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Febriyanti, Emma Rosana, Raisa Fadilla, Chairil Faif Pasani i Rizky Amelia. "NovoLearning: A strategic response to large class problems in teaching non-English department students". JOALL (Journal of Applied Linguistics and Literature) 7, nr 2 (12.08.2022): 395–412. http://dx.doi.org/10.33369/joall.v7i2.20117.
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Having English for all non-English department students as a compulsory course in the institution is worthwhile for the improvement of students’ ability in using foreign language; however, practically, the students and the lecturers deal with a lot of issues regarding the implementation of the subject itself. Every English class of non-English department is a large class consisting of more than 50 and even 100 students. Handling large classes constitutes a real challenge to every lecturer that it may hinder greater academic achievement and favorable attitudes toward learning. This study aims to find out how NovoLearning program can be the alternative to cope with large class problems of non-English language students. NovoLearning program is an artificial intelligence-based mobile learning that provides a fully integrated training solution, allowing focused English language instruction, communication preparation and integrated skills training. This study employed descriptive qualitative research involving 356 non-English department students from MIPA major namely Mathematics, Biology, Chemistry, Physics, and Natural Science Education Study Programs. Interview, observation, and documentation were employed to obtain the data of this present study. The results show that NovoLearning program can elevate the efficiency of the teaching and learning level to its best quality. It witnessed several views of students that get advantages from the use of the program such as the interactivity, boost on students’ English proficiency, and high-quality feedback. The practical use of this program makes it potential to be applied not only for today’s learning as an alternative to cope with ineffectiveness of large class but also for more advanced learning in the future.
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Lindayani, Lilik Rita. "STUDI GEOGRAFI IMAGINATIF DALAM PROSES PEMBELAJARAN BIPA". Jurnal Pendidikan Bahasa dan Sastra Indonesia 9, nr 1 (11.05.2020): 26–31. http://dx.doi.org/10.15294/jpbsi.v9i1.38557.
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Abstrak
Hubungan ideologis pada proses pembelajaran bahasa Indonesia untuk penutur asing (BIPA) tidak dapat dielakkan, karena program BIPA adalah sebuah program yang berelasi dengan banyak pembauran budaya di dalamnya. Bentuk bahasa (kata, kalimat, dan variasi bahasa) adalah bagian dari faktor keberhasilan pengetahuan bagi pembelajarnya sebagai penerima konvensi. Bahasa tanpa karakteristik budaya sama artinya dengan mempelajari bentuk gramatikal semata tanpa memperhatikan makna. Sementara, inti dari berbahasa ialah apabila komunikasi yang terjalin dipahami karena adanya makna dari bahasa itu sendiri. Artikel ini menjelaskan kemungkinan pola belajar dari titik geografi imajinatif untuk menyoroti dan membangun identitas bahasa Indonesia yang dipelajari melalui pendekatan Orientalisme Edward Said. Persepsi persoalan bahasa yang dipelajari dan konstuksi identitas penutur yang mempelajarinya menjadi sebuah fenomena, hingga peran geografi imajinatif menjadi penting. Ide dasar dalam artikel ini adalah mendesposisikan pengalaman belajar dan mengajar menjadi strategi yang terpolakan sebagai langkah awal dalam memahami karakteristik pembelajaran BIPA melalui dasar-dasar pengenalan dan pengetahuan geografi imajinatif dalam prosesnya. Dalam hal ini, ide belajar bahasa biasanya mempertimbangkan kekuatan kelas serta tingkat kebutuhan terhadap bahasa yang dipelajari. Studi tentang otoritas kelinguistikan dibahas dengan menggunakan metode referensial, di dalamnya pembelajar bahasa asing menghadapi genre teks budaya secara umum. Dua instrumen metodologis digunakan untuk menelaah lebih jauh, yaitu memperhatikan karakateristik pembelajar BIPA dengan menggunakan perangkat formasi strategis dan posisi strategis.
Kata Kunci: Geografi imajinatif, Pembelajaran BIPA, Metode Formasi Strategis, Metode Posisi Strategis
Abstract
The ideological relationship in the Indonesian language learning process for foreign learning (BIPA) is inevitable, because the BIPA program is a program related to much cultural assimilation there. The form of language (sentences, sentences, and variations of language) is part of the success factors of knowledge for students as convention recipients. Language without cultural characteristics is synonymous with grammatical form features only without regard to meaning. Meanwhile, the core of the conversation about communication is intertwined because of the meaning of the language itself. This article explains about learning patterns from the point of imaginative geography to discuss and build Indonesian language identity which is learned through the discussion of Edward Said's Orientalism. The perspective of the language learned and the construction of the identity of the speakers who study it become a phenomenon, so the role of imaginative geography becomes important. The basic idea in this article exposes the experience of learning and teaching into a strategy that is thought of as a first step in understanding the characteristics of BIPA through the basics of knowledge and knowledge imaginative geography in the process. In this case, the idea of learning a language usually considers class and the level of need for the language being studied. The study of linguistics authority is discussed using referential methods, in which language expenditures translate cultural texts in general. Two methodological instruments are used to explore further, namely paying attention to the characteristics of BIPA spending using strategic formation and strategic positions tools.
Keywords: Imaginative Geography, BIPA Learning, Strategic Formation Methods, Strategic Position Methods
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Cohen, Martin, Anthony Llewellyn, Philippa Ditton-Phare, Harsimrat Sandhu i Marina Vamos. "Hunter New England Training (HNET): How to Effect Culture Change in a Psychiatry Medical Workforce". Australasian Psychiatry 19, nr 6 (grudzień 2011): 531–34. http://dx.doi.org/10.3109/10398562.2011.603332.
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Objective: It is now recognized that education and training are at the core of quality systems in health care. In this paper we discuss the processes and drivers that underpinned the development of high quality education and training programs and placements for all junior doctors. The early identification and development of doctors interested in psychiatry as a career, engagement and co-operation with the broader junior doctor network and the creation of teaching opportunities for trainees that was linked to their stage of development were identified as key to the success of the program. Conclusions: Targeted, high quality education programs and clinical placements coupled with strategic development of workforce has reduced staff turn over, led to the stabilization of the medical workforce and created a culture where learning and supervision are highly valued.
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Kang, Hosun, i Mark Windschitl. "How Does Practice-Based Teacher Preparation Influence Novices’ First-Year Instruction?" Teachers College Record: The Voice of Scholarship in Education 120, nr 8 (sierpień 2018): 1–44. http://dx.doi.org/10.1177/016146811812000803.
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Background/Context Teacher preparation suffers from a lack of evidence that guides the design of learning experiences to produce well-prepared beginners. An increasing number of teacher educators are experimenting with practice-embedded approaches to prepare novices for ambitious instruction. This study examines the role of core instructional practices introduced during preparatory experiences in shaping novices’ first-year teaching. Research design Employing a mixed-methods approach, we compare the first-year teaching of two groups of individuals with secondary science certification, one of which comprises graduates from a practice-embedded preparation program, and the other graduates from programs that did not feature practice-embedded preparation. A total of 116 science lessons taught by 41 first-year teachers were analyzed, focusing on the quality of student opportunities to learn (OTL) observed during the lessons. Research questions This study sought answers to two research questions: 1) What are the characteristics of students’ OTL from first-year teachers, one group of whom learned a set of core instructional practices during their preparation program and the other group of whom were not exposed to core practices? 2) Who provides opportunities for students to engage in meaningful disciplinary practices as outlined in the Next Generation Science Standards, during the first year of teaching, if any? How did they create such opportunities? Findings Independent-sample t-tests showed that there are significant mean differences between the two groups (t=3.1∼8.9; p <.001), on four metrics associated with their students’ opportunities to learn. In-depth qualitative case studies reveal two ways that core practices shape instruction in new teachers’ classrooms: (a) they support novices in formulating an actionable curricular vision as advocated by the science education community, and (b) they appear to help novices notice, attend to, and build upon students’ ideas in classrooms with the use of strategies and tools recommended by the program. Conclusions/Recommendations A focus on a set of strategic and intentional practices, designed to help teachers achieve rigorous and equitable learning goals, has potential as a curricular frame for teacher preparation. But the emphasis should be placed on the vision and pedagogical goals that underlie the core practices, rather than the ungrounded use of strategies or tools themselves.
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Sharma, Aasha Jayant. "When debt comes knocking". Emerald Emerging Markets Case Studies 6, nr 4 (15.11.2016): 1–15. http://dx.doi.org/10.1108/eemcs-04-2016-0053.
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Subject area General management/Strategy: Problems with debt recovery industry in India Strategic positioning and core competencies: expansion plans. Study level/applicability The case can be used on an MBA program for a course in strategic management. It can be used to understand the concept of strategic positioning. It will give the students an opportunity to critically evaluate a firm’s strategic positioning in the competitive environment, enable them to understand how to create and capture superior value by differentiating as compared with other players in an industry and address expansion and growth strategies. Case overview The case represents the success story of “Adhikrut Jabti evam vasuli”, a debt recovery agency that dared to use the unconventional strategy of employing women as recovery agents, against the stereotyped muscle-flexing male agents. Continuous focus on improving the processes and systems backed by an authoritative yet tactful approach of persuasion and patience has brought this recovery agency accolades and growth. But now Parag Shah the Managing Director is planning to expand its horizons and wonders whether he should go ahead opening up more branch offices across the country or whether he should convert his recovery firm into an Asset reconstruction company. Expected learning outcomes The case reinforces the importance of “Strategic positioning” of a firm due to well-planned differentiation in services. The case also addresses concepts of leadership, standardization, people skills and relationship management. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Cleary, Timothy J., Peter Platten i Amy Nelson. "Effectiveness of the Self-Regulation Empowerment Program With Urban High School Students". Journal of Advanced Academics 20, nr 1 (1.01.2008): 70–107. http://dx.doi.org/10.4219/jaa-2008-866.
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Impacting the academic performance of high school students in core academic content areas is important because of the high-stakes nature of secondary school course grades relative to their vocational and post-secondary pursuits. Getting students to become more active, strategic participants in their learning by teaching them empirically supported learning strategies as well as specific forethought and reflective thinking skills is an important pathway to academic success. The importance of self-regulation processes also has been established in recent survey research with teachers and school psychologists showing that students who are referred for academic problems often have self-regulatory skill and motivation deficits. Intervention programs like the Self-Regulation Empowerment Program (SREP) can be conceptualized and implemented within the context of school-based service delivery frameworks. Tier I interventions typically occur at a classroom level and thus are designed to provide all students with the potential benefits of an intervention. With regards to classroom-wide self-regulation interventions, there are many empirically supported techniques that teachers can readily infuse into the daily routine of a school day, such as requiring all students to set performance goals, engage in progress monitoring, and utilize self-reflective processes. Students who do not respond (i.e., continue to exhibit poor test performance) to this general level of intervention support would be eligible to receive more intensive, Tier II pull-out programs, such as SREP.
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Dakwa, Loy. "Beginning Teachers' Experiential Learning in the Era of Common Core". Journal of School Administration Research and Development 1, nr 2 (10.12.2016): 41–48. http://dx.doi.org/10.32674/jsard.v1i2.1919.
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This qualitative, single-case study described the professional learning experiences of a group of beginning teachers who participated in a California teacher induction program. The study contributes to an understanding of factors that form the foundation of professional learning as perceived by the participants. Furthermore, the study adds to extant literature on induction, including the transition period between pre-service and in-service phases, experiential learning throughout day-to-day events and action research undertook during inquiry-based projects. The following themes emerged from the study: transition from pre-service to induction, context for teaching and learning, collaboration with peers, subtle shift from content standards to Common Core standards, questioning and ascertaining the merits of inquiry as professional development, learning by experimentation and from life experiences, current practice as the ultimate payoff, nurturing experiential learning, obstacles to induction, and managing the 21st-century classroom. While beginning teachers perceived induction as one aspect of their professional learning, they deemed other factors, such as school climate, leadership, and bureaucracy as elements that could either advance or thwart their development.
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Tahili, Mashuri H., Ismail Tolla, Muhammad Arifin Ahmad, Sulaiman Samad, Abdul Saman i Pattaufi Pattaufi. "Developing the strategic collaboration model in basic education". International Journal of Evaluation and Research in Education (IJERE) 11, nr 2 (1.06.2022): 817. http://dx.doi.org/10.11591/ijere.v11i2.21907.
