This case describes the emergence of a Bulgarian-based software company, telerik, from into one of the world’s top developers and vendors of .NET products for Microsoft’s .NET Framework. It focuses on the 200-person company and its management style as developed and implemented by the original four company founders who still serve as the company’s senior management team. It details telerik’s use of the innovative software development processes, agile development, and describes its implementation into a total business culture of collaborative management, open communication, and team decision-making. The case delineates the “cutting edge” human resource practices designed to attract, retain, and develop top talent in a highly competitive market.
This case is designed for senior- or graduate-level business students who are studying organizational management and culture. The focus can be on overall culture and management, on human resources management, or on the process of agile development. More
The theme of the case is about a change process, which takes place in a small company that aims to grow and increase its market share. Although the change started from top, participation of the employees was provided. Hence, employees supported the change process and by this way, Yellow Auto Company could achieve its aims.
Case provides a real life example for a top-down change and its difficulty level is moderate. It reflects a well managed change process and force field analysis can be applied to the case. At the end of the change period, company improved its financial performance and employees created more positive attitudes towards the company. Hence, the case can be used to explain an organization development effort. Alternatively, case can be used to explain the effects of physical conditions and work design on employee motivation. More
This case describes the challenges faced by QualPak management in their effort to have the company survive in the face of low-cost Chinese competition as well as the credit crisis. The company had grown because of its focus on quality and customer relations but has had to slash costs, first in response to foreign competition, and now again due to the global credit crisis. The case shows that companies need to make decisions within a systems context where changes in any one sub-system can impact other units of the company, or even its external partners, in complex ways. It also indicates that decisions to reduce the quality of either processes or products must especially be made with great care because even though they are meant to be short-term survival measures, they can also create significant short-term disruptions along with their long-term implications.
This case touches upon various aspects of management decisions in the context of reducing costs at the expense of quality, and aims to show that decisions must be made in view of the overall goals of the company. It can be used in a strategic management or capstone course as it has applications to several aspects of an organization, from production and information technology, to finance and marketing. More
The case gives the general view of the textile company’s strategy, delving into each of the departments that are key to the success of the Mango company. Mango, a company in the textile sector with an important presence in Spain and internationally, decides to enter new segments of the industry to increase its principal target audience, strengthen its brands, and push for more sales of its products.The company has a clear business model where the most important role is played by people and technology. Through the use of strategic choice diagrams, the model created by Mango is analyzed in detail.
The case study is primarily directed at MBAs and programs for executives, where discussions will be based around strategies and business models of successful companies, as well as, the challenges they will face in the future.
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The case chronicles how Greenheart, a multinational food producer headquartered in the Netherlands, strove to incorporate environmental sustainability in its business operations. While the company embraced sustainability as a core value, rethought its business activities, was open to a variety of (external) stakeholders, and allocated ample means to reduce its environmental impact, its drive for sustainability lost momentum following a change of ownership and the advent of economic difficulties. Nevertheless, the new company’s environmental activities were undertaken on a more structured basis. The case invites reflection on the critical factors – including stakeholder influence and organisational learning – that explain changes in corporate environmental performance.
The case is suitable for M.Sc. and Ph.D. students of management and organisation, as well as managers and executives considering how best to implement or sustain policies of environmental sustainability within their companies. More
Keywords: environmental sustainability, ethics
The theme of the case is about a joint venture company, which was established in Turkey. Parent companies were a global German holding company and a Turkish small company. The case mainly explains a success story of the joint venture company which was established by two extremely different companies in terms of management styles, cultures and size.
Case provides a real life example for a successful joint venture company. Although the difficulty level of the case is low, it reflects a well managed adaptation period of management styles, reporting systems and procedures between two companies. Therefore, it can be linked to international business strategies in management theory. Also, cultural differences and their effects were explained. Hence, it can be an example for the effects of culture in international business. More
Keywords: joint venture
A key issue in the case is to what extent environmentally friendly production and socially responsible behaviour as pursued by Ecoprint provide competitive advantage in the printing industry, especially in the circumstances of economic downturn witnessed in 2008-2009. Ecoprint is a small printing house operating in Tartu, Estonia. It has been a pioneer in implementing environmentally friendly production and developing Green Print, a unique product that used only natural inks and certified paper.
