Duyệt theo Kiểu tài liệu "Tình huống nghiên cứu"
- Ấn phẩm100% Great Songs, reverse positioning of Delta FM Radio, Indonesia. Vol.3 No.6 2013 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2013) Maulana, Amalia E.; Kuncoro, Pandu Jati; Hikmah, Lexi Z.Declining radio listenership is triggered by lack of attention of the radio managers to the desires of radio listeners. Delta FM radio, as part of Masima Media Group, is a radio that realized the need for revitalization. They changed their target audience and positioning to regain its former glory. Delta FM radio get back to the core benefit with the tagline: “100% Great Songs”. Shifting from highlighting the emotional benefits to functional benefits and to cut a variety of benefits is called “reverse positioning”.
- Ấn phẩm5FM : youth radio in the digital age. Vol. 7 No. 2 2017 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2017) Abratt, Russell; Cullinan, JustineIn December 2015, Justine Cullinan, station manager of 5FM – a commercial, national music-radio station – reviewed the listenership and revenue figures for the year. When she took over as station manager in October 2014, 5FM had been through a three-year period of sharply declining listenership and revenue. Since then, by growing 5FM’s online community and adjusting the station’s overall strategy, the tide of decline had slowed. 5FM’s limited marketing budget prevented it from attracting listeners through traditional marketing avenues. Cullinan wondered how she could grow audiences and revenue and forge a new way for radio to benchmark success in a world where online communities were ever more important.
- Ấn phẩmA Big Bath in China : accounting and corporate governance. Vol.1 No.1 2011 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2011) Ren, MingchuanChina has largely changed its accounting practice in line with international norms. But its corporate governance structure continued to be administratively driven. Many Chinese-listed companies, especially big ones, are transformed from state-owned enterprises, with the government as their largest shareholder. It is no exception to Company C. Then what is the common pattern of accounting behaviour in China? An insight could be drawn by analysing this case.
- Ấn phẩmA case of talent management practices in motivating fast food service employees. Vol.7 No.3 2017 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2017) Sinclair-Maragh, Gaunette; Jacobs-Gray, Noriel; Brown-Roomes, NoreneFood service management, human resource management, hospitality strategic management and, international business and management. Study level/applicability.
- Ấn phẩmA day to remember. Vol. 2 No.2 2012 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2012) Jain, Kamal K.A premier business school in Central India decides to offer the Best Teacher Award to a faculty who gets the highest feedback from the students. The idea is to motivate the faculty and also help them improve their teaching pedagogy/style, etc. A feedback form is designed and administered in the last session of the course. The average across all the sections and courses is calculated and displayed on the institute's intranet. Soon doubts are raised on the validity of the decision to give away the Best Teacher Award based on students' feedback. The case makes an attempt to highlight that performance is a function of several factors. What apparently seems to be a great performance may not be a great performance and similarly what apparently appears to be poor performance may not necessarily be poor performance. One needs to dig deep into this to arrive at any meaningful conclusion.
- Ấn phẩmA dilemma of terracotta professional – the case of implementing information systems in a terracotta unit. Vol. 4 No.4 2014 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2014) Mohapatra, Sanjay; Nayak, Amit; Bhangadiya, AnkitaKrutika Terracotta Unit is a small unit located in Bhubaneswar, Odisha (India), owned by Mr Tarun Tapan Sahoo. The organization product portfolio varies from decorative statues, pots and vessel to customized products demanded by customers. Organization is also involved in training and renting the products for traditional fairs, marriages and religious ceremony in Bhubaneswar along with order sales. The case attempts to get a close picture of the industry. The exercise of developing the vision, mission, and goals for the organization was carried out and an attempt was made to align the information system with the business objectives even though the organization does not have a very structured organogram. Using BIS will surely reduce manual work and will give qualitative output. There will be lesser hassles in management. The defined and integrated approach will also help in taking strategic decisions well. The objective is to develop and apply well-structured BIS which can be integrated with the existing system so as to develop the terracotta organization in terms of reachability and profit-making with better decision-making capacity.