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<span lang="EN-US">The strategic collaboration approach has recognized widely can overcome the complexities and challenges of teaching and learning programs and achieve sustainable education quality improvement. This study analyzed the development of a strategic collaboration approach in education at local government in Indonesia. The mixed-method analyzed the correlation of the strategic collaboration approach in education. Data gained through the questionnaire for quantitative data and in-depth interview with the key informants for qualitative data. The school collaboration networks, school strategic leadership, teacher strategic alliances capacity, school culture innovation, and school committee collaboration. Besides, the education service innovation as the core objective of the element education strategic collaboration has determined by two factors consist of school collaborative strategic planning and strategic collaboration development in education. Research samples were teachers, school leaders, and school supervisors and also the personnel of the education agency of Banggai Regency, Central Sulawesi, Indonesia. The research samples selected by using a stratified random sampling technique. There were 521 selected respondents and 15 key informants. The questionnaires for quantitative model are scaled on a 6 point-Likert scale ranged from strongly agree to strongly disagree. The strategic collaboration development model viewed as a better approach to achieve education quality improvement, creating a service innovation, and quality control in education.</span>
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Maulana, Amalia E., Pandu Jati Kuncoro i Lexi Z. Hikmah. "100% Great Songs, reverse positioning of Delta FM Radio, Indonesia". Emerald Emerging Markets Case Studies 3, nr 6 (14.11.2013): 1–11. http://dx.doi.org/10.1108/eemcs-06-2013-0087.
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Subject area Reverse positioning, market segmentation, customer-centric organization. Study level/applicability Postgraduate program; Master in strategic marketing and Master in business administration. Case overview 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”. Expected learning outcomes The objective of this case study is to give deeper comprehension a new concept called reverse positioning or reverse branding. It is an example of the dynamic of hyper competition in media market in practice, in the emerging market such as Indonesia. It provides clear picture of the difference between listener oriented vs advertiser oriented company and the impact of the imbalance portion between them. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Singhania, Monica, i Puneet Gupta. "First Telecom – India 2.0 strategy". Emerald Emerging Markets Case Studies 6, nr 2 (16.06.2016): 1–11. http://dx.doi.org/10.1108/eemcs-04-2015-0067.
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Subject area This case looks at a recent shift in the way organizations look to leverage the benefits from India as a cost-effective destination to provide services. What started, around 15 years back, as an activity to outsource all non-core activities to Indian companies to take the advantage of cost-effective resources, has now given way to a new model where the focus is on two key aspects, namely, “insourcing of work” and “transfer of core activities to India”. This is because of the realization that outsourcing may be a short-term solution for non-core activities; however, to build a sustainable capability that is both cost-effective and value-oriented, insourcing is key. Also, it is not just non-core activities that can be supported remotely; many core activities that have been managed by on-shore teams are increasingly being shifted to India to leverage the depth of skills available in the country. First Telecom has undertaken pioneering work in this domain by moving some of the critical functions to India and has created Centers of Excellence (CoEs) providing niche services to rest of the world. Study level/applicability Target audience includes corporate executives, students of MBA/postgraduate program in management in strategic management and/or workshops for understanding the concept of insourcing, cost transformation, business environment analysis and growth strategies for future. Case overview First Telecom has adopted what could be termed as “India 2.0” as the strategy to transform their operations worldwide to utilize the full potential of “India” as a service sector-outsourcing destination. The focus is not only on cost-avoidance but also on standardization of processes and mobilization of resources in a CoE setting to maximize the benefits. This case attempts to understand the way to go about it and the expected returns in a quantifiable manner. Expected learning outcomes To develop an understanding of business environment in the context of large multinational organizations that are constantly evolving to improve their operational excellence. Also, to develop an understanding of the outsourcing market and how companies are looking to move their core services to cost-effective locations to achieve the next phase of cost transformation after the outsourcing (non-core services) wave. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 1: Accounting and Finance
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MEHTA, Abhishek, Abha GUPTA, Kiran TRIPATH i Himanshi BANSAL. "Impact of Educational Interventions on the Awareness Regarding Hospital Infection Control Practices Among the Medical Students". Medicina Moderna - Modern Medicine 29, nr 3 (21.09.2022): 227–34. http://dx.doi.org/10.31689/rmm.2022.29.3.227.
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Background: More than 1.4 million people all over the world are suffering from infections acquired during hospital stays . Awareness regarding infection prevention and control techniques are important to reduce the burden of such infections, ensuring better quality healthcare. Infection control education is a core component of infection control programs. Objectives: To assess the knowledge and awareness of Medical students in a tertiary care teaching hospital in Central India and to evaluate the impact of educational interventions in eliminating any existing gaps in the same. Methods: This interventional study based on self-administered questionnaires (Google forms) involved fifty medical Students who were administered a pre-structured validated questionnaire as pre-test and post-test before and after an induction training program on infection prevention & control measures. The impact of the educational intervention was evaluated by determining the learning gain. Result: The study reveals a highly significant improvement in knowledge levels after training sessions (p<0.0001). Before training most of the study subjects (68%) showed poor levels of knowledge, 22% exhibited moderate levels while only 10% were found to have good levels of knowledge. After training 36% of trainees showed good levels of knowledge, 40% exhibited moderate levels while only 24% were left with poor knowledge. Conclusion: While evaluating the impact of training in this study, we have found a statistically significant absolute learning gain and a medium level of class average normalized learning gain. These findings prove the effectiveness of such targeted training sessions as an important strategic tool in preventing healthcare-associated infections.
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Parameswar, Nakul, Ashwani Singh, Rajat Malik i Sanjay Dhir. "efin Recruiters: at the crossroads of the Indian RPO Industry". Emerald Emerging Markets Case Studies 8, nr 1 (27.03.2018): 1–23. http://dx.doi.org/10.1108/eemcs-03-2017-0031.
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Subject area Strategic Management. Study level/applicability Master of Business Administration/Executive Program in Management Level. Case overview Rajat Malik started eFin Recruiters in January 2015 an RPO firm solely catering to the finance domain. Positioning eFin Recruiters in a niche domain created serious challenges to be tackled. Rajat was contemplating leveraging the Indian Government’s Startup India campaign launched on January 16, 2016 to his advantage to scale up eFin Recruiters’ operations by 400 per cent and compete with large established players in the RPO industry. Complacency and anticipated retaliatory action by competitors against eFin Recruiters’ positioning in the niche domain were a huge impediment in eFin Recruiters’ path to exponential growth. Expected learning outcomes This case will enable students to understand the concepts of industry analysis, strategic positioning from the view of an entrepreneurial firm and business level strategy. This case acts as a medium to integrate entrepreneurship and strategy which is of utmost relevance. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 11: Strategy.
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Jhaveri, Aman, i A. Anantharaman. "Royal India food retail: struggling to stay fresh". Emerald Emerging Markets Case Studies 6, nr 3 (21.09.2016): 1–30. http://dx.doi.org/10.1108/eemcs-03-2016-0032.
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Subject area Strategic management. Study level/applicability Entry-level post-graduate management students at an MBA program; middle-level professionals in an executive management program. Case overview Royal India Food Retail (RIFR) is an organized food retailer, head-quartered in Delhi, India. The firm has established 180 outlets across the three Indian states of Delhi, Chandigarh and Punjab, selling fruits and vegetables, full-range of staples, grocery items and essential non-food items and fast-moving consumer good products. Since its inception, RIFR has been making losses, owing to both unfavourable external conditions and poor strategic management. In 2014-2015, RIFR reported earnings before interest, tax, depreciation and amortization (EBITDA) loss of Rs 46m as against Rs 276m in 2013-2014 and Rs 346m in 2012-2013. This case examines the problems of RIFR, against the backdrop of an unfavourable industry structure and the need for astute decision making, and poses the question of what the next step for RIFR should be. Expected learning outcomes Developing a clear understanding of the business environment; understanding the challenges faced by businesses in emerging markets; highlighting the dynamics of a volume-driven vis-à-vis a margin-driven approach to business strategy; and the importance of resources as critical elements of strategy development. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Loi, Teck Hui. "CSR as an organizational routine: Bintulu Development Authority". Emerald Emerging Markets Case Studies 3, nr 7 (18.11.2013): 1–20. http://dx.doi.org/10.1108/eemcs-07-2013-0151.
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Subject area Business ethics, corporate social responsibility (CSR), corporate strategy and public administration. Study level/applicability Undergraduate (final year) and Master level course (e.g. MBA, EMBA, Master in management and Master in public administration). Case overview This case accounts the experience of a Malaysian Governmental Development Agency cum City Council, Bintulu Development Authority (BDA), in organizing and strategizing its CSR initiatives so as to discharge its self-interests and societal expectations. BDA was established following the discovery of huge reserves of natural gas and oil offshore in Bintulu, an industrial town in the state of Sarawak, Malaysia. It serves as the governmental instrument to undertake and coordinate development initiatives in Bintulu. There have been several driving forces prompted BDA to be more vigilant in discharging its social obligations along with its statutory obligations as a development agency and municipal services provider. They are, namely, the BDA Ordinance 1978 that governs its legitimate existence, the emergence of social media era that alters the access of people to information, the growing ecological and social concerns, and the unpredictable geopolitical environment that makes the logic of long-term strategic planning questionable. To ensure discharging its statutory and social obligations, BDA articulated vision and mission statements with strong social orientation. Two master development plans, embedded with social and environmental considerations, have guided BDA in translating its strategic mission into real structured development and action plans from 1978 to present. Through institutionalization of CSR elements as part of the organization's core business routines, annual budget allocation, performance control and reward mechanisms, CSR becomes an organizational routine of value to BDA. Expected learning outcomes This case has three learning objectives: it assists students to understand the contextual background of the case so as to establish the strategic position of CSR initiatives within the organization; it assists students to assess the embeddedness of CSR in an organization's core business routines and its potential sources of value creation; and it encourages students to examine the possible critical factors that enable or impede the initiation and implementation of regular CSR programs in an organization. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Kong, Siew Mui, Rajendran Muthuveloo, Josephine Ie Lyn Chan i Ai Ping Teoh. "TopSteel: swimming sustainably in the blue metal ocean". Emerald Emerging Markets Case Studies 11, nr 2 (13.08.2021): 1–32. http://dx.doi.org/10.1108/eemcs-09-2020-0328.
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Learning outcomes This paper aims to enable students craft a winning corporate strategy applicable for organizations in various contexts. The practical approach consists of conducting scenario planning based on internal and external environment analysis, identifying the winning factor, proposing an implementation strategy of entry and exit strategies, and future customers, and evaluating matching of business ethics and legality. Case overview/synopsis Wesley Chen, the executive director and group chief executive officer, has the ultimate challenge of leading his management team to operate from a sole proprietorship management style to a listed large company in the Malaysian Stock Exchange. He identified the gap in the need to craft a winning corporate strategy for business sustainability. The corporate strategy should address expansion of their service offerings and needs to be carefully crafted to suit TopSteel’s risk appetite and overall business strategy. The strategy must also consider the internal and external factors that TopSteel faced with, identify the core competency of TopSteel, build in strategic agility in the implementation plans to address the dynamic business landscape, and most importantly ensure the corporate strategy must be in compliance to ethical and legal standards. The case study documents the one year of transition of TopSteel’s operations with a strong focus on the strategic management process direction for a winning OEM+ model through the use of SWIM concept. Complexity academic level This case is suitable for undergraduate or postgraduate programs or even executive courses in strategic management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy
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Khan, Tauseef Iqbal, Syed Ali Raza i Mahesh Devji. "Reckitt Benckiser’s CSR program – capitalizing the rural market". Emerald Emerging Markets Case Studies 11, nr 1 (27.04.2021): 1–13. http://dx.doi.org/10.1108/eemcs-03-2020-0077.
