Pub Date : 2022-12-08DOI: 10.1108/caseuct-2022-000002
Kyle Dutton, M. Reyneke
Subject area of the teaching case: This teaching case is well suited for short courses focussed on brand equity or marketing. It explores the following themes: Premium brand equity: managing the brand in different markets, and the process involved in finding the right partners who care about the brand. Market entry and penetration: strategies for growing in a market, testing a new market, and identifying the right products for a specific market. Product expansion: the considerations that need to be made when a company is expanding its brand into new markets. Student level: This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course. Brief overview of the teaching case: This case is about a premium confectionery brand Wedgewood. The company started in KwaZulu-Natal, South Africa in 1999, with founder Gilly Walters’ handcrafted nougat aimed at a high-income target market. The retail product went on to be sold in stores nationwide. The company has since diversified its product range and tested markets both locally and abroad, with varying levels of success. In early 2020, Paul Walters, CEO, is considering options for the company. While his brother, Jon Walters, head of production and product development, is keen to increase global exports, Paul is less sure. The brand has been developed over the years and the product line expanded to consist of nougat, energy bars, and biscuits. While considering international markets, Paul must keep tabs on how to align the various brands in the process, and limit any potential damage to the brand equity to a minimum. With the company poised for exponential growth entering new international markets, Paul must consider the best expansion strategy. With business growth will they be able to maintain the core values of the business and the brand? Wedgewood will also need to think about staffing resources that would be required should they take on a massive international expansion. Expected learning outcomes: To analyse how a small family-owned business is able to achieve sustainable growth and expand its footprint To evaluate which business model creates the best platform for the expansion of a premium niche brand To create a branding strategy for international brand expansion
{"title":"Wedgewood Nougat: Challenges in a niche premium brand expansion","authors":"Kyle Dutton, M. Reyneke","doi":"10.1108/caseuct-2022-000002","DOIUrl":"https://doi.org/10.1108/caseuct-2022-000002","url":null,"abstract":"\u0000Subject area of the teaching case:\u0000This teaching case is well suited for short courses focussed on brand equity or marketing. It explores the following themes:\u0000\u0000Premium brand equity: managing the brand in different markets, and the process involved in finding the right partners who care about the brand.\u0000Market entry and penetration: strategies for growing in a market, testing a new market, and identifying the right products for a specific market.\u0000Product expansion: the considerations that need to be made when a company is expanding its brand into new markets.\u0000\u0000\u0000\u0000Student level:\u0000This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.\u0000\u0000\u0000Brief overview of the teaching case:\u0000This case is about a premium confectionery brand Wedgewood. The company started in KwaZulu-Natal, South Africa in 1999, with founder Gilly Walters’ handcrafted nougat aimed at a high-income target market. The retail product went on to be sold in stores nationwide. The company has since diversified its product range and tested markets both locally and abroad, with varying levels of success. In early 2020, Paul Walters, CEO, is considering options for the company. While his brother, Jon Walters, head of production and product development, is keen to increase global exports, Paul is less sure. The brand has been developed over the years and the product line expanded to consist of nougat, energy bars, and biscuits. While considering international markets, Paul must keep tabs on how to align the various brands in the process, and limit any potential damage to the brand equity to a minimum. With the company poised for exponential growth entering new international markets, Paul must consider the best expansion strategy. With business growth will they be able to maintain the core values of the business and the brand? Wedgewood will also need to think about staffing resources that would be required should they take on a massive international expansion.\u0000\u0000\u0000Expected learning outcomes:\u0000\u0000To analyse how a small family-owned business is able to achieve sustainable growth and expand its footprint\u0000To evaluate which business model creates the best platform for the expansion of a premium niche brand\u0000To create a branding strategy for international brand expansion\u0000\u0000","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"177 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133803208","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 : 2022-12-08DOI: 10.1108/caseuct-2022-000005
Tal Peer, M. Reyneke
