Pub Date : 2024-04-15DOI: 10.1108/eemcs-09-2023-0327
Neena Sondhi, Shruti Gupta
Learning outcomes The case study offers interesting learning possibilities and offers the following learning opportunities to the learner. assess and conduct a macro- and micro-environmental analysis, comprehend the nature of the competitive landscape and how it changes when one looks at a digital-only versus an omnichannel marketplace, examine the product mix and policy of the firm and evaluate how it delivers customer value and analyse the pros and cons of growth strategies available to a firm and arrive at a viable and actionable future business and product strategy. Case overview/synopsis The short case study presents the story of a young start-up called Country Delight. The firm began operations in 2011 and was the brainchild of Chakradhar Gade and Nitin Kaushal. The direct-to-consumer firm addressed urban consumers’ non-articulated, latent need to get “fresh and uncontaminated” milk to their doorstep. Country Delight delivered farmer-to-consumer fresh cow and buffalo milk and milk products based on a well-designed and efficient value chain where the supply chain was either wholly owned or quality monitored by the firm. The firm began operations in India’s National Capital Region and was spread across 15 metro cities. Slowly, over the years, Gade and Kaushal added more product categories.Country Delight had a subscriber base of around 500,000, and the ambitious duo wanted to double their subscriber base and reach one million subscribers by financial year 2025. The firm was looking at various paths to achieve this number. Should Country Delight expand into new geographies? Or look at adding to the existing product portfolio? Diversification into agritourism, like the Pune-based vineyard – Sula, also looked attractive to build consumer engagement. Would taking the consumer to the farmers from whom they sourced the milk and vegetables contribute additional revenue to Country Delight and their farmer-suppliers? As the firm got ready to raise another round of funding, it needed a well-articulated growth strategy that was exciting and profitable for all stakeholders. Complexity academic level This case study presents the dilemma entrepreneurs face as they look at the next phase of growth. Thus, this case study serves as a learning opportunity for a graduate-level course in management and as a sounding board for those who aspire to enter the start-up space. Though this case study has the potential to illustrate basic concepts such as value chain and macro- and micro-environment analysis, the protagonist’s dilemma and the problem statement make it apt for integrated discussions that are critical in advanced electives in marketing management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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Pub Date : 2024-04-15DOI: 10.1108/eemcs-07-2023-0267
Irfan Saleem, Muhammad Ashfaq, Shajara Ul‐Durar
Learning outcomes After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy. Case overview/synopsis Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute. Complexity academic level The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.
{"title":"Situational leadership during the post-pandemic crisis: a case of Amanah Institute","authors":"Irfan Saleem, Muhammad Ashfaq, Shajara Ul‐Durar","doi":"10.1108/eemcs-07-2023-0267","DOIUrl":"https://doi.org/10.1108/eemcs-07-2023-0267","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy.\u0000\u0000Case overview/synopsis\u0000Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute.\u0000\u0000Complexity academic level\u0000The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 10: Public Sector Management.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"243 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140703849","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 : 2024-04-15DOI: 10.1108/eemcs-08-2023-0314
Nimisha Singh