- Ấn phẩmA global brand in a local market. Vol. 4 No.8 2014 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2014) Vardar, Nύkhet; Jacobs-Gray, Noriel; Brown-Roomes, NoreneThis case looks into a well-known global carbonated drinks brand in Turkey and what it has done to become a true global brand with a local touch, especially at hard times when the country was facing a major economic crisis in 2001, and then later in 2008 during the global crisis. In this case, we see how this international brand reacted under these harsh circumstances, what they have done to be able to move closer to the hearts of Turkish consumers. We also see the importance of continuation of marketing and communication efforts for brands when economic conditions are not so good. Consumers are quick to respond to brands which keep talking to them, keeping the dialogue channels open and give those brands credit long after the crisis is over.
- Ấn phẩmA hotel within a hotel in Bangkok. Vol. 2 No. 8 2012 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2012) Lewis, Robert Alan; Mottier, Ewa MariaThe study aims to evaluate the experiences of hotel employees at the Mandarin Oriental Bangkok's new employee centre. This centre, called the “O-Zone”, is an example of the hotel's commitment to the well-being of its staff. On a larger scale, it is an illustration of a method to maintain employee motivation and commitment in the luxury hotel industry. The case is particularly useful to investigate as the hotel has created a unique approach to employee well-being in a large urban setting where employees experience a stressful living environment, including long commutes. This is supported by studies in the literature which reveal that burnout and stress are important factors to consider for hotel employees.
- Ấn phẩmA messy picture. Vol. 3 No.8 2013 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2013) Goel, Sangeeta; Bajaj, GitaThis teaching case is based on a real incident that took place in a defence production factory of India in the year 2009. It succinctly unfolds a small showdown between two officers that acquires a disproportionate size and explosive dimension and vitiates the environment of the entire organization. The case is a narration of a small row that in no time became a full-blown organizational dispute with layers of issues. Two officers, one very senior and the other influential, got entangled in a conflict, unfortunately in the presence of a large audience; dissatisfied workers and officers fanned the sentiments and encouraged them to unethically leverage legal privileges by gaming in the name of caste and sexual harassment to gain power in the messy dispute. The protagonist Ram Sharma, the General Manager (head) of the factory, is in a precarious situation as the conflict not only puts his managerial skills but also his moral standards and ethics to test.
- Ấn phẩmA Mexican edutainment business model : KidZania. Vol. 3 No. 5 2013 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2013) Castorena, David GÜemes; Prado, José Aldo DíazKidZania® is a Mexican company of family entertainment centers, founded in 1996 by Luis Javier Laresgoiti Fernández and fully developed by Xavier López Ancona. An innovative concept inspired in a fusion of nursery and theme park, KidZania®, brings together strong brands as partners to support their own and offer a complete entertainment and educational experience to kids between two and 16 years old. A unique business model, involvement of experts and a committed board of directors has been the key to the innovation of KidZania®. Its managers, by 2011, operate eight centers – two in Mexico, two in Japan and the rest in Indonesia, Portugal, United Arab Emirates and South Korea – and have plans to expand to more countries in Asia, Latin America and Europe in 2011 and finally to the USA. The future of KidZania® seemed bright, and the manager of the company believed that the growth appeared unstoppable because the purpose was to grow on 100 percent. The strategy appeared clear: dominate in the emerging and consolidated markets (big cities) in order to strengthen its competitive position and then, enter the US market with all the muscle and take the lead in the biggest market. But what was the competition going to do about it? What will the moves be for big players like Walt Disney – which had revenues of US$38.06 billion (USSEC, 2010), for example? Will the competitors try to buy the new entrant in order to build it up or to disappear it? Or will they try to imitate KidZania®? What would be the future of this new edutainment business model?
- Ấn phẩmA new business model to Chinese style agricultural industrialization. Vol.2 No.8 2012 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2012) Wang, Zheng; Lin, GuipingThis case provides a real-life entrepreneurial situation in agricultural industry in China. The protagonist of the case is the founder and CEO of the start-up Harvest Agricultural Technology and Development Company Limited (Harvest). From his perspective, the case depicts the current business environment for private companies in China, and presents the opportunities and challenges a new start-up faces in this environment.
- Ấn phẩmA social entrepreneur’s journey : Leading a foundation across cultures. Vol. 3 No. 2 2013 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2013) Betters-Reed, Bonita; Porter, EliseThis is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.