It is well suited for short courses focussed on brand equity or marketing. This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course. Inverroche, one of South Africa’s first artisianl gins, faces an interesting brand dilemma. By the end of 2016 through a distribution agreement with a large wholesaler, it secures a national footprint and becomes available at all leading retailers, resturants, and bars. The product’s immense growth trajectory attracts the attention of the global drinks conglomerates who see an opportunity to secure market share in the lucrative craft gin segment of the market. Founder Lorna Scott grapples with whether she has made the right choice to sell a majority share of her beloved brand to the global house of brands, Pernod Ricard. In this case, she meets with her sales team to debrief the situation as well as have a heart-to-heart with Alex Farnell, general manager of sales and marketing. The case looks at the Inverroche brand in detail, what it represents, and why it resonates so intrinsically with consumers. However, Scott and Farnell differ in opinion on the strategic objectives of the brand. Farnell seems to think that the sale to Pernod will not harm the brand, but Scott is torn. How does a niche artisinal brand scale? Can a brand remain authentic when it does scale? Is there any commercial sense in remaining artisinal? Is an artisinal brand’s brand equity compromised when it is sold to a corporate house of brands? All of these questions relate to whether a brand can remain authenthically artisinal amidst a corporate acquisition. To identify the challenges of growing an artisinal brand To identify the challenges of achieving scale as well as the marketing and commercial costs and profits scale represents To identify how to build a brand that resonates with consumers To critically assess the link between brand building, distribution, and availability To analyse the impact of brand architecture on brand equity
{"title":"Inverroche: Maintaining brand equity in craft gin through brand acquisition","authors":"Tal Peer, M. Reyneke","doi":"10.1108/caseuct-2022-000005","DOIUrl":"https://doi.org/10.1108/caseuct-2022-000005","url":null,"abstract":"\u0000\u0000It is well suited for short courses focussed on brand equity or marketing.\u0000\u0000\u0000\u0000This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.\u0000\u0000\u0000\u0000Inverroche, one of South Africa’s first artisianl gins, faces an interesting brand dilemma. By the end of 2016 through a distribution agreement with a large wholesaler, it secures a national footprint and becomes available at all leading retailers, resturants, and bars. The product’s immense growth trajectory attracts the attention of the global drinks conglomerates who see an opportunity to secure market share in the lucrative craft gin segment of the market. Founder Lorna Scott grapples with whether she has made the right choice to sell a majority share of her beloved brand to the global house of brands, Pernod Ricard. In this case, she meets with her sales team to debrief the situation as well as have a heart-to-heart with Alex Farnell, general manager of sales and marketing. The case looks at the Inverroche brand in detail, what it represents, and why it resonates so intrinsically with consumers. However, Scott and Farnell differ in opinion on the strategic objectives of the brand. Farnell seems to think that the sale to Pernod will not harm the brand, but Scott is torn. How does a niche artisinal brand scale? Can a brand remain authentic when it does scale? Is there any commercial sense in remaining artisinal? Is an artisinal brand’s brand equity compromised when it is sold to a corporate house of brands? All of these questions relate to whether a brand can remain authenthically artisinal amidst a corporate acquisition.\u0000\u0000\u0000\u0000\u0000To identify the challenges of growing an artisinal brand\u0000To identify the challenges of achieving scale as well as the marketing and commercial costs and profits scale represents\u0000To identify how to build a brand that resonates with consumers\u0000To critically assess the link between brand building, distribution, and availability\u0000To analyse the impact of brand architecture on brand equity\u0000\u0000","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131199167","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 : 2022-12-08DOI: 10.1108/caseuct-2022-000004
Mlenga G. Jere
The case is particularly well suited to courses in marketing, promotion, integrated marketing communication, or marketing for small and medium enterprises. This teaching case is aimed at postgraduate students in management or business programmes. This case focusses on the growth direction and product promotion decisions of Debbie Ncube, cofounder and managing director of Eden All Natural (Eden) - an award-winning small enterprise that competes in the peanut butter category - in 2021. Conservative with the use of the company’s financial resources, Ncube has to reconsider Eden’s reliance on word-of-mouth, social media, and network marketing for promoting her range of natural peanut and other nut-based products. The case requires students to identify and evaluate the growth options available to Eden, to consider the strategy decisions around product line management and brand development, and to explore the role of packaging in effective product promotion. To develop strategic product-market growth options (using the market diversification matrix) for a growing enterprise To recommend what product line management and brand development strategies can be employed as the product mix gets bigger To explore how packaging could continue to be leveraged to grow sales