Learning outcomes After completion of the case study, students will learn to use Lean Canvas to identify business opportunity. They will also learn the balancing of exploitation of profit-producing activities and exploring new opportunities according to the environmental dynamism. Case overview/synopsis WONK, a tutor discovery and booking app was launched by MyEdge in 2016 to search and book verified tutors in locations served by the company. Based on their requirements, parents and students could sort and book verified tutors in their area. Through the app, users could search for academic and hobby classes in the form of individual tuitions. The ease of use and the service offering made it a popular app with students enrolling every 6 min. Within a span of six years, WONK had provided services to thousands of students in 20+ countries and had 200,000+ tutors registered on their app from 15,000+ pin codes. Despite a plethora of Edtech companies in India, a different business model and services offered gave them an edge over other Edtech companies. To keep up with the customer needs, they were constantly making the upgrades to their technology and expanding their services. Vidhu Goyal, the founder of the company, was enjoying the progress when another development in the technology hit the world. With the launch of applications based on artificial intelligence, will it disrupt the business or not? Complexity academic level The case study is recommended to be taught in a 90-min class to Master of Business Administration students. The case study may be used in courses related to strategy, information systems management and entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Pub Date : 2024-04-15DOI: 10.1108/eemcs-10-2023-0389
Anh Dũng Vũ, K. Chung, Ha Kyung Lee
Learning outcomes This case study provides in-depth, practical knowledge to develop business strategies for the management program. After reading this case study, the students will be able to learn about the challenges and problems that service firms face during a crisis, the drastic changes in the market environment due to a crisis and the analysis tools that can be used when analyzing the shifted market environment. By analyzing this case study, students will be trained for the decision-making that arises in the process of crisis management in the hotel industry. Case overview/synopsis Nam Nghi Resort, situated on the picturesque Phu Quoc Island in Vietnam, experienced the tumultuous period of the COVID-19 pandemic. Before the pandemic, Nam Nghi was a thriving five-star resort, deeply rooted in Vietnamese culture and renowned for its luxurious amenities and breathtaking location. However, the onset of COVID-19 brought unprecedented challenges to the hospitality industry, leading to a sharp decline in tourism and revenue. Despite the adversity, Nam Nghi implemented risk management practices successfully and displayed resilience and adaptability. Through rigorous cost minimization, strategic facility upgrades and targeted marketing efforts, Nam Nghi managed to navigate the crisis and gradually rebuild its business as travel restrictions eased. As the industry began to show signs of recovery, the general manager faced new challenges in restoring the resort’s prepandemic vitality. The challenge remained of understanding changing consumer values and market dynamics. Complexity academic level This case study can be used as class material for Master of Business Administration (MBA) students. In particular, MBA students in the hospitality industry such as hotels, resorts, travel agencies and restaurants are the target audience. Supplementary materials Teaching notes are available for educators only. Subject code CSS 12: Tourism and hospitality.
{"title":"Nam Nghi Resort in Phu Quoc","authors":"Anh Dũng Vũ, K. Chung, Ha Kyung Lee","doi":"10.1108/eemcs-10-2023-0389","DOIUrl":"https://doi.org/10.1108/eemcs-10-2023-0389","url":null,"abstract":"Learning outcomes\u0000This case study provides in-depth, practical knowledge to develop business strategies for the management program. After reading this case study, the students will be able to learn about the challenges and problems that service firms face during a crisis, the drastic changes in the market environment due to a crisis and the analysis tools that can be used when analyzing the shifted market environment. By analyzing this case study, students will be trained for the decision-making that arises in the process of crisis management in the hotel industry.\u0000\u0000Case overview/synopsis\u0000Nam Nghi Resort, situated on the picturesque Phu Quoc Island in Vietnam, experienced the tumultuous period of the COVID-19 pandemic. Before the pandemic, Nam Nghi was a thriving five-star resort, deeply rooted in Vietnamese culture and renowned for its luxurious amenities and breathtaking location. However, the onset of COVID-19 brought unprecedented challenges to the hospitality industry, leading to a sharp decline in tourism and revenue. Despite the adversity, Nam Nghi implemented risk management practices successfully and displayed resilience and adaptability. Through rigorous cost minimization, strategic facility upgrades and targeted marketing efforts, Nam Nghi managed to navigate the crisis and gradually rebuild its business as travel restrictions eased. As the industry began to show signs of recovery, the general manager faced new challenges in restoring the resort’s prepandemic vitality. The challenge remained of understanding changing consumer values and market dynamics.