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Learning outcomes The learning objectives of this case study are listed below: • What is corporate social responsibility (CSR)? • The role of CSR in creating opportunities to growth. • Distinguish the ways in which social marketing evolved differently in urban and rural areas. • Obstacles in CSR • CSR beyond the competition. Case overview/synopsis The case of CSR by Reckitt Benckiser (RB) follows the marketing practices through purpose-led marketing through CSR. RB Pakistan Limited is a fast-moving consumer goods provider in Pakistan following a vision of the world where people are healthier and live well. The purpose is to make a difference by giving people innovative solutions for healthier lives and happier homes. This means they are expending their capabilities and investing in innovation to stay ahead of the game. RB is trying to achieve this vision by following the strategy of health and hygiene awareness in rural marketing through various types of communications, by introducing low price products to reduce diarrhea and open defecation. In urban areas, the young generation is the trend creators and they are much involved in awareness of state of the world. RB is committed in providing innovative solutions with the help of well-organized programs such as reaching new moms, educating them and providing awareness sessions in schools to students for handwashing practices. RB carries these activities with the help of non-government organizations and small support of Government of Pakistan. Complexity academic level This case is appropriate for MBA (Marketing) courses. The case explains the significance of CSR in capitalizing the growing trend and unleashing untapped areas and remaining competitive by providing innovative solutions. The case can be taught to the strategic marketing students. Subject code CSS 8: Marketing. Supplementary materials Teaching Notes are available for educators only.
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Mohan, V., D. Doctor, W. Hersh i J. Valerius. "Collaboration Leads to Enhanced Curriculum". Applied Clinical Informatics 06, nr 01 (2015): 200–209. http://dx.doi.org/10.4338/aci-2014-10-cr-0086.
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Summary Background: In 2007, we initiated a health information management (HIM) track of our biomedical informatics graduate program, and subsequent ongoing program assessment revealed a confluence of topics and courses within HIM and clinical informatics (CI) tracks. We completed a thorough comparative analysis of competencies derived from AMIA, AHIMA, and CAHIIM. Coupled with the need to streamline course offerings, the process, described in this paper allowed new opportunities for faculty collaboration, resulted in the creation of a model assessment for best practice in courses, and led to new avenues of growth within the program. Objective: The objective of the case study is to provide others in the informatics educational community with a model for analysis of curriculum in order to improve quality of student learning. Methods: We describe a case study where an academic informatics program realigned its course offerings to better reflect the HIM of today, and prepare for challenges of the future. Visionary leadership, intra-departmental self-analysis and alignment of the curriculum through defined mapping process reduced overlap within the CI and HIM tracks. Teaching within courses was optimized through the work of core faculty collaboration. Results: The analysis of curriculum resulted in reduction of overlap within course curriculum. This allowed for additional and new course content to be added to existing courses. Conclusions: Leadership fostered an environment where top-down as well as bottom-up collaborative assessment activities resulted in a model to consolidate learning and reduce unnecessary duplication within courses. A focus on curriculum integration, emphasis on course alignment and strategic consolidation of course content raised the quality of informatics education provided to students. Faculty synergy was an essential component of this redesign process. Continuous quality improvement strategy included an ongoing alignment of curriculum and competencies through a comparative analysis approach. Through these efforts, new innovation was possible. Citation: Valerius J, Mohan V, Doctor D, Hersh W. Collaboration leads to enhanced curriculum. Appl Clin Inf 2015; 6: 200–209http://dx.doi.org/10.4338/ACI-2014-10-CR-0086
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Saragih, Harriman, i Fransisca Sinaga. "GMF Aero Asia: aiming for the Middle-East base". Emerald Emerging Markets Case Studies 9, nr 1 (23.05.2019): 1–24. http://dx.doi.org/10.1108/eemcs-12-2018-0257.
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Learning outcomes This case study focuses on four main areas. By the end of the study, the students are expected to meet the following objectives by answering several assignment questions: understand the general business of a maintenance, repair and overhaul (MRO) company and why this business is a central player in the air transportation industry; understand and integrate certain strategy analysis tools, particularly Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes, to use later as justification for any recommendations about strategy; and prepare a systematic elaboration to use to recommend the company’s strategic plan. Case overview/synopsis This case study discusses PT GMF Aero Asia, Tbk. (GMF), a company that is based in Tangerang, Indonesia, and involved in the MRO for airlines. At the time of writing this case, the CEO was Iwan Joeniarto. The case elaborates on GMF’s competitive business operations in Indonesia and Southeast Asia, with the main focus being a discussion of Iwan’s visions for GMF’s expansion into the Middle East. This case study challenges students to think critically on the strategy level about the expansion plans of a local company into the international market. The main research questions the study attempts to answer are: What is an MRO in the aviation business? How does it relate to airport megahubs? Is the option for business expansion into the Middle East feasible for GMF? If not, are there any alternatives for that international expansion? Moreover, what recommendations can this study provide Iwan for entering that international market successfully? The students are expected to gain exposure to the international market entry in an MRO business. The students are also expected to understand and integrate the different strategy analysis concepts and tools, such as Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes. Complexity academic level This case study can be used as teaching material in several programs, including – but not limited to – the followings: Bachelor’s Degree program in Management, Business and Marketing (usually final year students), Master’s Degree in Business Management or Business Administration and Executive Education Program/Workshop/Seminar/Training for Business Development/Marketing Managers, VPs, Directors and Aviation Management Professionals. This case study can be used in the following classes/subjects: strategic management, strategic marketing management, international marketing, international business, global marketing, operations management and aviation management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Malhotra, Mohak, Amarpreet Singh Ghura i Barun Thakur. "InterGlobe Aviation Ltd.: need for strategy". Emerald Emerging Markets Case Studies 11, nr 2 (17.05.2021): 1–25. http://dx.doi.org/10.1108/eemcs-07-2020-0280.
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Learning outcomes Discussion of the case will enable the students to: ● use “Strengths, Weaknesses, Opportunities, and Threats” analysis. ● Use “pros and cons” analysis. ● Explain what constitutes an effective strategy. ● Analyze the quality of the strategy for IndiGo Airlines (IA). ● Explain sustained competitive advantage through value, rareness, imitability and organization framework. Case overview/synopsis This case describes a situation in which InterGlobe Aviation Ltd. (IGAL) has been experiencing multiple engine snags because of the faulty Pratt and Whitney engines. In a span of two years between June 2018 and January 2020, IGAL faced around 22 snags. IGAL is known to be one of the safest airlines in the world, the engine issue has tainted its reputation. In October 2019, in just one week IA faced four-engine snags, forcing the Directorate General of Civil Aviation (DGCA) to come out with a guideline in November 2019. The faulty engines were to be replaced by January 31, 2020. If IA failed to complete the task by the given deadline then IA would have to ground around 70–80 aircraft. IA was way behind the deadline when on January 13, 2020, they received an email from DGCA mentioning an extension of the deadline to May 31, 2020. The purpose of this case is to provide an opportunity for the participants to take into consideration the data given for IA and make assumptions and resolve the dilemma through which Ronojoy Dutta (Dutta), the Chief executive officer if IA is going through. Complexity academic level The case engages the participants in deciding a suitable course of action for IA to develop a strategy and is ideal to teach elements of strategy. The case can be used in the following courses/programs: ● A strategy formulation module in strategic management program or post-graduate program in management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy. Supplementary materials Teaching Notes are available for educators only.
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Sodhi, Simran, i Amit Dwivedi. "Pruthi Spices: self-reliant woman entrepreneur". Emerald Emerging Markets Case Studies 12, nr 2 (30.03.2022): 1–23. http://dx.doi.org/10.1108/eemcs-02-2021-0055.
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Learning outcomes The case study can be used in management for the course of Strategic Management and Entrepreneurship. It is suitable for the students at post-graduate level. Discussion would be the most appropriate method for teaching this case study. There is no prerequisite required to participate in the discussion. Participants will be able to engage in discussion regarding expansion strategies for micro-enterprises; targeting the right segment of the market; exploring the market opportunities; innovation for entrepreneurial growth; and sustaining an enterprise. After this case study, students will be able to understand the following theory and model: SWOT analysis; resource base theory; McKinsey ESG proposition; Porter’s generic strategy; Schumpeter’s innovation theory; Ansoff’s growth model; and diversification strategies. Case overview/synopsis Being a micro-enterprise with heavy financial constraints, it was never easy to sustain the business at the time of pandemic. Mrs Jyoti Pruthi (owner of Pruthi Spices) made extraordinary efforts that would help her in survival of her business. She could not recover the business as it was before the pandemic. During such times, the loss of her husband was a setback. That incident broke Mrs Pruthi emotionally as well as financially. By taking some crucial managerial decisions, Mrs Pruthi strategized for the sustainability of her business. Now it was January 2022, after two years of the outbreak of the Covid-19 pandemic in the world. However, because of the market situation, her pressing dilemma was regarding business survival in such lean times. Complexity academic level The case is meant for undergraduate and post-graduate students pursuing management with specializations in Entrepreneurship and Marketing. The case is bet fit for women entrepreneurship development capacity-building programs, especially in the Asian region. The case is also suitable for any short-term training program where manifestations of entrepreneurship are being taught. It can also be used for Executive and Management development program aiming at women or disadvantaged entrepreneurship. The case can also be used for general courses like “Strategic Management” and specialized courses like “Entrepreneurship Management”. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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Kamath, Renuka. "TTK Group’s “SKORE”: scoring in the condom industry". Emerald Emerging Markets Case Studies 10, nr 1 (30.01.2020): 1–24. http://dx.doi.org/10.1108/eemcs-10-2019-0248.
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Learning outcomes To appreciate the link of marketing strategy in terms of a brand launch, implementation and sustainability for business growth; to appreciate the complexity of consumer behavior in the purchase and usage journey of consumers for condoms; to analyze the nature of competition for the entry of a differentiated new brand; to analyze points-of-parity and points-of differentiation for uniquely positioning a new brand in the condom category; and to examine, analyze and evaluate strategic options for the next stage of growth. To make choices from the options. Case overview/synopsis Vishal Vyas, General Manager Marketing, TTK Protective Devices Limited (TTKPDL), had been a part of the exciting journey of launching SKORE, their new brand of condoms. In 2010, the company found itself in a rather unusual circumstance when it lost its rights to the most successful condom brands in the country. However, they had with them their sales and marketing expertise, a good team and a strong and loyal network of retailers. TTKPDL decided to enter the rather crowded Indian condom market and launch a new brand, SKORE. As a product category, condoms were particularly complex, socially, as well as in attitude toward their purchase and usage. SKORE went on to optimally using marketing strategy and gaining a strong foothold by capturing market share from strong players with a differentiated positioning of a brand that was youthful and quirky. By 2017 after having steadily grown the brand, Vyas was now looking for the next level of growth in a market, which not only appeared to be stagnating but also one where competitive activity was increasing. He was considering different options for SKORE’s growth. For TTKPDL, the strategic choice may be between expanding to new markets and new segments of consumers or capturing more of their currently defined target group or both. If they wanted to do something different, should they also look at expanding their product portfolio? Vyas needed to decide on the next move. Complexity academic level This case can be used in the core MBA Marketing Management course or core marketing course in the executive education program to highlight the important link of marketing strategy to business strategy. It can also find a place in marketing strategy and consumer behavior courses. It clearly demonstrates the launch and implementation of a new brand in a cluttered market of a sensitive product category and considers strategic options for further growth. The case is designed to help students appreciate consumer behavior for a sensitive product category and the entry of a new brand with five strong brands leading the market. It guides students toward looking at different options for the next level of growth and making recommendations. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.
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Aggarwal, Ashita, i Shriram R. Iyer. "JML’s “Callisto Lite”: is the brand extension a problem or the product itself?" Emerald Emerging Markets Case Studies 12, nr 4 (24.11.2022): 1–17. http://dx.doi.org/10.1108/eemcs-01-2022-0005.