该案例特别适合市场营销、促销、整合营销传播或中小型企业营销课程。本教学案例针对的是管理或商业专业的研究生。本案例聚焦于Eden All Natural (Eden)的联合创始人兼董事总经理Debbie Ncube在2021年的发展方向和产品推广决策。Eden是一家屡获大奖的小型企业，在花生酱类别中竞争。恩库贝对公司财务资源的使用持保守态度，她不得不重新考虑Eden对口碑、社交媒体和网络营销的依赖，以推广她的天然花生和其他坚果类产品。本案例要求学生识别和评估伊甸园的发展选择，考虑产品线管理和品牌发展的战略决策，并探索包装在有效产品推广中的作用。为成长型企业制定战略性产品-市场增长选择(使用市场多样化矩阵);建议随着产品组合的扩大，可以采用哪些产品线管理和品牌发展战略;探索如何继续利用包装来增加销售
{"title":"Eden All Natural peanut butter: A small enterprise competing in a saturated South African market","authors":"Mlenga G. Jere","doi":"10.1108/caseuct-2022-000004","DOIUrl":"https://doi.org/10.1108/caseuct-2022-000004","url":null,"abstract":"\u0000\u0000The case is particularly well suited to courses in marketing, promotion, integrated marketing communication, or marketing for small and medium enterprises.\u0000\u0000\u0000\u0000This teaching case is aimed at postgraduate students in management or business programmes.\u0000\u0000\u0000\u0000This case focusses on the growth direction and product promotion decisions of Debbie Ncube, cofounder and managing director of Eden All Natural (Eden) - an award-winning small enterprise that competes in the peanut butter category - in 2021. Conservative with the use of the company’s financial resources, Ncube has to reconsider Eden’s reliance on word-of-mouth, social media, and network marketing for promoting her range of natural peanut and other nut-based products. The case requires students to identify and evaluate the growth options available to Eden, to consider the strategy decisions around product line management and brand development, and to explore the role of packaging in effective product promotion.\u0000\u0000\u0000\u0000\u0000To develop strategic product-market growth options (using the market diversification matrix) for a growing enterprise\u0000To recommend what product line management and brand development strategies can be employed as the product mix gets bigger\u0000To explore how packaging could continue to be leveraged to grow sales\u0000","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123793532","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 : 2022-12-08DOI: 10.1108/caseuct-2022-000003
Willys Makoyo Nyakeri, Mikael Samuelsson, G. Bick
Subject area of the teaching case: The case is particularly well suited to entrepreneurship, marketing, technology, innovation, or strategy courses. Student level: This teaching case is aimed at postgraduate students in management or business programmes. Brief overview of the teaching case: This case follows the Kenyan healthcare tech company Savannah Informatics as they contemplate how the company will continue to grow in a post-pandemic world. Savannah is the market leader in electronic claims validation solutions for the Kenyan healthcare system. Their flagship product, the digital platform Slade 360, allows health insurers, healthcare providers, and patients to share claims information for health services in real time, drastically reducing payment transfer times, incidents of fraud, and account errors. The Covid-19 pandemic and the subsequent lockdown mandates from the Kenyan government have reduced short-term revenues by driving down hospital visits for citizens overall, but they have also created a demand for telemedicine and more online healthcare solutions. CEO John Muthee and his co-founders are left to consider their options for growing Savannah Informatics: expanding into new markets, creating more solutions for their insurance and provider customers in Kenya, or diversifying. Expected learning outcomes: Identify the key challenges facing Savannah Analyse the organisation using the 5Cs model (company, customers, competitors, collaborators and context) and VRIO (value, rarity, imitability, and organisation) analysis Assess the growth opportunities available to Savannah and make recommendations
{"title":"Savannah Informatics: Driving renewed growth in a Kenyan health informatics company","authors":"Willys Makoyo Nyakeri, Mikael Samuelsson, G. Bick","doi":"10.1108/caseuct-2022-000003","DOIUrl":"https://doi.org/10.1108/caseuct-2022-000003","url":null,"abstract":"\u0000Subject area of the teaching case:\u0000The case is particularly well suited to entrepreneurship, marketing, technology, innovation, or strategy courses.\u0000\u0000\u0000Student level:\u0000This teaching case is aimed at postgraduate students in management or business programmes.\u0000\u0000\u0000Brief overview of the teaching case:\u0000This case follows the Kenyan healthcare tech company Savannah Informatics as they contemplate how the company will continue to grow in a post-pandemic world. Savannah is the market leader in electronic claims validation solutions for the Kenyan healthcare system. Their flagship product, the digital platform Slade 360, allows health insurers, healthcare providers, and patients to share claims information for health services in real time, drastically reducing payment transfer times, incidents of fraud, and account errors. The Covid-19 pandemic and the subsequent lockdown mandates from the Kenyan government have reduced short-term revenues by driving down hospital visits for citizens overall, but they have also created a demand for telemedicine and more online healthcare solutions. CEO John Muthee and his co-founders are left to consider their options for growing Savannah Informatics: expanding into new markets, creating more solutions for their insurance and provider customers in Kenya, or diversifying.