This case can be used for classroom discussion and small group assignments. The case is suited for use on second or third year undergraduate level and MBA level for courses on strategic management and business ethics. The case and teaching note has been subject to group discussion consisting of professors and doctoral students with teaching assignment and developed accordingly.
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This teaching case examines the legal dispute between China’s leading beverage company, Wahaha Group, and the French beverage giant, Groupe Danone. Danone and Wahaha formed a strategic JV partnership in 1996. Over the next decade, both companies profited from the JV. Wahaha joined the global top 5 beverage companies and Danone gained a strong foothold in China. Despite all their success, however, Danone and Wahaha were trapped in a complex and thorny relationship. A series of legal battles accompanied by high-profile media wars broke out in 2007. The initial trademark transfer dispute escalated into fights about foreign monopoly, local protectionism and national economic security, which led the presidents of both countries to ask each party to find an amicable solution.
The audience for this teaching case are Master’s and Ph.D. students in management, and managers and executives of Western multinationals. The purpose of this teaching case is to lead students to consider that in order to do business successfully in China, multinationals must align their interests with their Chinese counterparts rather than challenge or compete with them. This is especially important in a business environment like China where legal protection is weak.
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The teaching case illustrates the development of captive centres since the early 1990s. The evidence presented in the case provides an excellent opportunity to examine the rationale behind the allocation of some back office activities to offshore locations. Furthermore, the first part of the case provides information about the changes in scope and specialities that have been offshored through captive centres. The second part of the case, on the other hand, provides an account of the challenges faced by two captive centres that illustrate the strategic change that took place since the early 21st century, along with the opportunities presented to the parent firm to exploit and further develop their offshore assets.
The key objective of this teaching case is to encourage managers and executives to think about their offshore assets in a strategic way. While the early adapters of offshore strategies perceived the offshoring of back office operations as a move driven by cost efficiencies, evidence from recent years has shown that in fact growth strategies and access to unique skills are becoming some of the dominating factors in the setting up of captive centres. Therefore, each challenge identified in the teaching case should be examined from the perspectives of both cost reduction and growth strategies. More
This case examines the corporate governance issues at the India-based IT services company Mahindra Satyam. Mahindra Satyam (the new brand identity of Satyam Computer Services Ltd.), a leading global business and information technology services company, delivers consulting, systems integration, and outsourcing solutions to clients in numerous industries across the globe. In Indian context we can see in this story how because of lack of Corporate Governance Satyam computers had lost his identity and wear a new Brand that is Mahindra Satyam.
The case describes the history and corporate governance structure at Mahindra Satyam, its code of conduct and core values.
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The case considers a renegotiation of an iron ore mining contract by the Government of Liberia and steelmaker ArcelorMittal in 2006 amid criticism that the deal unfairly favored ArcelorMittal. The case of ArcelorMittal’s investment in Liberia’s iron ore sector is multidimensional, and raises complex issues regularly faced by companies doing business in developing countries.
This case study has been developed to teach the rights and obligations of companies and governments regarding natural resource extraction. This case is intended for use by MBA students studying investments in developing and emerging markets (specifically project finance in post-conflict countries), corporate social responsibility and other related subjects.
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The business case tells the story of ABN AMRO’s strategy behind entering and winning the Volvo Ocean Race. As will become clear, participation in the race provided the bank with a platform to promote the ‘one bank philosophy’ to its worldwide customers, potential new customers, and employees. The case provides a triptych of a number of major management challenges faced by the bank throughout the race by focusing on three different managerial levels: the top strategic level, the organisational level and the operational level. The case demonstrates how winning the sailing race, pulling off a successful global marketing campaign, boosting employee commitment, and also mitigating the many risks and operational challenges within this very unfamiliar environment to the bank, could only be achieved by AA through learning to sail as ‘One Team’.