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Learning outcomes The learning outcomes are as follows: to understand how organizations can leverage the built-in brand equity; outline the challenges of extending a strong brand; and ability to think about the core-essence of the brand impact and its perception among customers before deciding to extend. Case overview/synopsis JML was a 74-year-old company and was a No.1 player in the domestic market and No. 4 globally. It maintained this leadership position through a robust product portfolio and serving new needs and opportunities. Customers associated JML's products (buses and trucks) with high-quality performance, sturdiness & reliability. JML had a well-established brand – “Callisto”, in the heavy bus segment but saw an opportunity in light buses, which could be used within the city and for school and office commute purposes. They launched Callisto Lite, a variant of successful Callisto buses, in 2015 for cashing this opportunity. Though initially, the brand showed positive signs but soon lost the novelty value and saw low returns on marketing investments. Callisto Lite was also diluting the strong brand equity of the successful parent brand. The management was undecided as to what to do. Should they move out of the segment or continue? Each had its own pros and consequences, and the decision was not easy. Complexity academic level The case can be used in an undergraduate or a post-graduate management program to teach the core concepts of branding and brand extension. The case can be used in an introductory marketing course or elective courses like Brand Management and Marketing Strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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Mthombeni, Morris, Caren Brenda Scheepers i Viwe Mgedezi. "Gautrain: contextualising strategic leadership of African rapid rail". Emerald Emerging Markets Case Studies 12, nr 2 (10.06.2022): 1–31. http://dx.doi.org/10.1108/eemcs-01-2021-0011.
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Learning Outcomes After working through the case and assignment questions, students will be able to do the following: • Analyse the aspects of strategic leadership and evaluate effectiveness of the leadership in the case study. • Identify stakeholders in a large-scale project and differentiate between their needs and sources of power. • Establish what behavioural mechanisms can be used by leaders to gain support from stakeholders with seemingly divergent pro-poor and pro-growth development orientations for expansion in an emerging market context. • Generate recommendations to communicate the benefits of expansion plans. Case overview/synopsis On November 8, 2019, Jack van der Merwe, the chief executive officer of the public rapid rail organisation, Gautrain Management Agency (GMA), was considering how to influence stakeholders to support the pace of the expansion planning phase, without alienating the surrounding communities and balancing the various and sometimes opposing stakeholder interests. The case highlights the background to this dilemma in offering the financial background of the Gauteng province and the evolution of the Gautrain project in the context of an emerging market country characterised by institutions at different development levels and how the unique characteristics of the protagonist could influence stakeholder orientations. The case illustrates how the Gautrain is at the centre of a complex transport conflagration in the South African transport ecosystem. Specific stakeholders and their needs are exposed in the case to enable students to analyse their several levels of influence on the project and proposed expansion. The differences between pro-poor and pro-growth development orientations are also highlighted in this case as input to describe the dilemma Van der Merwe faced in his influencing role in this particular South African context. Students will gain insight into how to manage the tensions between pro-poor and pro-growth orientations. Complexity academic level The case is suitable for a graduate-level course on strategy; organisational behaviour; or leadership. The case is also suitable for a post-graduate-level course on an MBA or MPhil program on strategy and leadership. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management Science.
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da Silva, Elisabeth Novira, Dewi Saraswati i Raden Ayu Mislihah. "PT. Pertamina Retail: Indonesian fuel retail expansion dilemma in pandemic COVID-19". Emerald Emerging Markets Case Studies 12, nr 4 (13.10.2022): 1–29. http://dx.doi.org/10.1108/eemcs-09-2021-0296.
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Learning outcomes Students are expected to integrate decision-making tools and frameworks to create decisions under uncertainty. Students are expected to understand the general business process of fuel retail industry. Case overview/synopsis PT. Pertamina Retail (PTPR) is a subsidiary of PT. Pertamina, an Indonesian state-owned oil and natural gas company. In the first quarter of 2020, PTPR’s sales volume decreased due to the COVID-19 pandemic’s large-scale social restrictions. Iin Febrian was just appointed as President Director in March 2020; he must formulate a survival strategy facing COVID-19 pandemic uncertainties. The case elaborates on PTPR’s decision to expand immediately or hold. Scenarios and expected values have been given to simplifying the calculation of a decision tree. The case also challenges students to think critically on providing a strategy to survive during the COVID-19 pandemic and beyond using decision tree analysis and BCG Matrix or Ansoff Matrix. Complexity academic level BA level and MBA program in Decision Analysis Course or Strategic Management Course. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Al Badi, Fatma Mohammed, i Syed Zamberi Ahmad. "Spreading zoo animal diseases: Has Al Ain Zoo developed an effective program to deal with the threat?" Emerald Emerging Markets Case Studies 9, nr 2 (5.10.2019): 1–20. http://dx.doi.org/10.1108/eemcs-08-2018-0181.
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Subject Area Strategic management, operation management, health and safety Study Level/Applicability The authors have been developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety. Learning outcomes The learning outcomes are as follows: to understand the importance of animal disease prevention and the correct procedures for dealing with disease outbreaks in an animal facility; to reinforce the importance of adherence to strict procedures and chain of command by Life Sciences and Conservation sections in preserving the health of animals, zoo staff and visitors; to recognize the importance of disease monitoring and control in wildlife conservation; and to understand the importance of concrete experience in related positions to provide leaders like Director Mark Craig with the skills to handle such a big responsibility. Al Ain Zoo has such leaders along with a dedicated and resourceful management team that has proven capable of placing the institution among the best conservation parks in the world. Case overview/synopsis Large collections of animals of diverse species found in zoos and animal parks present a considerable challenge to facility managers in developing and implementing programs to prevent and control the spread of animal diseases. One need to only think about the nightmare consequences of an illness that could decimate a population of animals in a public setting such as a zoo and, in a worst-case scenario, spread to staff, visitors and even the public at large. Biologists have clearly shown how certain types of animals can act as reservoirs for disease viruses, for example, chimpanzees harboring the simian immunodeficiency virus that mutated to HIV or chickens and ducks spreading avian influenza virus to poultry workers and then to the public. Thus, disease control in zoos is an issue of the utmost importance, and managers and operators neglect it at their peril. The reputation and indeed the very existence of an animal park rests in the hands of a dedicated group of managers, veterinarians and technical staff, as well as zoo workers who must strictly follow procedures to prevent and contain animal-borne diseases. This case study focuses on the work of one man in a large internationally known facility to develop, implement, test and evaluate an innovative program for animal disease control. So, what would you do if you were the director of a large metropolitan zoo and your staff veterinarian came to you and said that there was an outbreak of a serious viral disease among a group of animals? Could you have prevented the disease? How will you treat the sick animals and stop the disease from spreading? Is there a risk of the zoo staff contracting the disease from handling sick animals? What about zoo visitors? These are all questions that are addressed in this new and intriguing case study focused on managing animal diseases in the setting of a zoo or wildlife park. Mark Craig, Director of Life Sciences at the Al Ain Zoo in the United Arab Emirates, has plenty to say about the planning, science and management skills necessary to insure that a large population of diverse wild animals remains healthy and thriving. The Al Ain Zoo is the largest of its kind in the Middle East, and while he has been in charge of the animal welfare program for more than six years, there have been few incidents of disease and all have been contained. What can be learned from his effective strategies and leadership skills is clearly discussed and illustrated in this unique real-world case study. Complexity academic level The authors have developed the case to be applied for a diploma, undergraduate students and it might help the students in the postgraduate. The case is appropriate for courses in the area of strategic management, operation management and health and safety. Supplementary materials Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Mehta, Ritu, i Mahima Mathur. "Vakrangee: changing lives in rural India". Emerald Emerging Markets Case Studies 12, nr 4 (18.10.2022): 1–21. http://dx.doi.org/10.1108/eemcs-11-2021-0376.
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Learning outcomes The learning outcomes are as follows: to design an appropriate strategy for firms to succeed in low-income, price-sensitive markets; to appreciate how business model innovation can help to overcome the obstacles faced by firms when serving rural and semi-urban markets in an emerging economy; to identify possible threats to the business model and evaluate strategies to sustain growth in a dynamic environment; and to allow students to consider sources for competitive advantage and how to build a sustainable business model in low-income markets. Case overview/synopsis The case details the growth story of Vakrangee Limited (Vakrangee) from a technology consultancy firm to a technology-driven firm focused on creating the largest last-mile retail network providing various services in underserved parts of India, mainly rural India. The firm launched retail outlets called Vakrangee Kendras (VKs) in 2011 that evolved from non-exclusive stores offering a single line of e-governance services into technology-enabled franchisee-based exclusive stores that offered a multiple line of services such as banking, finance, insurance, ATM, e-commerce and logistics. VK however is witnessing competition from different players in different segments. Additionally, the dynamic business environment such as the growing penetration of smartphones and internet usage, heterogeneous needs of customers and government policies pose further threat to the company’s growth in the future. In the wake of these challenges, what should Vakrangee do to sustain its growth? Should it focus on cost-leadership or differentiation for strategic positioning? Complexity academic level This case can be used in an MBA or an executive management program, in courses on strategic management, entrepreneurship, services marketing and rural marketing. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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Sobarningsih, Nunung, Hamdan Sugilar i Rikrik Nurdiansyah. "ANALISIS IMPLEMENTASI STANDAR PROSES PEMBELAJARAN GURU MATEMATIKA". Prima: Jurnal Pendidikan Matematika 3, nr 1 (31.01.2019): 67. http://dx.doi.org/10.31000/prima.v3i1.1054.
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AbstrakTujuan penelitian adalah untuk mengetahui tingkat kesesuaian pelaksanaan pembelajaran matematika pada prodi pendidikan matematika dengan kemampuan guru alumni prodi pendidikan matematika dalam melaksanakan standar proses pembelajaran. Keberhasilan proses pembelajaran merupakan hal utama yang didambakan dalam melaksanakan pendidikan di sekolah sebagai upaya meningkatkan keberhasilan dalam pembelajaran matematika. Kemampuan menguasai materi dan strategi pembelajaran merupakan dua hal kemampuan guru yang tidak dapat ditawar lagi. Melalui penguasaan materi pelajaran akan menghasikan pemahaman dan penguasaan kognitif siswa dengan baik, siswa memahami dan memaknai belajar matematika dengan bermakna dan menyenangkan. Pada pembelajaran siswa merasa nyaman dan tertantang, mereka asyik dan enjoy dalam belajar dikarenakan ketepatan strategi, model, dan metode mengajar yang tepat dan baik. Hal ini dapat terwujud salah satunya apabila guru menyiapkan standar proses pembelajaran dengan tepat, baik dan terukur. Diharapkan alumni pendidikan matematika terampil dan mampu melaksanakan standar proses pembelajaran dan menerapakn ilmu yang telah diperoleh waktu perkuliahan, sebagai feed back juga untuk peningkatan kualitas prodi pendidikan matematika. Hasil penelitian diperoleh bahwa umumnya guru matematika (alumni prodi pendidikan matematika) mampu membuat RPP namun belum mampu mengembangkan pada kegiatan inti pembelajaran, penerapan model yang tercantum RPP belum sepenuhnya dilakukan bahkan belum sampai pada evaluasi dan guru kurang menekankan aspek pengembangan karakter atau akhlak mulia. Kata Kunci: analisis impelementasi, standar proses, matematika AbstractThe purpose of the study was to determine the suitability of the implementation of mathematics learning in mathematics education study programs with the ability of alumni teachers of mathematics education study programs in implementing the standard learning process. The success of the learning process is the main thing that is coveted in implementing education in schools as an effort to increase success in mathematics learning. The ability to master the material and learning strategies are two things that the teacher's abilities are not negotiable anymore. Through mastering the subject matter will produce students' cognitive understanding and mastery well, students understand and interpret learning mathematics meaningfully and pleasantly. In learning students feel comfortable and challenged, they are absorbed and enjoy learning because of the precision of strategies and models, and the right and good teaching methods. This can be realized, one of which is if the teacher prepares the standard learning process appropriately, well and measurably. It is expected that skilled mathematics education alumni and able to carry out the standard of the learning process and receive the knowledge gained during the lecture, as a feed back as well as to improve the quality of mathematics education study programs. The results showed that generally mathematics teachers (mathematics education study program alumni) were able to make lesson plans but had not been able to develop core learning activities, the implementation of the model listed in the lesson plan had not yet been fully implemented and had not even been evaluated and the teacher lacked the character development or noble character. Keywords: implementation analysis, process standards, mathematics
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Bueno de Castro, Flavio Marcelo, i Edenar Souza Monteiro. "Concepções e Estratégias Pedagógicas Inovadoras: um Modelo de Ensino na Escola Plena Arena da Educação em Mato Grosso". Revista de Ensino, Educação e Ciências Humanas 22, nr 3 (30.09.2021): 335–39. http://dx.doi.org/10.17921/2447-8733.2021v22n3p335-339.