- Ấn phẩmA tough choice. Vol. 2 No. 7 2012 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2012) Kravchenko, Nataliya A.; Kuznetsova, Svetlana A.This case illustrates how Storm, a small innovation company located in the city of Novosibirsk, Russia, tackled the problem of future development. The company was set up in 1992 by young scientists to produce equipment for automatic process control systems in power engineering. All the engineering solutions were based on the developments of the company's founders. Currently Storm is the regional leader in creating engineering complexes for power generating companies. However, because of the drastic changes in the business environment and increased market competition, the company faced the challenge of further development. The company's management and owners saw the further development prospects and risks differently. Three strategic alternatives are available and the company is required to choose one of them, substantiating the choice made.
- Ấn phẩmAachi – spicing up a growth trajectory. Vol. 4 No. 2 2014 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2014) Swaminathan, T.N.; Arun, T.Isaac Padmasingh, a first-generation entrepreneur who was awarded TiECon's “Extreme Entrepreneur of the Year 2010”, has built a thriving enterprise. From his first job as a salesman in Godrej to being the founder of “Aachi” group of companies with a turnover of INR 700 crores (USD132 million) annual revenue, he has had quite an eventful journey. His early insights in Godrej in sales and distribution, coupled with his entrepreneurial passion, have enabled him to grow his company this far in a short span of 14 years. His business is partly managed by his wife and his two sons who are the directors of this private enterprise. Now he is making bold moves to venture outside Tamil Nadu and become a national brand, which means a major scaling up and moving into the next orbit. Vital questions in scaling are: Is Aachi pursuing the right growth strategy in their effort to scale up? How can Aachi look at the imminent foreign direct investment in retail as an opportunity for growth? Looking back over the years, what has Aachi learnt and how to carry forward the best practices and learn from the mistakes made?.
- Ấn phẩmAavaran : creating niche through contemporary traditional textiles. Vol. 3 No. 2 2013 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2013) Mishra, JagritiThe case study discusses how Aavaran developed the unique positioning of a retail platform for contemporary products made from traditional techniques, skills and hand-based processes; how it could revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing efforts.
- Ấn phẩmABC Development Organization. Vol. 3 No. 6 2013 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2013) Sarma, Sushanta Kumar; Mehta, MadhaviABC Development Organization (ABCDO) is a civil society organization working in Dungarpur district of Rajasthan. ABCDO is working towards empowering tribal women of rural Rajasthan through making credit accessible to them and by offering them various livelihood choices. The organization employs local people, most of whom have not received college education. Illiterate, marginalized, and poor are the adjectives that describe the clients of ABCDO – the women from rural and tribal Rajasthan. ABCDO played the role of an intermediary between these hopeless women and formal financial system. ABCDO works with low degree of formalization and with a relatively low amount of documentation, despite being in the business of delivering financial services. However, such low formalization has never caused any problem in coordination of various activities within the organization and ABCDO has been growing in operation for the last couple of years. The case is about the role played by organizational culture in an organization with low degree of formalization. This case examines the emergence and functions of culture in civil society organizations which are often characterized by routineness of technology, yet the absence of rules, procedures and written documentations.
- Ấn phẩmABIL’s dilemma : to brand or not to brand in India. Vol. 1 No. 1 2011 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2011) Sisodia, Sonal; Chowdhary, NimitAbhishek Industries Limited (ABIL) is an entrepreneurial venture of Mr Abhishek Batra that came into being in 1993. ABIL is the leading supplier of Terry Towels to some of world's leading retailers including Wal-Mart, JC Penney and Sears. In spite of some business fluctuations, ABIL has an impressive performance record that is reflected in its financial data. The concern, however, is that of product commoditisation, since established foreign importers and distributors prefer to sell the products under their own brand name. Consequently, even though the export margins may be lucrative; the lack of a brand presence is what bothers the senior management of the company. Given an optimistic domestic business scenario, the senior management is once again evaluating the odds to enter the domestic market using its own brand name. While some of the younger managers are optimistic and want ABIL to emerge as a brand, some senior colleagues are unsure.
- Ấn phẩmAbraaj Capital Limited : celebration of entrepreneurship (CoE). Vol. 1 No. 4 2011 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2011) Balakrishnan, Melodena Stephens; Michael, IanThis case is a good example of community engagement and showcases entrepreneurship ecosystem development. This case also highlights the challenges of putting together a signature event in a very short time frame. The future management dilemmas are also raised on various issues like whether to make this successful event a regular part of their organizational activities, and issues concerning the funding of such events.