\u0000\u0000Complexity academic level\u0000This case study can be used as class material for Master of Business Administration (MBA) students. In particular, MBA students in the hospitality industry such as hotels, resorts, travel agencies and restaurants are the target audience.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 12: Tourism and hospitality.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"55 45","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140701223","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 : 2024-04-09DOI: 10.1108/eemcs-10-2023-0396
Abdul Rahim Abd Jalil, K. A. Adham, Sumaiyah Abd Aziz
Learning outcomes After completion of the case study, students are expected to demonstrate understanding of the process of strategy formulation (which include conducting situational analysis) and strategy implementation. Case overview/synopsis Perusahaan Azan, which trades under the brand name Roti Azan for its fresh bread and Azan for its dry bread or rusks, was established as a family business in 1968 by Haji Abu Bakar bin Ali in his hometown in Kuala Pilah, in the state of Negeri Sembilan in Malaysia. In the mid-1980s, the management of the business was passed on by Haji Abu Bakar to one of his sons, Haji Mohd Ghazali bin Haji Abu Bakar. Haji Ghazali was named managing director in 1985 and officially inherited his father’s company in 1987. By 2004, Perusahaan Azan breads had started to penetrate major grocery stores nationwide, and later the business began to expand internationally in 2010, with Oman and Iraq among the first countries it ventured into. The company sold both its fresh and dry bread in local stores; however, in the international market, only dry bread types were sold, specifically wholemeal rusks and long rusks, which had longer shelf lives. Post-pandemic, by 2022, the company had exited the retail fresh bread market and had focused only on its contractual fresh bread and retail dry bread markets. He thought about the main strategic choices he had of going forward, either to revive its retail fresh bread segment or venture into a coffee shop business. The former was the bread and butter of the company in the last 50 years. However, he knew that re-entering this market was getting more difficult, as it requires competing head-to-head with the giant breadmakers. There were also issues of rising costs and high wastage. For the latter coffee shop project, the company did not have experience in directly “serving” the customers, with its businesses so far had been mainly in production. He pondered on the best decision to undertake to sustain the company’s profitability into the next generation. Few family businesses can pass this crucial stage. He knew he had to act fast to ensure that the company’s plans for the future could be successfully implemented. The case study is suitable for use in teaching courses in strategic management, organisational management and integrated case study for advanced undergraduates and postgraduates in the programmes of business administration, Muamalat administration and accounting. Complexity academic level The case study is suitable for use in advanced undergraduate students in management, business administration, Muamalat administration and postgraduate students in MBA, Master in Muamalat Administration or other related master’s programmes with a course in strategic management, organisational management and integrated case study. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
案例概述/简介Perusahaan Azan 的新鲜面包品牌名称为 Roti Azan，干面包或 rusks 品牌名称为 Azan，是哈吉-阿布-巴卡尔-本-阿里（Haji Abu Bakar bin Ali）于 1968 年在其家乡马来西亚森美兰州瓜拉比拉创建的家族企业。20 世纪 80 年代中期，哈吉-阿布-巴卡尔将企业的管理权传给了他的一个儿子哈吉-穆罕默德-加扎利-本-哈吉-阿布-巴卡尔（Haji Mohd Ghazali bin Haji Abu Bakar）。哈吉-加扎利于 1985 年被任命为总经理，并于 1987 年正式继承了父亲的公司。到 2004 年，Perusahaan Azan 面包已开始进入全国各大杂货店，后来于 2010 年开始向国际市场扩张，首批进入的国家包括阿曼和伊拉克。该公司在当地商店既出售新鲜面包，也出售干面包；但在国际市场上，只出售干面包，特别是保质期较长的全麦面包和长条面包。疫情过后，到 2022 年，公司退出了新鲜面包零售市场，只专注于合同新鲜面包和干面包零售市场。他考虑了未来的主要战略选择，要么重振新鲜面包零售业务，要么涉足咖啡店业务。前者是公司过去 50 年的支柱产业。然而，他知道重新进入这一市场变得越来越困难，因为这需要与大型面包生产商进行正面竞争。此外，还存在成本上升和浪费严重的问题。至于后一个咖啡店项目，公司没有直接 "服务 "顾客的经验，迄今为止，公司的业务主要是生产。他在思考如何做出最好的决定，才能让公司的盈利能力延续到下一代。很少有家族企业能渡过这一关键阶段。他知道自己必须尽快采取行动，以确保公司的未来计划能够顺利实施。本案例研究适用于战略管理、组织管理和综合案例研究课程的教学，适用于工商管理、Muamalat 管理和会计课程的高级本科生和研究生。复杂性学术水平本案例研究适用于管理学、工商管理、Muamalat 行政管理专业的高年级本科生，以及工商管理硕士、Muamalat 行政管理硕士或其他相关硕士课程中战略管理、组织管理和综合案例研究课程的研究生。