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Resumo Trata-se de uma pesquisa em recorte de uma dissertação de mestrado, cujo objetivo é conhecer como funciona o modelo de ensino “Escola Plena” ofertado na Escola Estadual Gov. José Fragelli contemplando as estratégias pedagógicas, que os docentes adotam para articular os saberes da Base Nacional Comum Curricular e das modalidades esportivas. A Escola Plena é uma instituição de ensino que tem como diferencial atender alunos do Ensino Fundamental e Médio em Tempo Integral e tem se destacado, positivamente, dentro do modelo de Ensino Integral no Estado de Mato Grosso. O projeto para criação da escola ocorreu via programa Pró-Escolas/Esportes e Lazer, sendo criado e desenvolvido pela Secretaria de Educação do Estado em 2017 com objetivos estratégicos do Governo vinculados à Educação. A pesquisa é qualitativa e a metodologia utilizada é a Análise de Conteúdo. Os instrumentos para a coleta foram realizados por meio de análise documental e entrevistas semiestruturadas com os participantes da pesquisa, que são docentes da referida escola. Diante dos resultados se percebeu que o modelo de ensino da referida escola exige muita dedicação e empenho por se tratar de um contexto em que o aluno e os professores se dedicam integralmente. As práticas pedagógicas adotadas pelos docentes contribuem para a qualidade na educação e para formação integral do estudante e a construção do seu projeto de vida. Palavras-chave: Fazer Docente. Componentes Curriculares. Ensino-Aprendizagem. AbstractIt is a research, part of a master's dissertation, whose objective is to know how the “Full-time School ” teaching model offered at Escola Estadual Gov. José Fragelli works, contemplating the pedagogical strategies that the teachers adopt to articulate the knowledge of the Common National Core Curriculum and sports modalities. Full-time School is a teaching institution whose differential is to serve students from elementary and high school full time and has stood out positively within the model of full-time education in the State of Mato Grosso. The project for the creation of the school took place via the Pro-Schools / Sports and Leisure program, being created and developed by the State Department of Education in 2017 with strategic government objectives linked to education. The research is qualitative and the methodology used is Content Analysis. The instruments for the collection were carried out by means of documentary analysis and semi-structured interviews with the research participants, who are teachers at that school. Due to the results, it was noticed that the teaching model of that school requires a lot of dedication and commitment because it is a context in which the student and teachers are fully dedicated. The pedagogical practices adopted by the teachers contribute to the quality of education and to the whole student’s formation and the construction of his or her life project. Keywords: Teaching. Curricular Components. Teaching-Learning
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Kumar, Jitender, i Archit Vinod Tapar. "39 Bakers: dilemma in expansion (part A)". Emerald Emerging Markets Case Studies 11, nr 4 (26.11.2021): 1–41. http://dx.doi.org/10.1108/eemcs-10-2020-0397.
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Subject area Retail marketing: it can be discussed in a retail marketing course to explain the growth and expansion of the retail chain and illustrate the features of a retail model that can consider franchise as a method to expand or distribute its branded merchandise in other retail outlets. The case will also help assess the financially viable growth. Marketing Management: It can be useful for a comprehensive yet straightforward explanation of marketing mix price, promotion, place, and product, also at the same time it serves to explain the importance of customer service in terms of retailing. Strategic Marketing: The case provides varied growth options that are being considered by retail organizations, which gives the student real-time opportunity to arrive at strategic decisions by considering financial viability, internal strengths (SWOT analysis), franchising as a growth option. Study level/applicability This case can be used in foundation course on retail marketing or even in strategic marketing in postgraduate management program, or the dilemma can be explained as a part of a marketing course for postgraduate, executive programs, management development programs. Case overview Kanwar, the owner of 39 Bakers, was one of the fastest-growing retail outlets in Jammu, India. He had been successful in carving his pie for himself with its unique bakery products of more than 1000 variety of, break-even point price, everyday surprise product (EDSP), reasonable price, open kitchen concept, hygiene, excellent customer service. Within three years, 39 Bakers had grown from one to eight outlets, and revenue had increased to US$68,621, and vision was to achieve US$2m within the next three years. To achieve his vision, he made two business expansion plans either to start product distribution to other retailers like an FMCG company or to go ahead with the business format franchising model. The investors needed a detailed planned within three days. But Kanwar had to decide should he expand geographically and start with franchise model or shall he establish his brand with product distribution, and then go for the franchise model, which plan would make him reach his vision by 2023? Which strategy would be efficient? He indeed wanted to go for the franchise model, but the question is when? Expected learning outcomes This case will help entrepreneurs to decide on services and retail industries to expand their business and explore available growth options. It offers a platform to talk about how often franchising used to fuel growth. Either you select to be a franchisee or independent business owner or provide franchising opportunities or start your distribution network, a detailed business plan is one of the most critical decision-making activities. Without adequate details, it can make your life's most expensive option. After students have worked on the case and the task questions, the students can analyze whether a company should grow through product distribution, franchise or both; appreciate the significance of a business plan and to recognize all aspects of a retail operation, including the marketing mix; carry out strengths, weakness, opportunities, threats analysis and can develop Internal and External Factor Evaluation Matrix (IFE AND EFE); and examine various franchise options available for business expansion in a developing econ. Complexity academic level Position in course – This case can be used in foundation course on retail marketing or even in strategic marketing in postgraduate management program, or the dilemma can be explained as a part of a marketing course for postgraduate, executive programs and management development programs. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing.
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Ahmad, Syed Zamberi, Frederick Robert Buchanan i Norita Ahmad. "Born into luxury: Paris Gallery of Dubai". Emerald Emerging Markets Case Studies 7, nr 4 (28.08.2017): 1–18. http://dx.doi.org/10.1108/eemcs-04-2014-0088.
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Subject area Entrepreneurship, venture creation and business management. Study level/applicability The case is suitable for analysis in an undergraduates program specializing in entrepreneurship, business and management. The case could also be discussed in an executive development program on business ventures/business strategy/business management. Case overview Since its inception in 1981, Abdul Rahim Al Fahim, CEO Paris Gallery decided that Paris Gallery would foray into French perfumes. At that time, he would have never thought that such a move would ever make him more than a shopkeeper. Now in 2016, Mr Abdul Rahim Al-Fahim has much to be pleased about the success that his organization Paris Gallery (Luxury stores in Dubai) has been able to achieve. He has been twice named as the Arab World’s most powerful retail sector entrepreneur. Certainly, it was his good fortune to be based in the great city, and his business venture has paralleled the exponential success of Dubai. As the concept of grand malls developed and flourished in UAE, Paris Gallery stores emerged and also prospered. Currently, Paris Gallery has 80 stores in the finest locations of the Middle East. This encourages family business owners in UAE to have ambitions for success and growth of their enterprises. This is especially true in a developing region that has rarely hosted such a high-end homegrown success story as Paris Gallery. The study of strategic positioning of Paris Gallery with a workforce of 4,000 employees and representing more than 550 international brands today shall help us in weighing the options of how businesses should proceed strategically. Expected learning outcomes The following insights could be elucidated by the case: familiarizing students with the business challenges in the retail industry in emerging markets such as the United Arab Emirates, and exploring future strategy options from the business growth perspective. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.
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Mutanaffisah, Rusyda, Resmi Ningrum i Ari Widodo. "Ketepatan pemilihan pendekatan, metode, dan media terhadap karakteristik materi IPA". Jurnal Inovasi Pendidikan IPA 7, nr 1 (24.07.2021): 12–21. http://dx.doi.org/10.21831/jipi.v7i1.32622.
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Paper ini memaparkan hasil analisis video kegiatan pembelajaran untuk membandingkan ketepatan pemilihan strategi pengajaran (pendekatan, metode, dan media) oleh tiga subjek penelitian yang memiliki jenjang karier berbeda. Ketiga subjek tersebut adalah mahasiswa jurusan pendidikan yang sedang melakukan simulasi di kelasnya, mahasiswa tingkat akhir yang sedang melakukan Program Pengalaman Lapangan (PPL), dan guru berpengalaman. Hasil analisis menunjukkan bahwa guru berpengalaman menggunakan pendekatan, metode, dan media yang tepat dan lebih variatif dibandingkan mahasiswa. Selain itu, guru berpengalaman cenderung lebih menguasai materi pembelajaran dan mampu mengaitkan pembelajaran dengan kehidupan sehari-hari. Hal ini juga teramati pada mahasiswa PPL yang menggunakan fenomena sehari-hari sebagai bahan diskusi. Meski demikian, ketiga subjek memperlihatkan pola distribusi waktu penyajian konsep yang relatif sama, yaitu lebih dari 90% pada kegiatan inti dan kurang dari 5% untuk kegiatan pendahuluan dan penutup. Paper ini diharapkan dapat menyajikan gambaran mengenai realita yang terjadi di lapangan sebagai bahan evaluasi dalam pembelajaran IPA, baik untuk mahasiswa, guru, ataupun semua pihak yang terkait di dunia pendidikan. The accuracy of the selection of approaches, methods, and media for the characteristics of combined science materials Abstract: This paper presents the results of a video analysis of learning activities to compare the accuracy of the selection of teaching strategies (approaches, methods, and media) by three subjects with different career paths. The three subjects are college students majoring in education conducting simulations in the classroom, final-year college students conducting a Field Experience Program (PPL), and experienced teachers. The results of the analysis show that experienced teachers use the right approach, method, and media that are more varied than both students. Besides, experienced teachers tend to be better at learning material and are able to link learning to everyday life. This was also observed in PPL students who used everyday phenomena as the discussion material. However, the three subjects showed a relatively similar time distribution pattern of the concept presentation, which is more than 90% in core activities and less than 5% for preliminary and closing activities. This paper is expected to present a picture of the reality that occurs in the field as an evaluation material in learning science, both for students, teachers, or all parties involved in the world of education.
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John, Kishore Thomas, i Ajith Kumar Kamala Raghavan. "A viable MBA for BoP students: PiMS in rural Kasaragod, Kerala". Emerald Emerging Markets Case Studies 12, nr 1 (17.03.2022): 1–69. http://dx.doi.org/10.1108/eemcs-07-2021-0216.
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Learning outcomes Participants will learn to analyze the basis of consumer segmentation in management education. It will specifically highlight the importance of positioning in influencing the marketing strategy of a firm and discuss the importance of a differentiated-low cost strategy to gain competitive advantage. The case will familiarize students with the business environment of rural India, and the applicability of the 4A’s and the 5D’s framework. Finally, the case will help participants understand the difference between a rural market and a Bottom-of-Pyramid (BoP) market. Case overview/synopsis A rural MBA institute for BoP students is grappling with the problem of low admissions, leading to an existential crisis. Two divergent options are presented to the protagonist. The first is to close down the B-school and use the infrastructure and facilities for a well-funded government skill development program which is vocational and intended for creating blue-collar workers. The second is to find ways to bolster the B-school to ensure that it gets adequate student enrollment, thereby leading to profitability. Complexity academic level This case is suitable for an undergraduate or MBA course in marketing management, rural marketing in India, South-Asian marketing or strategic marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes. There is an accompanying spreadsheet with the case for studying the market. It contains relevant market data that would support analysis of the case. Comments are added for easy understanding. Instructors can access the separate spreadsheet that works out the break-even calculations for the fee structure of the institute. Instructions on calculations as well as comments are added for easy understanding. Subject code CSS 8: Marketing.
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Pandey, Neeraj, i Anish Kumar. "Responding to 4G telecom pricing war: ignore, accommodate or retaliate". Emerald Emerging Markets Case Studies 8, nr 2 (26.06.2018): 1–23. http://dx.doi.org/10.1108/eemcs-11-2017-0251.