The case describes a selection of important management challenges at three managerial levels: the top strategic level, the top managerial level of AABS (the internal implementing organisation of the sponsorship) and the operational level.The case can be used for individual study as well as for collective teaching purposes. More
The case describes what kind of problems the "Shoro" company has got to face when it decided to introduce Quality Management System. The “Shoro” company was formed in 1992. The history of the “Shoro” firm is a history of continuous innovation and hard work, mistakes and problems, patience and steadfastness of the Ehgemberdiev brothers, as well as those who were with them during the founding of the company.
The case examines in detail the history of the "Shoro" company and its development, analysis and realization of policies and strategies of the “Shoro” company in terms of quality.
Given case study is recommended for teaching senior students and magistrates in the following subjects: “Quality Management”, “Planning and Forecasting in Market Environment”, “Logistics” and “Innovation Management”. It requires basic knowledge in such disciplines as “Economics of Enterprise”, “Basics of Management”, “Statistics” and “Microeconomics”.
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Keywords: quality management system
The case examines the situation faced by the eco-friendly resort through the eyes of Rohan Patel, the third-generation family member freshly graduated from his MBA degree in Europe who had just returned to join the family firm. First on his list of priorities was how to deal with the occupancy problems at Larsens Camp – one of the three properties that made up Wilderness Lodges, the company’s luxury hospitality business. The tourist trade in Kenya had been hit by the double whammy of political violence followed by the credit crunch and global recession, both of which had been nothing short of disastrous for the hospitality business.
The case has been used both with MBAs and with executive education programs. More
This case study is prepared to reflect the real life experience of Gerlisberg Turkey’s 360 Degree Method Application. This case depicts the 360 Degree Feedback Method application of a multinational via focusing on its Turkey operations. It touches upon the distributive leadership practices of this multinational. A brief description of both concepts -360 Degree and Distributive Leadership- is provided to the reader. In order to let them make a thorough analysis of the application both the negative and the positive sides are given. The main issues a multinational should consider when applying certain HRM practices are also pointed out in the case.
Aim of this case is to let the readers replace Mr. Uğur to analyze the situation with all its aspects and determine the antecedents and consequences of this application in order to suggest future improvements. The other objective is to provide readers with the chance of familiarity in 360 Degree Feedback Method and Distributive Leadership.
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This case is a classic example to demonstrate the innovation that is taking place in contemporary corporate finance. It deals with dual subject categories of capital structure and dividend policy. The case may also be used in International Finance classes as the corporate culture encompasses the emerging markets.
The objective of this case is to make students realize the implications of various methods of shareholder rewarding available to a corporation. The corporation has to weigh the consequences of each alternative in the context of expected sustainability of future earnings and their growth. The case discussion may center on corporate finance issues, agency issues, and ownership issues. EVA analysis adds rigor to the student understanding of income and cost of capital estimation. More
This case illustrates how a company Hlebny Dom, a bread-making company located in the City of St. Petersburg, was solving the problem of limited production facilities of all divisions of the company. Hlebny Dom, with around 2500 employees, produces 400 ton of bakery products daily and holds the leading position in St. Petersburg market. It achieved considerable competitive advantages and occupied the leading position in the bakery market. For solving the key problem were invited five experts. Each of them is a top-class manager who has already succeeded in his or her company and after analyzing the company situation they formulated the tasks to solve in the future.