\u0000\u0000\u0000Expected learning outcomes:\u0000\u0000Identify the key challenges facing Savannah\u0000Analyse the organisation using the 5Cs model (company, customers, competitors, collaborators and context) and VRIO (value, rarity, imitability, and organisation) analysis\u0000Assess the growth opportunities available to Savannah and make recommendations\u0000\u0000","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114361842","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 : 2022-12-08DOI: 10.1108/caseuct-2022-000001
Lesego Tladinyane, L. Gumede, G. Bick
This case study is intended to supplement postgraduate business learning with the facilitation of an academic practitioner. The case draws on a culmination of subjects, and the participants are encouraged to juxtapose the case information with their professional experiences; however, the primary focus of the case material will be centred on strategy, innovation, and entrepreneurship. The primary audience for the teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes. This case is about protagonist Ndabenhle Junior Ngulube, the cofounder of an innovative technology-enabled insurance intermediary company called Pineapple. The company has identified an opportunity to resolve the inherent conflict of interest within the insurance industry, as well as the grudge association of non-life insurance purchases. While the competitive landscape of the sector is traditionally dominated by a few large incumbent market participants, Pineapple's digital distribution strategy is more effective at converting ‘clicks-to-clients’, at a fraction of the typical customer acquisition cost. The peer-to-peer business model also allows for superior risk-selection, greater affinity, and lower incidents of fraudulent claims. Ndabenhle and the team develop the company's customer acquisition strategy by drawing on technological trends, reputation drivers, and a concentrated social media approach that focusses on trust, access, product, and value. But, as 2020 begins, Ndabenhle faces choices about the means and methods of scaling the business operation. The case documents the first few years of Pineapple's operations, with a strong focus on business model innovation, distribution, scalability, and technological integration. To analyse the role disruptive technologies play within sectoral business model innovation To evaluate the industry-specific competitive business landscape and complexities of building and maintaining a sustainable competitive advantage within a niche market segment To assess the strategic growth opportunities for an emerging market Insurtech disruptor To critically appraise the entrepreneurial complexities faced by decision-makers when looking to challenge incumbent market leaders
{"title":"Pineapple: The growth challenges faced by a South African Insurtech disruptor","authors":"Lesego Tladinyane, L. Gumede, G. Bick","doi":"10.1108/caseuct-2022-000001","DOIUrl":"https://doi.org/10.1108/caseuct-2022-000001","url":null,"abstract":"\u0000\u0000This case study is intended to supplement postgraduate business learning with the facilitation of an academic practitioner. The case draws on a culmination of subjects, and the participants are encouraged to juxtapose the case information with their professional experiences; however, the primary focus of the case material will be centred on strategy, innovation, and entrepreneurship.\u0000\u0000\u0000\u0000The primary audience for the teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes.\u0000\u0000\u0000\u0000This case is about protagonist Ndabenhle Junior Ngulube, the cofounder of an innovative technology-enabled insurance intermediary company called Pineapple. The company has identified an opportunity to resolve the inherent conflict of interest within the insurance industry, as well as the grudge association of non-life insurance purchases. While the competitive landscape of the sector is traditionally dominated by a few large incumbent market participants, Pineapple's digital distribution strategy is more effective at converting ‘clicks-to-clients’, at a fraction of the typical customer acquisition cost. The peer-to-peer business model also allows for superior risk-selection, greater affinity, and lower incidents of fraudulent claims. Ndabenhle and the team develop the company's customer acquisition strategy by drawing on technological trends, reputation drivers, and a concentrated social media approach that focusses on trust, access, product, and value. But, as 2020 begins, Ndabenhle faces choices about the means and methods of scaling the business operation. The case documents the first few years of Pineapple's operations, with a strong focus on business model innovation, distribution, scalability, and technological integration.\u0000\u0000\u0000\u0000\u0000To analyse the role disruptive technologies play within sectoral business model innovation\u0000To evaluate the industry-specific competitive business landscape and complexities of building and maintaining a sustainable competitive advantage within a niche market segment\u0000To assess the strategic growth opportunities for an emerging market Insurtech disruptor\u0000To critically appraise the entrepreneurial complexities faced by decision-makers when looking to challenge incumbent market leaders\u0000\u0000","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128617473","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 : 2021-06-29DOI: 10.1108/caseuct-2021-000001