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Subject area Marketing, Pricing, Strategic marketing. Study level/applicability The case is developed for an MBA-level program. Case overview In May 2017, the telecom industry in India witnessed an intense price war over 4G (fourth generation) data prices. Gopal Vittal, CEO of Bharti Airtel was exploring various options on how best to respond to the situation. He had to take a final call regarding Bharti Airtel’s marketing team’s counter move to tackle this price war by Jio – should Bharti Airtel ignore it, accommodate it or retaliate with even lower prices? Bharti Airtel strongly believed that Jio pricing structure had violated “fair pricing” norms, and its pricing was anti-competitive. It had filed a case with the Telecom Regulatory Authority of India (TRAI) and the Competition Commission of India (CCI) to restrain Jio from further giving “free” promotional offers and penalize it for it. Could the legal recourse by Bharti Airtel dampen Jio’s consistent subscriber growth rate? Expected learning outcomes The case provides the students with an insight into how the competition focused on pricing happens in the telecom industry. The pricing war affects the profit margin of all competing companies. It changes the customer reference point for evaluating the competing products and services. The students would also learn practical applications of positive-sum pricing, pricing war, fair pricing and legal aspects of pricing. This case provides the students with an opportunity to understand the pricing war and how to respond to it in a particular situation; understand positive-sum pricing and negative-sum pricing in telecom industry context; understand legal aspects of pricing; and how to leverage data for gaining newer customer insights. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.
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Burgos Videla, Carmen. "INDAGACIÓN METODOLÓGICA CREATIVA PARA EL DESARROLLO DE ESTRATEGIAS METACOGNITIVAS EN ESTUDIANTES CON TALENTO ACADÉMICO." International Journal of Developmental and Educational Psychology. Revista INFAD de Psicología. 2, nr 1 (18.09.2016): 163. http://dx.doi.org/10.17060/ijodaep.2014.n1.v2.429.
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Abstract:CREATIVE INQUIRY METHODOLOGY FOR THE DEVELOPMENT OF METACOGNITIVE STRATEGIES IN STUDENTS WITH ACADEMIC TALENTThis paper presents the descriptive study was performed to group academically talented students attending the school enrichment program , the second cycle of Basic Education belonging to municipal schools in the region of Araucania, Temuco Chile. In order to understand and identify the metacognitive skills that can be enhanced through creative strategy, based didactic- pedagogical dimension in the design and articulation of puppets , composed of individual work , group, hand , body , vocal , analytical, and creative. To achieve the objective methods are from the qualitative paradigm, with ethnographic approach was used. Findings from the study indicate that most students potentiated and incorporated in the learning process metacognitive skills that affect the development of the creative , communicative, motivational and social relationship building. Most students improved self-regulated and independent learning that enables them to optimize the implementation of their skills in the various contexts in which they can cope , becoming strategic learners prepared for the challenge of learning to learn.Keywords : Teaching creative , metacognitive skill, academic talentResumen:El presente artículo expone el estudio descriptivo que se realizó al grupo de estudiantes con talento académico que asisten al Programa de enriquecimiento extracurricular, de segundo ciclo de Educación Básica pertenecientes a colegios municipalizados de la región de la Araucanía, ciudad de Temuco Chile. Con el objetivo de comprender e Identificar las habilidades metacognitivas que pueden potenciarse a través de la estrategia creativa, en la dimensión didáctico-pedagógica fundamentada en el diseño y articulación de marionetas , compuesto de trabajo individual, grupal, manual, corporal, vocal, analítico, y creativo. Para el logro del objetivo se utilizaron métodos que provienen del paradigma cualitativo, con enfoque etnográfico. Los hallazgos obtenidos en el estudio indican que la mayor parte de los estudiantes potenciaron e incorporaron en el proceso de aprendizaje habilidades metacognitivas que inciden en el desarrollo de la capacidad creativa, comunicativa, motivacional y de relación social. La mayoría de los estudiantes mejoró el aprendizaje autónomo y autorregulado que les permite optimizar la puesta en práctica de sus habilidades en los diversos contextos en que puedan desenvolverse, constituyéndose como aprendices estratégicos preparados para el desafío de aprender a aprender.Palabras claves: Didáctica creativa , habilidad metacognitiva, talento académico.
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Singh, Abhinava S., Mayur Shah i Priyanka Pathak. "Pitfalls of a fledgling venture, Fetakart: in search of a viable business model". Emerald Emerging Markets Case Studies 10, nr 4 (23.11.2020): 1–16. http://dx.doi.org/10.1108/eemcs-02-2020-0039.
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Learning outcomes The learning outcomes include to identify and discuss important personality characteristics of an entrepreneur, to explore the business planning pitfalls that torment many new ventures and to understand key concepts of business model thinking. Case overview/synopsis The case is about Fetakart, a one-year old venture, which offered custom designed and printed t-shirts in Gujarat, India. The venture was launched by Himanshu Dhadnekar in 2018. Himanshu was a young first-generation entrepreneur who displayed entrepreneurial characteristics since his school days. Later, he was involved with a few failed startups, worked as an employee in different companies and curated new ventures. Fetakart was born out of another venture, MotivPrints, which sold a large variety of custom designed and high-quality printed products such as visiting cards, office essentials, apparels, packaging and marketing material. At MotivPrints, Himanshu discovered the market for customized t-shirts in India but with very little knowledge of the business model or capabilities of leading players such as Bewakoof.com. The venture started struggling and faced several problems including high cost demands by manufacturers and lack of funding. Where did Fetakart go wrong? Was Fetakart born out of impulse? Did Himanshu have a viable business model for Fetakart? Complexity academic level The case can be discussed in the class of entrepreneurship at master’s level. It can also be used in entrepreneurship specialization course and strategic management elective(s) in the second year of post-graduation. The case can be particularly useful for young entrepreneurs associated as incubatees with a business incubator and for an executive development program related to new ventures. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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Saxena, Anupam, Shalini Nath Tripathi i Swadesh Kumar Singh. "UPMRC: rewriting the success story of Lucknow Metro during Covid-19 crisis". Emerald Emerging Markets Case Studies 12, nr 4 (15.11.2022): 1–25. http://dx.doi.org/10.1108/eemcs-12-2021-0399.
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Learning outcomes After working through the case and assignment questions, students will be able to understand the following aspects:▪ how good strategic planning can convert a crisis into an opportunity;▪ importance of service excellence and customer satisfaction through customer delight and customer feedback; and▪ utilisation of resources and excellent time management strategies. Case overview/synopsis This case discusses how vital teamwork and motivated leadership can convert a crisis such as Covid-19 into an opportunity. This case study talks about Uttar Pradesh Metro Rail Corporation (UPMRC), a metro rail corporation working to develop metro trains in the Indian state of Uttar Pradesh. The case discusses how challenging it was for the metro rail corporation to transform its processes in a short period and deal with the crisis on major fronts such as facilities maintenance, human resource management, ensuring safety and security of its staff and riders, motivation of staff, service quality and maintaining all operational aspects. The case discusses how UPMRC is a leader on all fronts and has excelled in its operational work. It talks about what challenges the lockdown and unlocking phase posed in front of the leadership and how teamwork, dedication to exemplary service quality and customer satisfaction gave the team the strength to make changes that improved their processes and helped them overcome the crisis.The case starts with a discussion of metro rail inception and incorporation of UPMRC and then how this newly formed metro has to face the challenges of pre-lockdown period where the team worked very hard for sanitisation and safety. The lockdown created a completely different set of challenges related to the facilities and the entire metro train systems, which was a difficult situation to deal because of restrictions and other challenges. However, the team dealt with situations with strength and strategic planning, leading to better managed processes and staff. The unlocking phase also gave many challenges that the team handled with a lot of care and efficiency. Complexity academic level This case is suitable for post-graduate-level courses on services marketing, service operations management, general management, crisis management and strategic management. Participants can use the case to develop an understanding of strategic planning and management.This case can also be used in the executive education program for managers to encourage them to think through challenges faced by metro rail corporations. Supplementary materials Teaching notes are available for educators only. Subject Code CSS 10: Public Sector Management.
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Absar, Mir Mohammed Nurul, Sadia Akhter i Ritu Srivastava. "BSRM Steel, Bangladesh: growing from building safety to caring hearts". Emerald Emerging Markets Case Studies 12, nr 2 (5.05.2022): 1–23. http://dx.doi.org/10.1108/eemcs-10-2021-0324.
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Learning outcomes This case study discussion will enable students to: • Understand and evaluate the steel industry’s nature, opportunities, threats and challenges in an emerging market such as Bangladesh.• Review the techniques used to analyse competition and attractiveness of an industry using Porter’s five forces model. • Identify the corporate-level strategic decisions that can impact the survival and growth of a single business/product company in a highly competitive market. • Evaluate amongst different types of corporate-level growth strategies and their appropriate applications. • Synthesise various internal, industry and market-related information into the selection and justification of any particular corporate-level growth strategy. Case overview/synopsis BSRM group established Bangladesh’s first-ever steel mill in 1952. For around 70 years, BSRM had been leading the steel industry of Bangladesh with a single product – long steel. Over the recent decade (2010–2020), Bangladesh had been one of the world’'s fastest-growing economies. As the economic development was closely tied with the consumption of steel products, per capita steel consumption in Bangladesh became more than double. Moving from 24 kg in 2010, per capita steel consumption became 55 kg in 2021. Industry experts predicted the per capita steel consumption to be 75 kg by 2024, indicating an enormous scope for the steel industry to grow. Moreover, the industry’s growth momentum was predicted to continue until the nation became a developed one in 2041. This growth momentum kept attracting new competitors to this business. Nevertheless, BSRM maintained the market leadership by dint of its first mover’s advantage, superior quality, branding, innovation and large-scale operations and ultimately accumulated substantial free cash flow over the years. Now, Aameir Alihussain, the Managing Director and CEO of BSRM, was concerned about managing the growth of his business. Would BSRM continue to concentrate on producing steel and building forte by the backward and forward integration of the value chain? Or should the firm opt for some related diversification? Alternatively, was it the right time for BSRM to consider opportunities for unrelated diversification? While opportunities were many, the amount for investment was limited. Thus, Alihussain was in a dilemma pursuing the right corporate-level growth strategy for the overall sustainability of his business in the long run. Complexity academic level This case can be taught in the corporate-level strategy chapter of a core course on strategic management at the undergraduate programs. This case would facilitate students to comprehend the context of corporate-level strategies in managing the growth of a business in an emerging market. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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D’Costa, Diantha, Virginia Bodolica i Martin Spraggon. "In the uncertain world of Qontrac International: navigating through family, growth and succession management challenges". Emerald Emerging Markets Case Studies 8, nr 4 (2.11.2018): 1–31. http://dx.doi.org/10.1108/eemcs-06-2018-0153.
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Learning outcomes Upon completion of this case study analysis, the course audience is expected to achieve four learning outcomes. In particular, students should be able to conduct a comprehensive organizational diagnosis to uncover the peculiarities of managing a family business; analyze the specific challenges faced by family-owned enterprises in the context of emerging markets; evaluate the succession management practices in family organizations and design a profile of a successful successor; assess the effectiveness of managerial decision-making and provide recommendations for securing the sustainability of a family firm. Case overview/synopsis This case study unveils the tumultuous story of Vishwanath Shetty, an ambitious entrepreneur who transformed his small venture into a profitable family business with operations in Middle East, Asia and Africa. Since the early establishment of Qontrac International in 1989, he relied on the ownership and management participation of several members of his and his wife’s families. Over the years, Vishwanath was successful in pursuing a strategy of continuous growth and geographic diversification by taking advantage of the business opportunities in several regions and opening up branches in Oman, the United Arab Emirates (UAE), Ghana and India. Yet, almost three decades after its launch, the company was confronted with a number of family, growth and succession management challenges that endangered its survival in the long run. The Shetty family experienced a serious rift due to financial reasons, the performance of the two branches managed by siblings declined, and the old firm structure and management style did not fit well with the newly enlarged and geographically dispersed Qontrac International. To deal with these organizational issues, Vishwanath was faced with an additional dilemma of securing the support of a suitable intra-family candidate who could join the family business and become his successor. By describing the strategic events and family dynamics that shaped the evolution of Qontrac International over time, the case provides an opportunity to assess the effectiveness of managerial decision-making in the context of family firms and provide viable recommendations for ensuring firm survival and longevity. Complexity academic level Upper-level undergraduate audience Graduate audience (in Master of Global Entrepreneurial Management program). Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Strategy.