The case also examines the history and continued growth of the company, information about main competitors and detailed five consultants’ meeting with invited experts. More
The case describes the management challenges for WEB.DE AG, a fast growing company in the internet business. WEB.DE has its roots in CINETIC (Corporation for the Development and Sale of Media Technology) GmbH headquartered in Karlsruhe, which was founded as a software development company by brothers Matthias and Michael Greve in 1987. In 1994 CINETIC changed its focus to the developing Internet/World Wide Web. Just in the year the business unit WEB.DE, with the focus on end-user services and services for navigating and communicating in the Internet, was brought to life. Matthias Hornberger, board member for business development, called the then web catalog the German answer to Yahoo! In November 1995 the first commercial web catalog with around 2,500 entries was started. After one year the number of entries rose over 1,000% to 25,000. The brothers Matthias and Michael Greve developed the editing system COPS (Corporate Online Publishing System), which is the technical basis of the catalog used by WEB.DE since then and up until today.
The case also examines in detail the products and technology of WEB.DE AG, its business model and competitors, prospects, goals and the future challenges for the company. More
Keywords: internet technology
The case describes the experience of Fashion Constellation S.A., a textile clothes producer on the Romanian market and how the changes in the country affected of its activity, its rise and subsequent fall. Starting with 1990 many changes took place in Romania, not only in the economic area, but also in social and political ones. Therefore, in order to survive and develop, Fashion Constellation Co. had to adjust its market approach.
The case also examines in detail the history of the company and its continued growth, strategies of the company, gives a deep analyze of the Romanian micro and macro environment, market size, purchasing power evolution and competition.
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The case devotes to the activity of Astra Company, the middle size Slovenian firm and overview of the complexity of takeovers. The case highlights the role of Mrs. Pirc, the CEO of Astra, which is in the process of reorganization. The firm is in transition from the communist model of economy to the capitalist one. The firm has some alternatives and the key issue is to choose the appropriate one.
The case examines in detail the history and growth of the Astra Company, ownership structure of Astra Technical Store, three possible scenarios for strategic development of Astra Technical Store, positive and negative takeover aspects. More
Keywords: Acquisitions
This case describes the market of telecommunication in Georgia and its liberalization. For the first time in its history, the company Georgian Telecom, former monopolist of long distance and international calls in Georgia, was allowed to set its own tariffs within the wide tariff band defined by the newly established Regulatory Commission. Liberalization of Georgian telecommunication industry in recent years caused many problems to GT. The company was losing its market share to newly emerged competition. Declining revenues put pressure on the management to increase former monopolist’s efficiency. The key issue is what tariffs for international calls Georgian Telecom will set because setting right tariffs is crucially important for GT to defend its market position against small aggressive competitors.
The case examines in detail telecommunication Industry in Georgia, the history and growth of the company Georgian Telecom and management Meeting where they discussed consumer tariffs of international calls. More
Keywords: liberalization, market regulation, telecommunication
The case describes the dilemma faced by RBS Skals, a construction company that during eight years of its operations RBS has grown from a team of young and entrepreneurial guys doing renovation of flats and has become one of the largest construction firms in Latvia, offering services also in Lithuania and Belarus. Company RBS Skals was going to participate in a closed tender for the reconstruction of the Central railway station announced by the Norwegian company Linstow Warner. They had to make the decision about the possibility of participation at the tender and identifying the base price of the project that would affect the future of the company because the company that would have a chance of executing this project would acquire significant market share and could become a market leader.
The case examines in detail the construction market in Latvia, the history and growth of the company RBS Skals and its leader, its organizational structure, the particularized work on preparing the bid.
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Keywords: constructiom market, price of the bid
The purpose of the case is to consider the main opportunities and pitfalls after the acquisition of Cedevita by Atlantic Trade d.o.o.
Slovenian Atlantic Trade d.o.o. has developed from a small company, with only a few employees, into a modern company, which, together with its interest-bound companies, has more than 400 employees. Cedevita d.o.o. today unites activities in food product development, production and sales in Croatia and export markets for nutritional food and beverages; such as instant drinks, teas and candies and holds the leading market share in Croatia, Slovenia, and Bosnia & Herzegovina.
The case examines in detail the history and continued growth, organizational structure and the sales team of Atlantic Trade d.o.o., its five elements of success, the industry and markets of Atlantic and Cedevita and their international development. More
Keywords: acquisition, internationalization
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