Sebastian K Prim, Mikael Samuelsson
The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase as well as the complexities, unexpected costs, and benefits that growing a business can bring. The case is aimed at MBA or Master-level students or executive education programmes as part of a strategy or entrepreneurship module. Lattice Towers is a South African company in the telecommunications infrastructure sector. They are struggling to generate sufficient cash flow to sustain operations as a result of poor strategic decision-making regarding tower-build site acquisition. To compound matters, the owner has been struggling with health issues related to the stress caused by the crises that Lattice Towers is going through. Recently, however, a multinational publicly listed behemoth in the telecommunications industry, Helios Towers, offered to acquire the company. The acquisition offer seems like a saving grace to the owner; however, Lattice Towers is deeply personal to the him and he would not like to lose the brand. Furthermore, there is a tremendous opportunity for business growth due to the imminent increase in demand for tower infrastructure. But based on the challenging financial position the business currently finds itself in, he might not have the option to keep the business. To develop a decision-making framework and strategy to navigate the business life-cycle stages, from survival to growth Understand the concepts of uncertainty, risk, and liquidity premiums that apply to entrepreneurship Understand the stress-related implications for entrepreneurs Understand the psychological costs and benefits of entrepreneurship Understand the personal financial implications for entrepreneurship
{"title":"Grow or successfully disengage? Navigating the revolution of South African tower companies","authors":"Sebastian K Prim, Mikael Samuelsson","doi":"10.1108/caseuct-2021-000001","DOIUrl":"https://doi.org/10.1108/caseuct-2021-000001","url":null,"abstract":"\u0000\u0000The case is suitable for strategy or entrepreneurship modules. It is designed to teach students about the importance of implementing formal processes when entering a growth phase as well as the complexities, unexpected costs, and benefits that growing a business can bring.\u0000\u0000\u0000\u0000The case is aimed at MBA or Master-level students or executive education programmes as part of a strategy or entrepreneurship module.\u0000\u0000\u0000\u0000Lattice Towers is a South African company in the telecommunications infrastructure sector. They are struggling to generate sufficient cash flow to sustain operations as a result of poor strategic decision-making regarding tower-build site acquisition. To compound matters, the owner has been struggling with health issues related to the stress caused by the crises that Lattice Towers is going through. Recently, however, a multinational publicly listed behemoth in the telecommunications industry, Helios Towers, offered to acquire the company. The acquisition offer seems like a saving grace to the owner; however, Lattice Towers is deeply personal to the him and he would not like to lose the brand. Furthermore, there is a tremendous opportunity for business growth due to the imminent increase in demand for tower infrastructure. But based on the challenging financial position the business currently finds itself in, he might not have the option to keep the business.\u0000\u0000\u0000\u0000\u0000To develop a decision-making framework and strategy to navigate the business life-cycle stages, from survival to growth\u0000Understand the concepts of uncertainty, risk, and liquidity premiums that apply to entrepreneurship\u0000Understand the stress-related implications for entrepreneurs\u0000Understand the psychological costs and benefits of entrepreneurship\u0000Understand the personal financial implications for entrepreneurship\u0000\u0000","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124725801","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 : 2021-06-29DOI: 10.1108/caseuct-2021-000003
P. Cairns, Sarah L. Boyd, K. April