- Ấn phẩmAchieving E - commerce benefits in a garment manufacturing firm. Vol. 4 No. 7 2014 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2014) Boateng, RichardThe case study presents a summary of e-commerce capabilities in the firm, the key resources developed and actions taken to deploy e-commerce capabilities and the notable benefits obtained through these e-commerce capabilities. The study shows that, first, the ability to access information and communication technology (ICT) infrastructure matters in developing countries, but managerial capabilities matter more. Managerial capabilities enable firms to find external resources (both in-country and globally) to substitute for internal resource deficiencies. Second, intangible social resources – trust, reputation and credibility – play a critical role in determining whether the e-commerce strategies of firms are successful or not.
- Ấn phẩmAdvanced Systems, Egypt : IT outsourcing in a highly competitive market. Vol. 1 No. 2 2011 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2011) Hussein, Samir M. Youssef; Chowdhary, NimitThis case deals with an information technology (IT) outsourcing company based in Egypt which has ventured into the international market right from the start without establishing itself first in the local market. Its record of success was due largely to a group of young Egyptian entrepreneurs with an international orientation. Their strongly held values were translated into an organizational culture that was manifested in the company's relationships with its clients, whether multinational companies or regional governments. This mutual trust has generated work through referrals and has saved the company the need, at least initially, to adopt a proactive marketing strategy. In addition to culture the company's structure has shown considerable agility in dealing with the unexpected demands from clients through developing strong functional departments supported by numerous cross-functional teams. The case also presents the development of the human resource function which is considered the backbone of IT outsourcing companies.
- Ấn phẩmAdvanced Technology Investment Company (ATIC) : a destination, global champion. Vol. 1 No. 4 2011 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2011) Balakrishnan, Melodena Stephens; Moonesar, Immanuel AzaadATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.
- Ấn phẩmAffordable solar solutions to replace diesel gensets. Vol. 1 No. 3 2011 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2011) Singh, HarjitFewer than two percent of Guinea Bissau's rural households had access to electricity from the grid. Efforts by the state monopoly to improve that figure by expanding the grid have had little effect, in part because the rural population was sparse. Central Electronics Limited, a public sector based company in India, was assigned to develop economic solar systems as a safe and eco-friendly substitute for the diesel gensets under IBSA (a trilateral, developmental initiative among India, Brazil, and South Africa) with the help of United Nations Development Program. The case provides an opportunity to examine the strategy of a small and poor nation to meet the needs of modern energy sources needed for improvement in health, education, transportation, and commercial development. The case focuses on Guinea Bissau's use of a trilateral partnership to achieve its rural electrification objectives despite several push backs.
- Ấn phẩmAFP Innova : Competing in a tender for new affiliates. Vol. 2 No. 7 2012 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2012) Farías, PabloIn Chile, a law passed in 2008 introduced a bidding process to be held every 24 months in the pension industry. The tender mechanism was introduced as part of a reform aimed at reducing the commissions charged by pension fund administrators and at making it easier for new players to enter the market. In early 2009, Daniel Ugarte wondered if it was finally the right time for his firm to enter the pension industry. Ugarte was asked by the board to help chart a direction for the firm. The winning criterion was the lowest management fee (commission) paid by the affiliates. The main focus of the case is a quantitative assignment that asks students to calculate how customer lifetime value (CLV) and customer equity (CE) would be affected by the commission offered.
- Ấn phẩmAfter 12. Vol.3 No.3 2013 [Tài nguyên điện tử](Emerald Group Publishing Limited, 2013) Dastidar, Surajit Ghosh; Jain, Nitin KumarShrey Gupta and Manoj Agarwal were the co-owners of “After 12”, a food facility in the Dhanakwadi area of Pune, India. In only nine months, their food enterprise had become quite popular among the local college going crowd. They were doing brisk business and sales had picked up quite a bit in the last two months. They both were quite pleased with the progress of their business. However, in spite of increasing sales figures in the last few months they hardly generated any profits. The revenue they generated was completely spent on buying raw materials like vegetables and other food materials and the rest was used in the payment of utility bills and wages of the cook and the helper. They only had enough money to continue for another month or so. Both pondered about what is the way to proceed. What can be done to make it sustainable? How would they arrange the extra money to get them going? Should they close down “After 12”?
