Marlene M. Reed

FATMOLS lodges of Zambia: reaching international travelers

Study level/applicability Undergraduate. Case overview This case deals with a Zambian entrepreneur named Frank Ngambi who had developed several lodges in Ndola and Lusaka, Zambia. His original intention had been to build lodges that would provide inexpensive lodging for domestic travelers. That strategy had succeeded, and the lodges had been so successful that Frank had been able to increase the size of his lodges in both cities. However, by the summer of 2015, Frank had decided to seek the patronage of international travelers. He knew that this change in strategy would be difficult to achieve. After analyzing one of his competitors, the Intercontinental Hotel in Lusaka, he realized that he needed to increase his product offerings and also offer outstanding customer service. One problem in attaining that goal was the fact that there was very little training for human resources involved in the hospitality industry in Ndola where two of his lodges were located. Another problem he faced was figuring out how to market his lodges to international travelers, as he had never sought that segment of the market before. Expected learning outcomes At the conclusion of the case discussion, the student should be able to apply Michael Porter’s General Business-Level Strategy to the present and anticipated strategies for the FATMOLS Lodges; to identify tactics that would apply to a low cost leadership strategy; to identify tactics that would apply to a differentiation strategy; to discuss reasons tourism has increased in Zambia in the twenty-first century; to analyze the financial strategy used in developing the FATMOLS Lodges; and to develop a plan for moving a company from a low-cost leadership strategy to one of differentiation. 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.

Crafting a teaching case study: ideation to publication

Synopsis “I think I would like to write a case. What do I do now?” The purpose of this paper is to answer this often-asked question by presenting a useful guide for case writers which examines the entire process of case writing beginning with the initial idea and proceeding through required stages leading to the publication of case studies. Further, this guide seeks to emphasize that case writing is a form of research, not just story telling. Ultimately, the increasing interest of scholars in researching, writing, and publishing pedagogical cases provided the impetus for this paper. The four major case writing processes identified in this paper include ideation (idea generation), creation (crafting the case study), application (creating the Instructor’s Manual), and publication (publishing the case). Each of these four processes is presented in detail including examples, pitfalls, and resources. This work is intended to assist novice, as well as experienced, case authors who seek advice on crafting and publishing pedagogical cases in refereed journals. Resources presented in this paper should be helpful especially for aspiring and as yet unpublished case writers. Research methodology The paper is based partially on archival research, but most of the content is based on the substantial experience of the authors. Relevant courses and levels The paper is relevant for upper-level undergraduates as well as graduate students interested in pedagogically based research.

Crafting a Wine Business Case Study and Its Teaching Note: Guidance for Research and Publication

This paper will attempt to open a dialogue about the elements that constitute an outstanding wine business case study and, if used for teaching purposes, an instructor’s manual. The ability to understand, synthesize, evaluate, and also create cases is becoming an increasingly important career-building skill for graduates of higher education programs across all disciplines. Case studies about wine businesses can help achieve mastery of program learning outcomes and begin to close the loop (Alexander, 2011). Numerous wine business program graduates have reported that adding evidence of their ability to create, review, or analyze cases to their “job search portfolios” had given them “an edge over other candidates” for a position.

Alo farm implement company of Sweden: diffusion of innovation in China

Subject area Doing business in China Study level/applicability This case was developed for us in an undergraduate strategy course at the point in the course when global strategies are discussed. It might also be used in an undergraduate entrepreneurship class when “diffusion of innovation” is being discussed. Case overview This case describes the experience of a student consulting team from Baylor University working in China during the summer of 2012. The team was charged with the responsibility of determining an entry mode into China for a farm-implement company in Sweden. The students spent most of the summer in three different locations in China interviewing dairy farmers and equipment dealers to identify the proposed customers for the products and their equipment needs. Their findings led them to the conclusion that Alo, the Swedish farm implement company, would have to alter their mode of entry into the Chinese market to be successful. The decision facing Amanda Sherek, the team leader, was how to structure the team’s report to Alo to help them recognize the need for rethinking the company’s original strategy. Expected learning outcomes At the conclusion of the case discussion, students should be able to: list and explain critical findings of the students that should be involved in developing a strategy for Alo; identify the appropriate global strategy for Alo to use in entering China; relate the theory of “Diffusion of Innovation” to Alo’s situation in China; identify whether Alo was contemplating using a production orientation or the marketing concept for its entry into China; and outline a strategic plan for Alo to enter the Chinese dairy farming industry. 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.

Proton Cancer Therapy Center: An Entrepreneur's Dilemma

This case deals with the dilemma faced by an entrepreneur named John Styles who was faced with the decision of whether or not to enter into a partnership with M.D. Anderson Cancer Center in Houston to build a Proton Cancer Therapy Center. The decision was clouded by the fact that most of the

Utilizing Market Segmentation in Church Marketing and Management

100 million investment required for the venture would be invested in facilities and technology that could be used for nothing else if the project failed. In addition, the typical venture capitalists who would normally invest in such a venture would not find this deal enticing because of the long time lag to profitability.