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Pub Date : 2024-04-08DOI: 10.1108/eemcs-06-2023-0228
Tarun Kumar Soni
Learning outcomes After completion of the case study, the students will be able to understand the different risks associated with a business, focusing on price risk and the importance of price risk management in business; understand and evaluate the products available for hedging price risk through exchange-traded derivatives in the Indian scenario; and understand and evaluate the different strategies for price risk management through exchange-traded derivatives in the Indian scenario. Case overview/synopsis The case study pertains to a small business, M/s Sethi Jewellers. The enterprise is being run by Shri Charan Jeet Sethi and his son Tejinder Sethi. The business is located in Jain Bazar, Jammu, UT, in Northern India. The business was started in 1972 by Charan Jeet’s father. They deal in a wide range of jewelry products and are well-established jewelers known for selling quality ornaments. Tejinder (MBA in marketing) was instrumental in revamping his business recently. Under his leadership, the business has experienced rapid transformation. The business has grown from a one-room shop fully managed by Tejinder’s grandfather to a multistory showroom with several artisans, sales staff and security persons. Through his e-store, Tejinder has a bulk order from a client where the client requires him to accept the order with a small token at the current price and deliver the final product three months from now. Tejinder is in a dilemma about accepting or rejecting the large order. Second, if he accepts, should he buy the entire gold now or wait to buy it later at a lower price? He is also considering hedging the price risk through exchange-traded derivatives. However, he is not entirely sure, as he has a few apprehensions regarding the same, and he is also not fully aware of the process and the instruments he has to use for hedging the price risk on the exchange. Complexity academic level The case study is aimed to cater to undergraduate, postgraduate and MBA students in the field of finance. This case study can be used for students interested in commodity derivatives, risk management and market microstructure. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and finance.
{"title":"Hedging price risk through commodity derivatives: a case of Sethi Jewellers","authors":"Tarun Kumar Soni","doi":"10.1108/eemcs-06-2023-0228","DOIUrl":"https://doi.org/10.1108/eemcs-06-2023-0228","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, the students will be able to understand the different risks associated with a business, focusing on price risk and the importance of price risk management in business; understand and evaluate the products available for hedging price risk through exchange-traded derivatives in the Indian scenario; and understand and evaluate the different strategies for price risk management through exchange-traded derivatives in the Indian scenario.\u0000\u0000Case overview/synopsis\u0000The case study pertains to a small business, M/s Sethi Jewellers. The enterprise is being run by Shri Charan Jeet Sethi and his son Tejinder Sethi. The business is located in Jain Bazar, Jammu, UT, in Northern India. The business was started in 1972 by Charan Jeet’s father. They deal in a wide range of jewelry products and are well-established jewelers known for selling quality ornaments. Tejinder (MBA in marketing) was instrumental in revamping his business recently. Under his leadership, the business has experienced rapid transformation. The business has grown from a one-room shop fully managed by Tejinder’s grandfather to a multistory showroom with several artisans, sales staff and security persons. Through his e-store, Tejinder has a bulk order from a client where the client requires him to accept the order with a small token at the current price and deliver the final product three months from now. Tejinder is in a dilemma about accepting or rejecting the large order. Second, if he accepts, should he buy the entire gold now or wait to buy it later at a lower price? He is also considering hedging the price risk through exchange-traded derivatives. However, he is not entirely sure, as he has a few apprehensions regarding the same, and he is also not fully aware of the process and the instruments he has to use for hedging the price risk on the exchange.