Emerging Markets Case Studies Collection

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—A “Big Bath” in China: accounting and corporate governance
—ABIL’s dilemma: to brand or not to brand in India
—A day to remember!
—Abraaj Capital Limited: Celebration of Entrepreneurship (CoE)
—Advanced Systems, Egypt: IT outsourcing in a highly competitive market
—Advanced Technology Investment Company (ATIC): a destination, global champion
—Affordable solar solutions to replace diesel gensets
—Air Jamaica … more than a national airline
—Al Ain Dairy: managing demand and supply
—Al Ain Dairy: market expansion
—Alcohol consumption ad nauseam – without any consequences?: How to launch an alcohol-reducing product on the market
—Al-Maha mobile shop
—Alpha: en route from “Power”-less to “Power”-ful
—An unforgettable journey: a story of corporate-social transformation of Huntsman Tioxide (Malaysia)
—Aquachemie LLC – expansion in Qatar
—Assess your business model strategy to sustain
—Auditor industry specialization in a MENA region country: lessons learnt from PricewaterhouseCoopers – Egypt
—Axel Springer’s sustainability entrepreneurialism in Russian wood supply: just a CSR fad or real change in the makings?
—Aztec Fluids & Machinery: issues in managing growth in India
—Ballarpur Industries Ltd: aligning marketing strategy in a turbulent environment
—Bank Z’s communication dilemma during Turkey’s 2001 crisis
—BBMCI: setting up a distribution channel in India
—Behind the veil
—Bharat Petroleum Company Limited’s (BPCL), India one-stop truck shop (OSTS) retailing format
—BioScience Argentina: BioMobile and the telemedicine market
—Bridging the divide between diaspora investment interest and action
—Bridging Western management theories and Japanese management practices: case of the Toyota Way model
—Building Brazilian citizenship in the context of poverty, waste, drugs and violence: The social entrepreneurship project of Marli Medeiros
—Buyer-seller relationship – challenge in export marketing for The Handicrafts and Handlooms Export Corporation (HHEC)
—Can Bilcare’s anti-counterfeiting technologies handle the menace of counterfeit?
—Chang’an Automobile and the Chinese automotive industry
—Changing business culture: theory and practice in typical emerging markets
—Cilantro Café goes global: reflections on internationalization in Egypt 2.0
—China’s Rippo of Zippo: expanding the costs of pirated intellectual property
—Conglomerate diversification through cross-continent acquisition: Vedanta weds Cairn India
—Coping with capacity expansion: Go-Goal Hydro’s panache
—Corporate brand building at SRF: challenge of selecting the brand consultant
—Corruption by design? L’ArtiMarché’s struggles in Russia
—Culture, career and more: the case of Dilip Roy at IHI (India) Pvt. Limited, a subsidiary of Itsun China
—Customer asset management at DHL in Asia
—D crop protection Malaysia: competition from generic herbicides
—Deal of the day at Cherry.ee
—Decision making in creating the world’s first smartphone
—Discovery Ltd: entrepreneurship in its DNA
—Dream or doom dome?
—Dubai mall: a multipurpose destination in the Middle East
—E-commerce capabilities of a Ghanaian used car retailer
—Economic Zones World (EZW) – supply chain strategy
—Emerging entrepreneurship in Cuba
—Emerging Technologies, UAE
—Enabling excellence in operations through technological innovation
—EnviroServe: The Green Company in the UAE
—Etihad: contributing to the UAE vision through Emiratisation
—Etihad Airways: reputation management – an example of the Eyjafjallajökull Iceland volcano
—FieldTurf Tarkett India: challenges and opportunities in new markets
—Financial closure of Bengaluru International Airport Limited
—Finding, training, and keeping best service workers
—Fraud at the Central Bank of Tanzania (A)
—From traditional manufacturing towards virtual servi-manufacturing: Gabriel’s journey
—Fun 2 fit aerobics: the misadventures of Amy and Azi and a Malaysian start up!
—Fundación arteBA: supporting visual artists by promoting the art market
—Future internet: on a continuous path for achieving “a vision beyond expectations”
—Garuda Indonesia: To becoming a distinguished airline
—Gazi: what’s next?
—General Motors India (2009)
—Ginger – Smart Basics™
—Giordano: positioning for international expansion
—Global loans in entrepreneurship (GLIE): ready, set, disaster
—Global operations at Aalborg Industries – context, configuration, and capabilities
—Gloria Jean’s Coffee in Malaysia
—Gold Valley Chemical Corporation Dubai
—Green management and environmental sustainability: a case of ITC Green Center
—GOONJ – success through innovation
—GOONJ: the power of cloth
—Gulfire: in line of fire
—HAIER: “Beat the Heat”
—Halonix Limited – the product portfolio dilemma
—Hay Group in the Middle East
—Health Pharma: managing supply chain
—Homegrown Kenya: the horticultural industry under fire on CSR
—ihere.tv – Thailand’s online media entrepreneurs
—Implications for recruitment in a multinational organization: a case study of human resource management in the United Arab Emirates
—Industrial relations in Botswana – workplace conflict: behind the diamond sparkle
—International market expansion of “Jintan Nude” in Thailand
—Introducing innovation in a housing development firm in Malaysia
—Jumeirah Group: STAY DIFFERENT™
—Jumeirah Group, UAE
—Kaspersky Lab: from Russia with anti-virus
—Kesineni Tours and Travels
—King’s Biscuits Berhad: crafting the next move?