The values-based leadership (VBL) themes lend the case to use in courses focussed on individual leadership approaches, personal-professional development, personal mastery, or individual agency in social change and social justice movements. The emerging market context adds a layer of complexity to the protagonist's journey, which may make the case especially relevant for use among students who work in this context or in courses that deal with volatility, uncertainty, complexity, and ambiguity (VUCA). The primary target audience for this case is postgraduate students in a management or professional development program. This case offers a leadership profile of lawyer Fadzayi Mahere as she pursues social change at the national level by running for political office in Zimbabwe in 2018. The case recounts Mahere's professional journey through human rights law and local activism, which eventually drives her to run as an independent for a position in the national election. She does this as a response to the dire state of the country: economic crisis, social instability, and political corruption that are making life increasingly untenable for most people. In spite of running a strong grassroots campaign, Mahere loses the election and is faced with the dilemma of whether or not to forego independence and join the dominant opposition party. The case therefore centres around the role of values in leadership, the role of narrative in shaping the decision to lead, and how these things impact a leader's strategy for affecting social change and achieving social justice. Appreciate the systemic nature of social problems in an emerging market context and how this creates different opportunities for a leader to act on a problem Understand how a leader's identity, in terms of values and experiences, shapes their motivations and informs their strategy for leading a change effort Understand the dimensions of values-based leadership (VBL) – transformational, authentic, accountability, and ethical leadership – and how the actions of a values-driven leader reflect these Identify the mechanisms that aspiring leaders practicing VBL can use to build an authentic narrative for key stakeholders to accept and embrace them Recognise the different strategies a leader can adopt to achieve values-driven outcomes, while maintaining alignment with the different dimensions of VBL
{"title":"The road less travelled: A Zimbabwean leadership dilemma","authors":"P. Cairns, Sarah L. Boyd, K. April","doi":"10.1108/caseuct-2021-000003","DOIUrl":"https://doi.org/10.1108/caseuct-2021-000003","url":null,"abstract":"The values-based leadership (VBL) themes lend the case to use in courses focussed on individual leadership approaches, personal-professional development, personal mastery, or individual agency in social change and social justice movements. The emerging market context adds a layer of complexity to the protagonist's journey, which may make the case especially relevant for use among students who work in this context or in courses that deal with volatility, uncertainty, complexity, and ambiguity (VUCA).\u0000\u0000\u0000\u0000The primary target audience for this case is postgraduate students in a management or professional development program.\u0000\u0000\u0000\u0000This case offers a leadership profile of lawyer Fadzayi Mahere as she pursues social change at the national level by running for political office in Zimbabwe in 2018. The case recounts Mahere's professional journey through human rights law and local activism, which eventually drives her to run as an independent for a position in the national election. She does this as a response to the dire state of the country: economic crisis, social instability, and political corruption that are making life increasingly untenable for most people. In spite of running a strong grassroots campaign, Mahere loses the election and is faced with the dilemma of whether or not to forego independence and join the dominant opposition party. The case therefore centres around the role of values in leadership, the role of narrative in shaping the decision to lead, and how these things impact a leader's strategy for affecting social change and achieving social justice.\u0000\u0000\u0000\u0000\u0000Appreciate the systemic nature of social problems in an emerging market context and how this creates different opportunities for a leader to act on a problem\u0000Understand how a leader's identity, in terms of values and experiences, shapes their motivations and informs their strategy for leading a change effort\u0000Understand the dimensions of values-based leadership (VBL) – transformational, authentic, accountability, and ethical leadership – and how the actions of a values-driven leader reflect these\u0000Identify the mechanisms that aspiring leaders practicing VBL can use to build an authentic narrative for key stakeholders to accept and embrace them\u0000Recognise the different strategies a leader can adopt to achieve values-driven outcomes, while maintaining alignment with the different dimensions of VBL","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131058093","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 : 2021-06-29DOI: 10.1108/caseuct-2021-000002
Rihana Hoosain, G. Bick, Mikael Samuelsson