\u0000\u0000Complexity academic level\u0000The case study is aimed to cater to undergraduate, postgraduate and MBA students in the field of finance. This case study can be used for students interested in commodity derivatives, risk management and market microstructure.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 1: Accounting and finance.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"121 S159","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140731581","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 : 2024-04-05DOI: 10.1108/eemcs-05-2023-0179
Sanjay Dhamija, Reena Nayyar
Learning outcomes The case study is designed to help students understand how the “growth at all costs” attitude can lead to compromised corporate governance in a start-up leading to disastrous implications for all the stakeholders. This case study aims to make students understand the components of the fraud triangle, the impact of financial fraud on various stakeholders, the role of venture capitalist (VC) investors and the importance of good corporate governance in start-ups. The case study presents an excellent opportunity for students to discuss the consequences of ignoring good governance in the pursuit of growth in a start-up. After analyzing the case study, the students shall be able to explain the concept of the fraud triangle and to be able to identify the motivation, opportunity and rationalization of financial irregularities in a start-up; analyze the impact of financial irregularities on various stakeholders; comprehend the business model of VCs and evaluate its influence on VC-funded start-ups; and appraise the importance of good corporate governance in start-ups. Case overview/synopsis The case study revolves around the confession of financial irregularities made by one of the cofounders of GoMechanic, a start-up headquartered in Gurugram, India. On January 18, 2023, Amit Bhasin confessed to financial irregularities in the company’s financial statements, leading to laying off 70% of the workforce of the company. GoMechanic had earlier raised close to US$62m [1] from maverick global investors including Sequoia Capital, Tiger Global, Orios Venture Partners and Chiratae Ventures, and was negotiating to raise Series D financing from the Japanese multinational SoftBank with aspirations to be a unicorn (start-up with a valuation of over $1bn). The confession led to a debate about the consequences of the “growth at all cost” culture being followed by start-ups as well as VCs. GoMechanic was not an isolated instance of a lack of governance in the start-ups. The confession had consequences not only for the GoMechanic but for the entire start-up ecosystem of India, which was the third largest in the world. Bhasin stated that the founders take full responsibility for the situation, and they were working on a plan which was most viable under the circumstances. However, it was not going to be easy to regain the confidence of the investors. Complexity academic level The case study is best suited for senior undergraduate- and graduate-level business school students and in executive education programs in courses such as corporate governance and ethics, private equity and entrepreneurial finance. Supplementary material Teaching notes are available for educators only. Subject code CSS 1: Accounting and finance
{"title":"Corporate governance mishap in a startup: a case of GoMechanic","authors":"Sanjay Dhamija, Reena Nayyar","doi":"10.1108/eemcs-05-2023-0179","DOIUrl":"https://doi.org/10.1108/eemcs-05-2023-0179","url":null,"abstract":"Learning outcomes\u0000The case study is designed to help students understand how the “growth at all costs” attitude can lead to compromised corporate governance in a start-up leading to disastrous implications for all the stakeholders. This case study aims to make students understand the components of the fraud triangle, the impact of financial fraud on various stakeholders, the role of venture capitalist (VC) investors and the importance of good corporate governance in start-ups. The case study presents an excellent opportunity for students to discuss the consequences of ignoring good governance in the pursuit of growth in a start-up. After analyzing the case study, the students shall be able to explain the concept of the fraud triangle and to be able to identify the motivation, opportunity and rationalization of financial irregularities in a start-up; analyze the impact of financial irregularities on various stakeholders; comprehend the business model of VCs and evaluate its influence on VC-funded start-ups; and appraise the importance of good corporate governance in start-ups.