观和跨文化合作的多元化政策方面缺乏明确方向所带来的风险；了解在公司实施多元化管理（DM）措施的最佳实践；了解战略方向的变化（即对自动化项目的关注）必须逐级向下延伸到结构、流程和系统等硬要素以及技能、员工和管理风格等软要素。了解战略方向的变化（即对自动化项目的关注）必须向下延伸到结构、流程和系统等硬要素，以及技能、员工和管理风格等软要素。 案例概述 一家专门从事控制系统和仪器的日本公司 Rising Sun IT 的科威特分公司聘请了一名德国专业人员 Alex 来处理客户日益增长的自动化需求。此前，该公司曾多次尝试提供更先进的自动化解决方案，但均未成功。日本管理层认识到，必须适应科威特客户的要求，否则就有可能失去市场份额，因此他们深知改造工程技术人员的重要性。如果不能实现下一步自动化，市场份额就会持续下降，最终影响公司的生存。然而，本应领导自动化项目的亚历克斯却遭到了印度工程技术人员和管理人员的反对。他无法找到与员工的共同点，并认为缺乏沟通、工作计划延误、错过最后期限和高缺勤率等问题是工作士气低落的表现。尽管他试图提高上司和其他管理人员的认识，反复告知他们有关员工行为的问题，但他的干预却无人理睬。他觉得自己被同事和其他员工撵走了。此外，从艾利克斯的角度来看，日本高层管理者并没有为员工提供明确的指导，也没有为艾利克斯的努力提供明确的支持。本案例研究强调了亚历克斯在与公司其他人建立和保持工作关系方面存在的三个方面的问题： ▪ 亚历克斯的文化 "盲目性 "和对工作行为差异的无知，最终导致他无法与其他员工建立稳固和相互信任的关系。案例研究表明，德国的文化以绩效为导向、以个人为中心，而印度的文化以家庭和社区为导向，日本员工的文化则以等级制度和公司忠诚度为导向。案例研究指出了该公司在管理方面存在的言辞与现实之间的差距，即多样性、公平和包容计划以及企业价值观只是在形式上得到了应用，很少受到领导者以及非管理层员工的关注：员工对变革的抵触情绪：公司最高管理层对自动化项目缺乏积极沟通，公司内部对艾利克斯的使命缺乏支持，导致项目执行过程中阻力重重，危及公司在市场上的生存。此外，亚历克斯在与印度工程技术人员建立工作关系时遇到的一个问题是，其他人认为他是自动化 "变革的推动者"--一种不良变革的倡导者和催化剂，会对印度社区的就业产生不利影响。 复杂性 学术水平 本案例适用于本科管理和商业研究课程的讨论。 补充材料 教学说明仅供教育工作者使用。 科目代码 CSS 6：人力资源管理。
{"title":"Alex in Kuwait: clash of cultures amidst automation","authors":"Frank Peter Jordan, Anna Lašáková","doi":"10.1108/eemcs-05-2023-0177","DOIUrl":"https://doi.org/10.1108/eemcs-05-2023-0177","url":null,"abstract":"Learning outcomes After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing people from different cultures; critically reflect on the risks resulting from the absence of a clear direction from the company’s top management regarding unifying corporate values and a diversity policy for cooperation across cultures; be aware of best practices in implementing diversity management (DM) initiatives in the company; and learn that changes in the strategic orientation (i.e. focus on automation projects) must be cascaded down to hard elements of structures, processes and systems, as well as to soft elements of skills, staff and management style. Case overview/synopsis The Kuwaiti branch of a Japanese corporation specialising in control systems and instruments, Rising Sun IT, hired a German professional, Alex, to handle the increasing demand for automation from customers. This recruitment followed several unsuccessful attempts by the company to deliver more advanced automation solutions. Recognising the need to adapt to Kuwaiti customer requirements or risk losing market share, Japanese management understood the importance of transforming their engineering staff. Failure to achieve this next automation step would result in a steady decline in market share and ultimately impact the company’s survival. However, Alex, who was supposed to lead automation projects, was confronted with opposition from the Indian engineering staff and managers. He was not able to find common ground with the staff and perceived issues such as lack of communication, delays in work schedules, missed deadlines and high levels of absenteeism, as a sign of low work morale. Although he tried to increase the awareness of his supervisor and other managers by informing them repeatedly about the problems regarding employee behaviours, his interventions went unheard. He felt ousted by his fellow colleagues and the other employees. Besides, from Alex’s point of view, the Japanese top management did not provide clear directions to the staff and explicit support to Alex in his efforts. This case study highlights three dimensions of Alex’s problem with establishing and maintaining working relationships with other people in the company:▪ Alex’s cultural “blindness” and ignorance of differences in work behaviours that ultimately led to his inability to build solid and trustful relationships with other employees. The case study demonstrates Germany’s performance-oriented and individual-centric culture versus India’s family- and community-oriented culture and the Japanese employees’ strongly hierarchical and company loyalty-oriented culture.▪ Lack of support from the Japanese top management to Alex, which is connected with a wider problem of the lack of a systematic strategic approach to managing a culturally diverse workforce. The case study pinpoints the rhetoric–reality gap in D","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"84 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139242377","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-23DOI: 10.1108/eemcs-09-2022-0295
Luis Demetrio Gómez García, Gloria María Zambrano Aranda
Learning outcomes After reading and analyzing the case study, the students would be able to understand the critical role of the International Financial Reporting Standards (IFRS)-compliant accounting principles in facilitating strategic alliances between publicly traded international corporations and emerging companies in informal business environments, design the company’s accounting system to ensure the application of the accounting standards contained in IFRS and understand the accounting process for properly recording a company’s transactions. Case overview/synopsis This case study deals with Giulia’s decision to take on the proposal of a conglomerate to acquire a 45% stake in her travel agency, Know Cuba First Travel Agency (KCF). Giulia was an Italian entrepreneur based in Havana, Cuba. She has dealt with informal business practices in the Cuban tourism industry. However, Foreign Investments Ltd., a publicly listed company, needs formal accounting if investing in the venture. If Giulia agrees with the proposal, an accounting information system would have to be implemented to comply with the investor’s requirements. Complexity academic level This case study is suitable for financial accounting undergraduate courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and finance.