—Kiwanis Pancake Day – a service operations management case study
—Kulula.com: now anyone can fly in South Africa
—Kulula.com, South Africa – a case study
—Launch and closure of an Indian cement plant: Decision making at Arco Ltd and EGL, its Associate
—Leading change: story of Mumbai Rail Vikas Corporation
—LifeSpring Hospitals: a social innovation in Indian healthcare
—Magic Films: the case of an Indian start-up
—Managing natural gas business: a case of Bharat Natural Gas Company Limited
—Managing word of mouth: the referral incentive programme that backfired
—Market entry of a western company in the Middle East
—Marketing of the dark: “Memento Park” in Budapest
—Mobile marketing at Telenor Pakistan – a MAD strategy?
—Mobile marketing at Turkcell: Turkey’s leading mobile operator
—MTN South Africa: one group, one vision, one brand
—Mydin transformation focus: leadership and organizational change
—Namibia’s Damara culture center: a case study
—Newly empowered: experiences of young leaders in Vietnam
—Noor Dubai Foundation: managing blindness in developing countries
—Not for profit – for revenues in Eastern Europe: The Birch House Zoo
—Oilfield Services – the Abu Dhabi branch
—Outdoor experiential training as a catalyst for success
—Performance management at Bolts’ convenience stores
—PETAWRAP: the Indian grilled wraps
—Piping hot dogs: a case of a Malaysian franchise
—Prabhar Oil Company, and distribution challenges in the Indian lubricants industry
—Prayer rooms: an augmented or expected benefit? Senayan City Mall Jakarta
—Precision Air Services Ltd – jostling for position in Tanzanian airspace
—Privatisation of Malaysian property development projects
—Production Services Network (PSN) Emirates rising up to the people challenge
—PromoSeven Sports Marketing
—Punascha: marketing strategies of a Bengali publisher
—Quality Tailors, Textiles and Embroidery (QTTE)
—Quota for the employment of disabled people in Russia: strategies for compliance
—“Race”-ing ahead! – Just a storm in the tea cup?
—Reaching the bottom of the pyramid: micro life insurance in India
—Renewal of Fijian post and telecommunications: challenging the organizational change option
—Reporting and evaluation in a data communication firm
—Rethink: corporate social responsibility at Si.mobil
—RML: market intelligence in India with mobile SMS intervention
—Road to Kamaka: the struggles of poverty and desertification
—Round two: repositioning the Tata Nano
—San Antonio: assessing the key account management system
—Scandic Hotel Chain in the Baltic – a case of strategic marketing
—SELCO: lighting rural India
—SenseHere: a born global start-up based in the UAE
—Sharjah Football Club (UAE): still kings?
—Shavteli Winery: where to go from here?
—Shraddhanand Mahila Ashram: a quest for a future filled with dreams
—Sinolink Fine Wines
—Soliton Technologies – financing growth in uncertain times
—Strategic buying at National Foods, Pakistan – a recipe for success
—Strategy for water pump maintenance in Peakland
—Synergy between ISA and manual auditing practises at Jain Chowdhary & Company, India
—Talent management and succession planning in emerging Asia
—Talent management at Telekom Malaysia Berhad
—Tata Power Delhi Distribution Ltd: measuring beyond the metrics
—Teaching farmers to hunt – developing commercial skills at BDO Hungary
—Team Computers: positioning to grow
—Touché solutions – response to “Y” generation
—The Accra Beach Hotel: block booking of capacity during a peak period
—The Banyan Tree: branding the intangible
—The changing landscape for Chinese small business: the case of “Bags of Luck”
—The Chilean wine industry: new international strategies for 2020
—The dream’s door: a case of a MNC in Poland
—The Dubai tennis ball machine
—The glowing business growth and darkness beneath: Tirupur knitwear cluster of India
—The Hangzhou Wahaha Group: an insight into diversification strategy of China’s private enterprises
—The human factor in 5S implementation: perspectives from Poland
—The Oberoi resorts: luxury redefined
—The perception of employer value propositions and the contrast between Dutch and Chinese graduates: A case study of TNT
—The Premium Industries Group Dubai
—The transformation process of AGD, Argentina
—The UAE Islamic Bank
—“They don’t just cater, they care” – a case on Sakthi’s Kitchen Pvt Ltd
—TMH – pitching for WOMAD 2010
—Twiga Hosting Ltd – providing affordable information and communication technologies services to small and medium enterprises
—UAE Exchange Centre LLC: business level strategies
—University of Wollongong in Dubai: creating a private university in the public interest
—UST Global, India: delivering software service solutions
—Vasili
—Vinamilk: from local cooperatives to international corporation
—Vodafone Egypt (A): the investment decision
—VSL collaborative online business events
—What’s cooking? Indonesia’s kerosene to LPG conversion program
—Woolworths South Africa: making sustainability sustainable
—XL Pharmaceutical – effective operation and logistics
—Yutong Bus, China: management buy-out
—Zwack, Hungary: a tradition of innovation amidst challenges
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