\u0000\u0000\u0000Case overview/synopsis\u0000The case study revolves around the confession of financial irregularities made by one of the cofounders of GoMechanic, a start-up headquartered in Gurugram, India. On January 18, 2023, Amit Bhasin confessed to financial irregularities in the company’s financial statements, leading to laying off 70% of the workforce of the company. GoMechanic had earlier raised close to US$62m [1] from maverick global investors including Sequoia Capital, Tiger Global, Orios Venture Partners and Chiratae Ventures, and was negotiating to raise Series D financing from the Japanese multinational SoftBank with aspirations to be a unicorn (start-up with a valuation of over $1bn). The confession led to a debate about the consequences of the “growth at all cost” culture being followed by start-ups as well as VCs. GoMechanic was not an isolated instance of a lack of governance in the start-ups. The confession had consequences not only for the GoMechanic but for the entire start-up ecosystem of India, which was the third largest in the world. Bhasin stated that the founders take full responsibility for the situation, and they were working on a plan which was most viable under the circumstances. However, it was not going to be easy to regain the confidence of the investors.\u0000\u0000Complexity academic level\u0000The case study is best suited for senior undergraduate- and graduate-level business school students and in executive education programs in courses such as corporate governance and ethics, private equity and entrepreneurial finance.\u0000\u0000Supplementary material\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 1: Accounting and finance\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"1 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140738152","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 : 2024-02-20DOI: 10.1108/eemcs-07-2023-0274
Carla Scheepers, Amy Fisher Moore
Learning outcomes After completion of the case study, the students will be able to identify and discuss competition using Porter’s five forces, analyse and understand the enablers and challenges that impacted Rocky Brands’ growth and recommend a solution in relation to Rocky Brands’ growth strategy. Case overview/synopsis This case study investigates Rocky Brands, a South African manufacturer and distributor of cleaning products in the retail market. The case was set in November 2022 and highlights the important events ranging from the company’s founding in 2011 up until 2022. This case aims to study strategy in the South African fast moving consumer goods industry. At the time of writing the case study, Rocky Brands was operating across South Africa, with their main manufacturing warehouse in Johannesburg and a subsidiary manufacturing warehouse in Durban. They were changing the Durban warehouse to a distribution warehouse, as they planned to manufacture primarily from a bigger warehouse in Johannesburg. Rishav Juglall, the main protagonist, is the founder and managing director of Rocky Brands. Rocky Brands imports and redistributes several of the brands that the company sells, including Weiman’s, Wright’s and Goo Gone. They also manufacture their own line of products in South Africa under the Oakmont brand. Juglall acknowledges that their sales and revenue have grown yearly, but they have recently saturated the market and reached a plateau. Juglall needs to determine whether he should diversify into Africa, expand his product range or enter the market for private label cleaning products. Complexity academic level The case study’s primary focus is on strategy in an emerging market. This case study is suited to undergraduate students studying Porter’s five competitive forces, SWOT analysis (see teaching note exhibit) or the Ansoff matrix in the fields of strategy, marketing or macroeconomics. This case study can be taught in courses such as decision-making, environment of business, leadership or strategic implementation. The case study will teach students how to apply the frameworks to a business and assist students in determining which option is best for the business. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