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Jayakumar, Tulsi, i Sunny Vijay Arora. "Sirona Hygiene Private Ltd.: raising a cup to menstrual freedom". Emerald Emerging Markets Case Studies 12, nr 3 (12.10.2022): 1–34. http://dx.doi.org/10.1108/eemcs-05-2022-0155.
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Learning outcomes The learning outcomes of this study are as follows:▪ to explain the marketing of products that fall under “stigmatised” products;▪ to develop a multi-segmentation strategy and identify variables used in segmentation;▪ to identify the target segments;▪ to draw a value proposition canvas;▪ to construct positioning statements; and▪ to decide the product portfolio based on segmentation, targeting and positioning (STP). Case overview/synopsis This case considers the dilemma faced by Deep Bajaj, CEO of Sirona Hygiene Pvt. Ltd., a company in the female menstrual and intimate hygiene products space, in May 2021. During an investor meeting, an investor questions Sirona’s focus on menstrual cups (MCs) and advises Deep to expand instead the sanitary pads category. While the company has been growing at more than 100% year-on-year and has also been profitable for the last three years, the case considers how Deep can better participate in the bull run in the Indian menstrual hygiene market. Should he discard menstrual cups from Sirona’s product portfolio and concentrate on sanitary pads – India’s most highly accepted menstrual hygiene product? Alternatively, should he discard sanitary pads from his product portfolio and focus on MCs – his flagship product? Or, could he tap the large and growing menstrual hygiene market to “have his cup and pad too”? Complexity academic level This case is suitable for a class of 90 min in an undergraduate course or an extended session of two 90-min classes in a graduate MBA course. It can be studied as part of the STP module in a Marketing Management course. It may also be used in a strategic management course within a graduate MBA program to provide an understanding of the value proposition canvas as part of the module on business model canvas. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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Mital, Amita, Archana Panwar i Yuvaraj Jawalgi. "NoPaperForms: enrolment engine for the education sector". Emerald Emerging Markets Case Studies 12, nr 2 (24.05.2022): 1–28. http://dx.doi.org/10.1108/eemcs-12-2020-0415.
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Learning outcomes Discussion of the case will enable students to identify the cornerstones of industry development using simple frameworks like PESTLE and five forces that shape strategy. They will be able to identify critical success factors and evaluate how a firm gets competitive advantage. They will also be able to assess whether the advantage is sustainable for the firms and along which dimensions they have only competitive parity. The issues of contemporary firms growing through the use of network strategies is also highlighted and students will learn to appreciate the role of platforms and connectivity for gaining sustainable advantage. Case overview/synopsis This case describes the growth strategy of NoPaperForms, a start-up in the domain of enrolment automation for higher education in India. Naveen Goyal, the founder CEO sensed an opportunity in this growing industry segment and acquired it from the founder, Vishal Shah in 2017. The ultimate objective of an educational institute was to attract talent, Goyal evolved a comprehensive enrolment solution starting with the time a prospective student made an inquiry for enrolment till the time he/she paid for enrolment. It was a complete panel, bundled and packaged in a single system taking care of lead management, lead nurturing, application management, fee payment, post-application management and enrolment. He developed it into a unique blend of a customer relationship management (CRM), which was unique in the country. At this juncture, Goyal was exploring growth avenues. On the client side, he had the alternatives of focusing on the B2C segment or diversifying from B2B to B2C. Geographically, he had the options of expanding to tier II and tier III cities, which were the next growth hubs. The option of growing internationally was also on the cards. The purpose of the case is to analyse the opportunities in the education technology sector, specific to student enrolment and leverage the competencies of the firm to detail the future strategy of the firm. Complexity academic level The case can be used in a MBA program for a course in Strategic Management in the module of strategy formulation after fundamental concepts and theories of Strategic Management have been discussed. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Mulla, Tausif Amir. "Saregama Carvaan: a phoenix that rose from the ashes". Emerald Emerging Markets Case Studies 11, nr 3 (16.08.2021): 1–20. http://dx.doi.org/10.1108/eemcs-02-2020-0040.
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Learning outcomes The learning outcomes of this case are product innovation, the importance of consumer insights and data in marketing and the role of consumer insights in brand revival. Case overview/synopsis This case study is a fascinating look into how the shift from music compact disc (CDs) to streaming has completely changed consumer behavior. This change in attitude led many music labels down one of two paths as follows: shutting down the business or embracing new business models. The case study aims to bring out essential learning from a company, Saregama, that was on the verge of shutting down because of the losses incurred with the shift in consumer behavior from buying music CDs to streaming music for free on every smart device. This shift led most record companies to become shuttered. However, not all were as fortunate as Saregama, who threaded its way toward profitability. This case analyzes how Saregama turned from a loss-making business unit into a profit center by launching a breakthrough product backed by innovative thinking and strong consumer research. The researcher opted for secondary research based on reports from Deloitte and McKinsey & Company and other credible sources to understand the music streaming market in India. The study also includes excerpts from the interview of Vikram Mehra (MD of Saregama India Ltd.) to various media houses and customer reviews on e-commerce sites. Complexity academic level The case is relevant for learners studying for an undergraduate or graduate program and for discussions for modules such as marketing management and international marketing with a focus on product development and strategy. Applicability the case will provide the following exposure to the learners: the difference between corporate and marketing objectives; Using frameworks such as valuable, rare, inimitable, and organization and SAP-LAP to understand the rationale behind strategic decisions; An understanding of the importance of listening to consumers; Using the right marketing elements such as segmentation, targeting and positioning and marketing mix for a competitive marketing strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing.
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Bhatt, Kedar, i Abhinava S. Singh. "The case of motivprints: balancing entrepreneurial instinct with managerial approach". Emerald Emerging Markets Case Studies 10, nr 2 (1.07.2020): 1–16. http://dx.doi.org/10.1108/eemcs-06-2019-0155.
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Learning outcomes After studying this case, the students/participants would be able to: discuss important personality traits of an entrepreneur; understand specific challenges faced by a venture as it moves toward higher growth stage; discuss the importance of strategic planning and managerial style as the ventures move from establishment stage to growth stage. Case overview/synopsis The case is about MotivPrints, a two years old venture, offering custom designing and commercial printing to businesses in Gujarat, India. MotivPrints was established by Himanshu Dhadnekar in 2016 and had 85 SME clients and 35 vendors by 2019. Himanshu, a young entrepreneur had been involved in entrepreneurial activities since his school days and was also involved in a couple of business ventures during his MBA. However, he had been flip-flopping as an employee and entrepreneur, as then. At MotivPrints, he handled key responsibilities of developing client networks, generating business, marketing and managing relationship with vendors. With limited support of a team of freelancer associates, no permanent staff for assistance and lack of funds made it imperative for Himanshu to plan for scaling up his venture for survival and growth. Could he envision MotivPrints as a larger entity? If yes, what changes, mandated by growth, were needed to be made in both – the entrepreneur and the organization? Complexity academic level The case can be discussed in the class of entrepreneurship at the master’s level. It can also be used in the entrepreneurship specialization course in the second year of post-graduation. The case can be also be used for young entrepreneurs in an executive development program focusing on new ventures. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 3 Entrepreneurship.
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Faridi, Mohammad Rishad, Arun Patni, Ryhan Ebad i Neelima Patni. "Wax and wane: a case study of Flying Colours". Emerald Emerging Markets Case Studies 12, nr 2 (5.04.2022): 1–40. http://dx.doi.org/10.1108/eemcs-01-2021-0015.
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Learning outcomes At the end of the case study discussion, students will able to state the importance of outsourcing with comparing pros and cons in business decision-making; review the value bestowed to the community in using sustainable raw material while at the same time conserving the ancient style of artwork particular to the area; discuss the utility of the products manufactured by “Flying Colours,” especially for the lockdown period which was because of the pandemic; and demonstrate and interpret the use of shark and mosquito bite matrix. Case overview/synopsis Arun Kumar Patni, 47, and his wife Neelima Patni, 43, are co-founders of Flying Colours, a start-up company based in Jaipur, in the state of Rajasthan, India. Their enterprise was engaged in the manufacturing and marketing of bird products and accessories, including bird feeders, bird houses, earthen water bowls, etc. In July 2020, post-lockdown, they were desperate to hire carpenters to restart their factory. However, COVID-19 posed a serious challenge, making it very difficult to replace their skilled carpenters, who had returned to their native places and had not come back. This disrupted production and order fulfilment. Keeping this situation in perspective in anticipation of the continuing pandemic crisis, Neelima was in favour of outsourcing basic production and designing the birdfeed decoration and artwork in-house. Meanwhile, Arun instead favoured continuing full in-house production as before, by hiring replacement carpenters. Yet for an in-house full-scale production, procuring raw material was a difficult task because of the lockdown. The situation had earlier taken a turn for the worse when Arun had advertised an exchange marketing policy to let customers return their old bird feeders for a 20% discount on a new one. This campaign was a huge success and resulted in a sales spike but unfortunately it caused a huge stock of returned products in their warehouse. Arun initially planned to repair and resell them as refurbished products. It now seemed impossible, because local carpenters demanded higher labour charges than the regular carpenters did. Flying Colours had provided skills workshops and hired external trainers to train unskilled carpenters prior to lockdown, so now all the training investment was in vain. Cash liquidity, sales, marketing, etc. were almost at a standstill. Complexity academic level This case particularly focuses on undergraduate-level students pursuing business or commerce programs, especially those studying core course: Entrepreneurial Strategic Management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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Faridi, Mohammad Rishad, i Azam Malik. "Digital transformation in supply chain, challenges and opportunities in SMEs: a case study of Al-Rumman Pharma". Emerald Emerging Markets Case Studies 10, nr 1 (14.02.2020): 1–16. http://dx.doi.org/10.1108/eemcs-05-2019-0122.
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Learning outcomes Digital skills change management skills problem solving skills. Case overview/synopsis Al-Rumman Pharma is headquartered in Dubai, is an integrated international pharmaceutical company providing a wide range of pharmaceutical solutions to manufacture high quality and affordable generic medicines. It holds credibility amongst healthcare professionals and patients, across the Middle East and North African (MENA) markets. Their quality assurance is fostered by high levels of reliability and order fulfillment, which differentiates them from their competitors. Recently, they have been facing technology fatigue meant as an organization suffering from overwhelming options and choices in technology, this contributes to turbulent and confused states of mind when considering technology adaptation. This case evolves specifically from a procurement perspective, the pressure of high expectation and severe compliance clauses from key suppliers, particularly large corporations with monopolies in supplies who have the tendency to dominate and dictate terms to the small and medium enterprises (SMEs). For example, forcing SME’s to adopt specific technological frameworks to be trade partners. Another conflict is that while the SME’s do value the contribution of the procurement function, the shift from tactical to strategic mindset is not robust enough. Is this a dilemma? Ms Mary buyer at Al-Rumman Pharma, which is SME in operation, is facing challenges from key suppliers because of her tactical buying approach and adoption of multiple technological frameworks from various key suppliers, which are neither integrated nor compatible with each other. Her transition from traditional buying to a more strategic sourcing approach is what the need of the hour is. Prior information technology role was more as support at Al-Rumman Pharma and Chief Executive Officer Dr Mubeen Ahmad Khan did technology adopted decisions in isolation but today the company needs an integrative approach with forward thinking and also kept the legacy intact. Resistance to change was very inevitable once it was integrated. Complexity academic level This case has been particularly focused on undergraduates in the final semester of management courses, as well as masters level students specializing in supply chain and operation management courses. It is also for practitioner procurement and supply chain managers going for various supply chain management related certification courses. Students who have studied procurement management are most suitable to accomplish this case study. Executives pursuing a business program are also recommended to study this case. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 9: Operations and logistics.
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Koul, Saroj, i Hima Gupta. "Leveraging the balanced scorecard – a tool for SME advancement". Emerald Emerging Markets Case Studies 11, nr 2 (17.05.2021): 1–16. http://dx.doi.org/10.1108/eemcs-08-2020-0282.