{"title":"Stepping into the light: navigating the challenges of formalizing accounting practices in a Cuban travel agency","authors":"Luis Demetrio Gómez García, Gloria María Zambrano Aranda","doi":"10.1108/eemcs-09-2022-0295","DOIUrl":"https://doi.org/10.1108/eemcs-09-2022-0295","url":null,"abstract":"Learning outcomes After reading and analyzing the case study, the students would be able to understand the critical role of the International Financial Reporting Standards (IFRS)-compliant accounting principles in facilitating strategic alliances between publicly traded international corporations and emerging companies in informal business environments, design the company’s accounting system to ensure the application of the accounting standards contained in IFRS and understand the accounting process for properly recording a company’s transactions. Case overview/synopsis This case study deals with Giulia’s decision to take on the proposal of a conglomerate to acquire a 45% stake in her travel agency, Know Cuba First Travel Agency (KCF). Giulia was an Italian entrepreneur based in Havana, Cuba. She has dealt with informal business practices in the Cuban tourism industry. However, Foreign Investments Ltd., a publicly listed company, needs formal accounting if investing in the venture. If Giulia agrees with the proposal, an accounting information system would have to be implemented to comply with the investor’s requirements. Complexity academic level This case study is suitable for financial accounting undergraduate courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and finance.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"49 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139242791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-20DOI: 10.1108/eemcs-04-2023-0095
Sumeet Gupta, S. Prashar
Learning outcomes This case is designed to facilitate students to comprehend the challenges an e-commerce firm faces when it attempts to monetize data network effects. The challenges faced by Zomato are ideal for in-class debate and discussion. The following learning objectives can be fulfilled through this case: understanding the promises and issues raised by data network effects; comprehending the problems an e-commerce firm faces in re-configuration; illustrating the responsibility of an established e-commerce firm towards its stakeholders; and discussing how a firm should navigate its relationship with its stakeholders. Case overview/synopsis Zomato.com, the largest Indian food aggregator and delivery platform, was contemplating the launch of Zomato Instant, a 10-min food delivery. Currently, the company’s delivery model pivoted around delivering food within 30 min. Recently, Zomato acquired Blinkit, an online grocery shopping app that was positioned to deliver groceries in 10 min. Deepinder Goyal of Zomato felt that customers would soon be more discriminant in demanding quicker services, as they might not be comfortable with 30-min deliveries. Hence, Zomato’s business model must also be re-configured to provide 10-min deliveries. Armed with access to customer data, Goyal predicted items that could be prepared and delivered within 10 min from its dark stores and automated kitchens. Although the model seemed promising and the company was upbeat about it, Zomato Instant faced challenges on several fronts. From the human angle, the decision was criticized on social media, mainly around the violation of road regulations, road safety issues and pressure on the delivery personnel to perform. Many delivery personnel had fled this gig work to join their pre-COVID jobs. Even the Competition Commission of India had established an inquiry into Zomato’s anti-competitive practices using customer data. Complexity academic level This case is best taught as part of a curriculum in management programmes at the post-graduate level, in courses such as e-commerce, e-retailing, business models for electronic commerce and online entrepreneurship/new age entrepreneurship. In terms of the positioning in the course, this case could be used to demonstrate the challenges of re-configuration of an online platform. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
{"title":"Zomato.com: 10-min delivery","authors":"Sumeet Gupta, S. Prashar","doi":"10.1108/eemcs-04-2023-0095","DOIUrl":"https://doi.org/10.1108/eemcs-04-2023-0095","url":null,"abstract":"Learning outcomes This case is designed to facilitate students to comprehend the challenges an e-commerce firm faces when it attempts to monetize data network effects. The challenges faced by Zomato are ideal for in-class debate and discussion. The following learning objectives can be fulfilled through this case: understanding the promises and issues raised by data network effects; comprehending the problems an e-commerce firm faces in re-configuration; illustrating the responsibility of an established e-commerce firm towards its stakeholders; and discussing how a firm should navigate its relationship with its stakeholders. Case overview/synopsis Zomato.com, the largest Indian food aggregator and delivery platform, was contemplating the launch of Zomato Instant, a 10-min food delivery. Currently, the company’s delivery model pivoted around delivering food within 30 min. Recently, Zomato acquired Blinkit, an online grocery shopping app that was positioned to deliver groceries in 10 min. Deepinder Goyal of Zomato felt that customers would soon be more discriminant in demanding quicker services, as they might not be comfortable with 30-min deliveries. Hence, Zomato’s business model must also be re-configured to provide 10-min deliveries. Armed with access to customer data, Goyal predicted items that could be prepared and delivered within 10 min from its dark stores and automated kitchens. Although the model seemed promising and the company was upbeat about it, Zomato Instant faced challenges on several fronts. From the human angle, the decision was criticized on social media, mainly around the violation of road regulations, road safety issues and pressure on the delivery personnel to perform. Many delivery personnel had fled this gig work to join their pre-COVID jobs. Even the Competition Commission of India had established an inquiry into Zomato’s anti-competitive practices using customer data. Complexity academic level This case is best taught as part of a curriculum in management programmes at the post-graduate level, in courses such as e-commerce, e-retailing, business models for electronic commerce and online entrepreneurship/new age entrepreneurship. In terms of the positioning in the course, this case could be used to demonstrate the challenges of re-configuration of an online platform. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"12 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139255196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-20DOI: 10.1108/eemcs-08-2023-0316
Krishnaveni Ramiah, Amy Fisher Moore
Learning outcomes After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around technology and innovation, analyse the digitalisation implementation process followed in the case study by using an organisational change management model and make recommendations and propose a solution for the protagonist to consider for the successful roll-out of the digitalisation project. Case overview/synopsis DRA Projects is part of the DRA Global business based in South Africa. The company is known locally in the mining and engineering industry for its project development, delivery, execution and operations capabilities. Digital transformation is a key strategic focus in the industry, as clients seek digitised integrated systems. For this client offering, J.C. Heslinga, managing director of DRA Projects, was tasked with leading the digitalisation of the project delivery system. From July 2020 until July 2022, Heslinga led the implementation team through different organisational change stages. As the next phase included rolling out digitalisation to pilot projects and engaging employees and clients in the new process, Heslinga wondered if enough was done to ready the business for this change. The end users would be executing the changes, so their adoption will be imperative for successfully rolling out digitalisation. The case study concludes with Heslinga pondering the approach needed for the next phase. The case study focuses on the digitalisation implementation process through the lens of organisational change. The case study presents an opportunity to analyse and identify the theories and models used in organisational change within a real-life business context. The organisational change learnings can be adapted to help students with any transformation changes in similar business scenarios. Complexity academic level Postgraduate- and master’s-level students and business executives attending short courses will benefit from the learnings. The learnings can be applied to improve decision-making, organisational behaviour and strategic implementation using the fundamental principles of organisational change. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management
{"title":"DRA Global: implementing digital transformation through change management in a project consultancy firm","authors":"Krishnaveni Ramiah, Amy Fisher Moore","doi":"10.1108/eemcs-08-2023-0316","DOIUrl":"https://doi.org/10.1108/eemcs-08-2023-0316","url":null,"abstract":"Learning outcomes After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around technology and innovation, analyse the digitalisation implementation process followed in the case study by using an organisational change management model and make recommendations and propose a solution for the protagonist to consider for the successful roll-out of the digitalisation project. Case overview/synopsis DRA Projects is part of the DRA Global business based in South Africa. The company is known locally in the mining and engineering industry for its project development, delivery, execution and operations capabilities. Digital transformation is a key strategic focus in the industry, as clients seek digitised integrated systems. For this client offering, J.C. Heslinga, managing director of DRA Projects, was tasked with leading the digitalisation of the project delivery system. From July 2020 until July 2022, Heslinga led the implementation team through different organisational change stages. As the next phase included rolling out digitalisation to pilot projects and engaging employees and clients in the new process, Heslinga wondered if enough was done to ready the business for this change. The end users would be executing the changes, so their adoption will be imperative for successfully rolling out digitalisation. The case study concludes with Heslinga pondering the approach needed for the next phase. The case study focuses on the digitalisation implementation process through the lens of organisational change. The case study presents an opportunity to analyse and identify the theories and models used in organisational change within a real-life business context. The organisational change learnings can be adapted to help students with any transformation changes in similar business scenarios. Complexity academic level Postgraduate- and master’s-level students and business executives attending short courses will benefit from the learnings. The learnings can be applied to improve decision-making, organisational behaviour and strategic implementation using the fundamental principles of organisational change. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"47 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139258388","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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