{"title":"Rocky Brands: considerations for growth and expansion","authors":"Carla Scheepers, Amy Fisher Moore","doi":"10.1108/eemcs-07-2023-0274","DOIUrl":"https://doi.org/10.1108/eemcs-07-2023-0274","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, the students will be able to identify and discuss competition using Porter’s five forces, analyse and understand the enablers and challenges that impacted Rocky Brands’ growth and recommend a solution in relation to Rocky Brands’ growth strategy.\u0000\u0000Case overview/synopsis\u0000This case study investigates Rocky Brands, a South African manufacturer and distributor of cleaning products in the retail market. The case was set in November 2022 and highlights the important events ranging from the company’s founding in 2011 up until 2022. This case aims to study strategy in the South African fast moving consumer goods industry. At the time of writing the case study, Rocky Brands was operating across South Africa, with their main manufacturing warehouse in Johannesburg and a subsidiary manufacturing warehouse in Durban. They were changing the Durban warehouse to a distribution warehouse, as they planned to manufacture primarily from a bigger warehouse in Johannesburg. Rishav Juglall, the main protagonist, is the founder and managing director of Rocky Brands. Rocky Brands imports and redistributes several of the brands that the company sells, including Weiman’s, Wright’s and Goo Gone. They also manufacture their own line of products in South Africa under the Oakmont brand. Juglall acknowledges that their sales and revenue have grown yearly, but they have recently saturated the market and reached a plateau. Juglall needs to determine whether he should diversify into Africa, expand his product range or enter the market for private label cleaning products.\u0000\u0000Complexity academic level\u0000The case study’s primary focus is on strategy in an emerging market. This case study is suited to undergraduate students studying Porter’s five competitive forces, SWOT analysis (see teaching note exhibit) or the Ansoff matrix in the fields of strategy, marketing or macroeconomics. This case study can be taught in courses such as decision-making, environment of business, leadership or strategic implementation. The case study will teach students how to apply the frameworks to a business and assist students in determining which option is best for the business.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 3: Entrepreneurship.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"6 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139958167","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 : 2024-02-15DOI: 10.1108/eemcs-10-2023-0399
Efe Ünsal
Learning outcomes Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is an ongoing debate between scholars on whether leaders are lonely at the top or not. Leaders might feel lonely because of the great responsibility and exhaustion related to the role. Social support from the leader’s network helps to cope with the loneliness. Thirdly, work motivation and job satisfaction have an impact on employee performance. A leader should pay attention to these concepts for higher organizational performance. Case overview/synopsis In the early 2020s, the world of Turkish football met a new leader: Hakan Karaahmet, the club president who led Giresunspor’s rise to the Turkish Super League. In the summer of 2020, Karaahmet was elected as the president of Giresunspor, which is the most popular football club in Giresun, a small city in Turkey on the Black Sea coast. The club was founded in 1925 and re-formed in 1967 as three other small clubs merged. It played in Turkish Super League (Turkish first league) between 1971 and 1977 and was back in the top flight after a 44-year absence, with the leadership of Karaahmet in the 2020–2021 football season. Even though it was quite a difficult task, the president ensured that the club was not relegated from the super league in the 2021–2022 season. Although Giresunspor made a promising start to the 2022–2023 football season with two wins out of three matches, the team fell behind its rivals regarding squad depth because of financial difficulties. As of 1 February, the consecutive crushing losses pushed the team into the relegation zone. The team, fans and the president were devastated. Karaahmet was faced with the dilemma of resigning from the club or not. Complexity academic level This case study can be taught to undergraduate students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.