The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The case leverages several strategic frameworks taught throughout business courses and illustrates a real-world application of these frameworks to support sound strategic decision-making. Furthermore, the case examines the relevance of sustainable competitive advantage and the linkages to the appropriate growth strategy for a business. It is recommended that this case be taught once students have covered the applicable theory and frameworks in class. This case is designed for business administration students, in particular MBA, EMBA, speciality Masters, or executive education students. MWEB is a leading first-tier South African internet services provider, with an operating history spanning over 22 years. The MWEB brand is a household name across South Africa, seen as one of the pioneers of the internet industry and accredited with bringing the internet to ordinary consumers across the country. The state of competition in the market, however, has intensified and MWEB's traditional operating model has not evolved fast enough to meet the changing landscape. The market is in the midst of a price war, to which MWEB has responded by reducing market pricing and offering attractive deals, undercutting all its competitors. The results have been positive; sales have increased and churn has reduced, but competitors have already started to follow. The dilemma facing CEO Sean Nourse and his management team is how to accelerate growth in a highly commoditised market with intense competition while ensuring the long-term profitability of the business. The case encourages the consideration of the strategic decision-making process by analysing the competitive landscape, evaluating the options, and reaching a decision on the most viable growth strategy for the business. To analyse the competitive landscape and the forces at play To conduct a competitor analysis, appraise long-term profitability in the industry, identify profitable strategic positions, and determine how MWEB may achieve and protect its competitive advantage To identify and analyse the key parameters that, in combination, represent a company's business model To critically analyse the contextual factors that are presented as business challenges, evaluating and understanding the impact and scale of these challenges To critically assess relevant growth strategy alternatives for MWEB and analyse the viability of the alternatives presented To conduct an informal valuation to determine a purchase price for an acquisition target for the business
{"title":"MWEB: Growth strategy options for an internet service provider","authors":"Rihana Hoosain, G. Bick, Mikael Samuelsson","doi":"10.1108/caseuct-2021-000002","DOIUrl":"https://doi.org/10.1108/caseuct-2021-000002","url":null,"abstract":"\u0000\u0000The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The case leverages several strategic frameworks taught throughout business courses and illustrates a real-world application of these frameworks to support sound strategic decision-making. Furthermore, the case examines the relevance of sustainable competitive advantage and the linkages to the appropriate growth strategy for a business. It is recommended that this case be taught once students have covered the applicable theory and frameworks in class.\u0000\u0000\u0000\u0000This case is designed for business administration students, in particular MBA, EMBA, speciality Masters, or executive education students.\u0000\u0000\u0000\u0000MWEB is a leading first-tier South African internet services provider, with an operating history spanning over 22 years. The MWEB brand is a household name across South Africa, seen as one of the pioneers of the internet industry and accredited with bringing the internet to ordinary consumers across the country. The state of competition in the market, however, has intensified and MWEB's traditional operating model has not evolved fast enough to meet the changing landscape. The market is in the midst of a price war, to which MWEB has responded by reducing market pricing and offering attractive deals, undercutting all its competitors. The results have been positive; sales have increased and churn has reduced, but competitors have already started to follow. The dilemma facing CEO Sean Nourse and his management team is how to accelerate growth in a highly commoditised market with intense competition while ensuring the long-term profitability of the business. The case encourages the consideration of the strategic decision-making process by analysing the competitive landscape, evaluating the options, and reaching a decision on the most viable growth strategy for the business.\u0000\u0000\u0000\u0000\u0000To analyse the competitive landscape and the forces at play\u0000To conduct a competitor analysis, appraise long-term profitability in the industry, identify profitable strategic positions, and determine how MWEB may achieve and protect its competitive advantage\u0000To identify and analyse the key parameters that, in combination, represent a company's business model\u0000To critically analyse the contextual factors that are presented as business challenges, evaluating and understanding the impact and scale of these challenges\u0000To critically assess relevant growth strategy alternatives for MWEB and analyse the viability of the alternatives presented\u0000To conduct an informal valuation to determine a purchase price for an acquisition target for the business\u0000\u0000","PeriodicalId":419166,"journal":{"name":"The Case Writing Centre, University of Cape Town, Graduate School of Business","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133880504","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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