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Learning outcomes Illustrate the typical organizational responsibility of a small, medium industry dealing with precision manufacturing products. Introduce a balanced scorecard (BSC) as a concept about the case in the context. Introduce the parameters specific to small and medium enterprise (SME) that could be considered to be part of the key performance indicators. Understand the advantages and disadvantages of using a BSC in SMEs in emerging economies. Case overview/ synopsis Gopika Rani, the recently hired Executive Assistant along with Sanjana M, the Business Development Manager of SEP India Private Ltd. (SEPI), a small medium enterprise, were finalizing a proposal for the forthcoming “India Small Business Excellence Awards 2020.” The proposal was to be considered by the Board of Directors scheduled to meet next week for approvals. Sanjana apprises Gopika on CRISIL’s policy advisory role and its annual awards scheme for SMEs in India. She also details recent modifications announced by the Government of India that had impacted SEPI and was pertinent for filling the application. Gopika understood that SEPI was well-known for the precision and durability of its component, and was poised for growth. The business catered to global suppliers (Tier-1 companies) of the Indian automotive industry that accounted for over 75% and the balance contributed to exports. SEPI’s unique products such as Starter Motor Ignition or the Fuel Vending pump (Automotive) or the non-automotive products such as arrowheads and bowstrings (sports) or the heart-valves (medical) have all the quality certifications. For new product development, customer feedback played a crucial role at all stages of development from prototype to pilot tests. SEPI’s mission “be our customers’ preferred supplier and business partner” drove their personnel and organizational objectives. Also, SEPI could get multiple benefits and be in a strong market position because of this award recognition. Gopika was, however, unclear about SEPI’s business strategies and use of appropriate performance measurement tools. Gopika desired to address the Board of Directors next week on her idea of applying a BSC as a useful “strategic planning and management tool.” The BSC methodology can be used to monitor the performance of SME firms against strategic goals. It can be successfully implemented in smaller organizations because of their simpler set-ups and tendency to arrive at a consensus quickly. However, implementation of BSC within the Indian micro, small and medium enterprises has been scant. Several studies found that the lack of ownership, resistance to change, a scarcity of training and coordination between the departments and lack of funds were among the challenges. The firms also had to make numerous changes to their strategies as business environments evolved. Gopika was convinced that the tool could blend in all the “four perspectives – customer, financial, internal business and learning and growth” and grow. The tool could demonstrate meeting all the prerequisites, “needs to have an exemplary vision, demonstrate outstanding business acumen, use best practices and create a legacy for the others to follow,” that were prerequisites for receipt of this award. Her next project would be to seek approval for the implementation of BSC, a beneficial and apt tool for SEPI. Do you agree with Gopika Rani that BSC is a suitable tool for SEPI? If yes, why? If no, why? Complexity academic level This case study titled leveraging the BSC – a tool for SME advancement is intended for use in the graduate management program (MBA) in subject electives, namely, entrepreneurship, strategy formulation, human resource management or production management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship. Supplementary materials Teaching Notes are available for educators only.
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Al Suwaidi, Muna Saeed, i Syed Zamberi Ahmad. "Al Junaid industrial group: exploring business development strategies during COVID-19 pandemic". Emerald Emerging Markets Case Studies 11, nr 2 (25.06.2021): 1–20. http://dx.doi.org/10.1108/eemcs-08-2020-0313.
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Learning outcomes Expected learning outcomes are as follows: to understand the nature of heating, ventilation and air conditioning (HVAC) manufacturing industries based on Al Junaid Industrial group when considering entering such businesses. To understand how unexpected short-term shocks such as a global pandemic may require long-term changes in a company’s outlook and planning. Discuss the marketing mix strategy that the Al Junaid Industrial group business products and services elements follow. To understand the competitiveness of Al Junaid group’s business environment and to identify the potential for business growth. To gain skills at developing a marketing strategy using the products, price, place and promotion model. Case overview/synopsis Al Junaid Industrial group is a small to medium-sized HVAC manufacturing company created over 12 years ago, in the United Arab Emirates. It has a production line company in the Sharjah industrial area with a capacity of 5,000 ft. The company not only manufactures air conditioning and its accessories but also provides installation and maintenance services. As for its international connections, it imports raw materials such as aluminum and exports air conditioning grills and accessories, offering installation services to many destinations, including Kazakhstan, Afghanistan, Uzbekistan and the Gulf Cooperation Council. The company has recently suffered a setback due to the COVID-19 pandemic. In March 2020 its net revenue and profits decreased by an average of 40%. As a result, Al Junaid Industrial group currently faces several internal and external challenges affecting its business performance such as high operating expenses, low market demand and stiff competition. Due to these challenges, this case study argues that Mr. Obaid Al Junaid, the Chief Executive Officer, should develop a new marketing strategy aimed at raising revenues to levels closer to those observed before the onset of the epidemic. Complexity academic level This case could be used in undergraduate and graduate classes of the business management field, as well as in development programs for managers in small to medium-sized enterprises (SME). Students (final year students of an undergraduate program for a bachelor’s degree) are expected to have a basic knowledge of Strategic management and business in general. It is preferred that the students have basic knowledge about small-to-medium businesses. Additionally, the managers in SME should be familiar with operational management, business management and marketing strategy and some of the challenges faced by managers in industrial businesses. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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Mohapatra, Sanjay, Vikram Swain, Shriram Misra, Rohit Padhi, Subhabrata Nath Sharma, Neelakanth Veluru, Tanaya Saha Dalal i Subhajit Deb. "Selling groceries through the cloud in a Tier II city in India". Emerald Emerging Markets Case Studies 6, nr 3 (15.09.2016): 1–24. http://dx.doi.org/10.1108/eemcs-09-2014-0230.
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Subject area Information Systems – IT Strategy Design and Implementation. Study level/applicability The case can be discussed in Marketing Management courses and IT Strategy classes in MBA, executives from NGOs who are participating in Management Development Programs, etc. It can also be used in entrepreneurship classes. The case serves as an illustration to entrepreneurship projects, and so this case can be discussed in training program for budding entrepreneurs intending to implement cloud in its IT infrastructure. Case overview E-commerce is big nowadays in India. In e-commerce, particularly e-tail in India is witnessing a boom with players reporting achieving revenue targets earlier than anticipated. Though e-tail sites are now ubiquitous and dime a dozen with multiple offerings or specialized offerings, the e-grocery model is yet to take off on a large scale across India. E-grocery model has its unique challenges on both supply as well as distribution side unlike other e-tail business. As it deals with perishable items, it faces challenges in supply chain, procurement, inventory management, cold storage management, quality and logistics. To solve such problems, high degree of localization is needed for players in this business. It requires them to open up multiple warehouses at strategic locations in a city if they decide to have control over the goods they sell. Start-ups in this space face the problems in monitoring inventory levels across warehouses where they use disparate Point of Sales (POS) systems. There is a lack of synchronization among the POS applications across the warehouses for which they are able to take the benefit of economies of scale during procurement and distribution. Also, they face stock out and excess inventory across stock keeping units (SKUs). To solve this problem, a strategy is needed so that they can maintain data for all its warehouses through a single database and also by which they can scale up easily and at a lower investment without disturbing continuity in business. Expected learning outcomes Following are the learning outcomes: to learn about the business model and market ecosystem of an e-tailing business dealing in grocery items in a tier-II city in its introduction phase of organizational life cycle, to learn about various processes involved in online ordering of an item from an e-commerce website, to understand the various challenges faced by an organization dealing in e-tailing business in its introduction phase and to find out whether IT Strategy can be of help to overcome these challenges, to have an understanding of the Balance Score Card and Departmental Score Card, to understand how cloud can be of help to overcome the challenges and what are the possible cloud architectures to address such problems, to get an idea about how return on investment can be measured for finding feasibility of investment in cloud and to have the understanding of risk associated with implementing cloud and the cost of mitigating those risks. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS:11 Strategy.
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Farooq, Mir Insha, i Parul Gupta. "The transition to greener ways at Parsa’s". Emerald Emerging Markets Case Studies 11, nr 2 (23.06.2021): 1–19. http://dx.doi.org/10.1108/eemcs-09-2020-0326.
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Learning outcomes The aim is to make students deliberate on the prospects and challenges of green practices and developing an understanding of the significance of the decision to be taken by marketers and how data can help even in small-sized entrepreneurial decision-making. Upon completion of this case study, the students will be in a position to achieve the following: • Identify factors that are essential for organizations to think of including planet while formulating strategies. • Understanding the significance of research in studying green consumer behavior and the research process. • Interpreting and critically evaluating the survey. • Suggesting measures how to improve the survey so conducted and recommending solutions. Case overview/synopsis Parsa’s is a case about a quick-service restaurant in an Indian emerging market, which faces the harsh realities of environmental degradation. In a very short span of time, Parsa’s has evolved as a reputed brand – steadily growing with around 16 outlets across different parts of India, most of them in Jammu and Kashmir (J&K). The Indian subcontinent’s landmass is getting buried under its own garbage with the country adding more than 15 million metric tonnes of waste every day. This unmanageable waste generation, which is piling up, adds to the pollution of land, air and water. To curb this menace, India’s Government came up with a one-time plastic ban on October 2nd, 2019. At Parsa’s, Javeed – its owner, had envisioned in 2018 to transit to greening their business activities. The organization’s greening was providing a unique selling proposition. However, they were still in early transition. Indian market being an emerging one, is yet to adopt green practices. In addition, J&K is no different from the rest of the nation. However, Parsa’s had to now think beyond the plastic ban, which was mandatory to all and this strategy will no more provide a competitive advantage. Both the partners were unsure whether the consumers were ready or they need more awareness. Javeed, a management graduate, suggested to conduct a survey in the Kashmir region as their quick-service restaurant had a good holding in most of the districts of Kashmir. Complexity academic level This case is most suitable for graduate and post-graduate level program, ideally in the following courses offered: • and in areas of marketing research, where the students can develop an understanding of how research can help marketers in studying consumer behavior • in strategic management concerning a bigger ambit of sustainability; this case can cover the issues about decisions regarding going green strategies. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing. Supplementary materials Teaching notes are available for educators only.
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Cr, Rajan, Swaminathan T.N. i Uma Rao Ganduri. "Mission K-54: turning around the US$3bn Indian auto major – Ashok Leyland". Emerald Emerging Markets Case Studies 9, nr 1 (12.04.2019): 1–26. http://dx.doi.org/10.1108/eemcs-01-2019-0015.
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Learning outcomes Learning outcomes are eliminating usual options for a turnaround, understanding how organizations can respond to adverse industry /market changes through cost and productivity management, managing strategic cost control turnaround deployed across a company, turning a huge threat into an opportunity and the role of leadership in driving strategic cost management and importance of internal communication and buy-in for a successful implementation. Case overview/synopsis Ashok Leyland Ltd. is the 2nd largest manufacturer of commercial vehicles in India, the 4th largest manufacturer of buses in the world and the 12th largest manufacturer of trucks globally. Vinod Dasari joined this company in 2005, and since 2011, he has been the MD and CEO of the company. This case is about restaging of this company that commenced in the year 2013 when the company was heading toward a loss for the very first time in its 65 plus years of history. Ashok Leyland was heaving under its own weight, saddled with overheads, grappling with intense competition from old and new players and struggling to become agile and meet the new challenges in the market. A potential loss of up to Rs 750 crores (US$123m) looked inevitable. The challenges were that major structural changes were required and the company needed not only a transformational change but also a surgery. The company had to come up with savings of Rs 750 crores (US$123m) annually to avoid making losses. The projection of 54,000 unit sales volumes be achieved. Internal communication and buying in by all employees. This case outlines the path chosen by Dasari to restage, turn around, overcome the challenges and deal with employee resistance. Complexity academic level This study is applicable for MBA programs in business strategy, strategic marketing, international marketing and BBA programs in business strategy, strategic marketing and international marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Faridi, Mohammad Rishad, i Saloni Sinha. "Enigmatic brothers’ uniquecorn poised to be a unicorn". Emerald Emerging Markets Case Studies 11, nr 4 (14.12.2021): 1–54. http://dx.doi.org/10.1108/eemcs-01-2021-0016.
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Learning outcomes Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business. Case overview/synopsis Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for? Complexity Academic Level Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops. Supplementary materials www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.