{"title":"Loneliness at the top: outstanding success, peace lasting one match","authors":"Efe Ünsal","doi":"10.1108/eemcs-10-2023-0399","DOIUrl":"https://doi.org/10.1108/eemcs-10-2023-0399","url":null,"abstract":"Learning outcomes\u0000Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is an ongoing debate between scholars on whether leaders are lonely at the top or not. Leaders might feel lonely because of the great responsibility and exhaustion related to the role. Social support from the leader’s network helps to cope with the loneliness. Thirdly, work motivation and job satisfaction have an impact on employee performance. A leader should pay attention to these concepts for higher organizational performance.\u0000\u0000Case overview/synopsis\u0000In the early 2020s, the world of Turkish football met a new leader: Hakan Karaahmet, the club president who led Giresunspor’s rise to the Turkish Super League. In the summer of 2020, Karaahmet was elected as the president of Giresunspor, which is the most popular football club in Giresun, a small city in Turkey on the Black Sea coast. The club was founded in 1925 and re-formed in 1967 as three other small clubs merged. It played in Turkish Super League (Turkish first league) between 1971 and 1977 and was back in the top flight after a 44-year absence, with the leadership of Karaahmet in the 2020–2021 football season. Even though it was quite a difficult task, the president ensured that the club was not relegated from the super league in the 2021–2022 season. Although Giresunspor made a promising start to the 2022–2023 football season with two wins out of three matches, the team fell behind its rivals regarding squad depth because of financial difficulties. As of 1 February, the consecutive crushing losses pushed the team into the relegation zone. The team, fans and the president were devastated. Karaahmet was faced with the dilemma of resigning from the club or not.\u0000\u0000Complexity academic level\u0000This case study can be taught to undergraduate students.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 6: Human resource management.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"277 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139833874","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 : 2024-02-15DOI: 10.1108/eemcs-10-2023-0398
Efe Ünsal
Learning outcomes The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational leadership, and an individual’s leadership style can be evaluated by analysing his/her traits and behaviours. Second, decision-making is much more critical for leaders than for anyone else, and there are different approaches, such as rational and intuitive decision-making, that leaders can apply when making a decision. Third, in male-dominated work environments such as the sports sector, female executives should carefully weigh the risks and opportunities of leadership positions while being promoted. Case overview/synopsis The UPS Sports and Culture Club was founded in 2003 by Haluk Ündeğer in Zeytinburnu district, one of the most dangerous neighbourhoods in Istanbul that had a bad reputation for being high on crime and drugs. The club’s main goal was to train children from disadvantaged groups to develop a career in sports. Shortly after the club’s founding, Semra Demirer, a physical education teacher who had devoted her life to children’s physical, cultural and personal development, crossed paths with the UPS Club. In 2004, Demirer started to work at the UPS Sports and Culture Club as the general coordinator. She played an important role in the growth and development of many children over the years and helped raise very talented athletes such as Simge Aköz. In 2020, on the heels of financial and administrative difficulties, the club was at the risk of being shut down. Hence, Demirer grappled with the decision of whether to share this information with the employees and players in the club. She deeply considered how she could overcome the conflict between transparency and confidentiality she was experiencing. Complexity academic level The case study is suitable for undergraduate students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.
{"title":"How a leader in the footsteps of Atatürk enlightened the lives of thousands of children","authors":"Efe Ünsal","doi":"10.1108/eemcs-10-2023-0398","DOIUrl":"https://doi.org/10.1108/eemcs-10-2023-0398","url":null,"abstract":"Learning outcomes\u0000The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational leadership, and an individual’s leadership style can be evaluated by analysing his/her traits and behaviours. Second, decision-making is much more critical for leaders than for anyone else, and there are different approaches, such as rational and intuitive decision-making, that leaders can apply when making a decision. Third, in male-dominated work environments such as the sports sector, female executives should carefully weigh the risks and opportunities of leadership positions while being promoted.\u0000\u0000Case overview/synopsis\u0000The UPS Sports and Culture Club was founded in 2003 by Haluk Ündeğer in Zeytinburnu district, one of the most dangerous neighbourhoods in Istanbul that had a bad reputation for being high on crime and drugs. The club’s main goal was to train children from disadvantaged groups to develop a career in sports. Shortly after the club’s founding, Semra Demirer, a physical education teacher who had devoted her life to children’s physical, cultural and personal development, crossed paths with the UPS Club. In 2004, Demirer started to work at the UPS Sports and Culture Club as the general coordinator. She played an important role in the growth and development of many children over the years and helped raise very talented athletes such as Simge Aköz. In 2020, on the heels of financial and administrative difficulties, the club was at the risk of being shut down. Hence, Demirer grappled with the decision of whether to share this information with the employees and players in the club. She deeply considered how she could overcome the conflict between transparency and confidentiality she was experiencing.\u0000\u0000Complexity academic level\u0000The case study is suitable for undergraduate students.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 6: Human Resource Management.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"153 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139834810","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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