Sustainable Growth Strategies for 999 in the Era of the ASEAN Economic Community: Medical Equipment and Supplies Trading in Thailand during Changing Environmental Conditions

Lao-Hakosol, Wilaiporn and John Walsh, “Sustainable Growth Strategies for 999 in the Era of the ASEAN Economic Community: Medical Equipment and Supplies Trading in Thailand during Changing Environmental Conditions,” South Asian Journal of Business and Management Cases, Vol.5, No.2 (December, 2016), pp.136-44, available at: http://journals.sagepub.com/doi/full/10.1177/2277977916665918.

Abstract:

999 is a Thai company that sells, distributes and supports medical equipment and supplies. It has achieved steady growth in its 30 years of existence but now faces unprecedented problems due to environmental change through the implementation of the most recent stage of the Association of Southeast Asian Nations (ASEAN) Economic Community (AEC) and other challenges. As an emerging, ageing, affluenza-suffering country, Thailand offers a number of interesting opportunities for a company in this sector but those opportunities also appeal to current and potential competitors. Should 999 be thinking of defending its current position or seeking to expand to new markets within the region?

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The Village Farm Resort and Winery

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Announcing:

Lao-Hakosol, Wilaiporn and John Walsh, “The Village Farm Resort and Winery,” South Asian Journal of Business and Management Cases, Vol.3, No.2 (December, 2014), pp.179-86, doi: 10.1177/2277977914548337, abstract available at: http://bmc.sagepub.com/content/3/2/179.abstract.

Abstract:

The Village Farm Resort and Winery is an integrated winemaking vineyard with wine tasting house, restaurant, spa and guest house located in the north-east of Thailand. It has achieved success both through the quality of its Chateau des Brumes brand of wines and for the conviviality available at the country retreat. These market sectors have become feasible in Thailand because of large-scale social and economic changes which have completely disrupted the marketing environment in the country. The sector is rapidly developing based on an expanding market and the passion and enthusiasm of investor-entrepreneurs. However, there are certain to be new challenges to be faced as the market matures.

Fernando Enterprises: The Marketization of a Hobby

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Announcing: Walsh, John, “Fernando Enterprises: The Marketization of a Hobby,” South Asian Journal of Business and Management Cases, Vol.2, No.2 (December, 2013), pp.125-32.

Abstract: Fernando Enteprises is a Sri Lankan company which paints miniature figures for use in wargames or for display. The low labour costs available in Sri Lanka means the service is popular in western countries, where the services provided are mostly consumed and the company is flourishing, with 75 full-time painters employed and new custom-built premises available. The service is part of the process of marketization of the tabletop games-playing hobby, which is not a process welcomed by everyone.

 

Vinamilk: from Local Cooperatives to International Corporation

Announcing: Walsh, John, “Vinamilk: from Local Cooperatives to International Corporation,” Emerald Emerging Economies Case Studies, (abstract) available at: http://www.emeraldinsight.com/case_studies.htm?articleid=17026868&show=abstract, doi: 10.1108/20450621211228400.

Abstract:

Title – Vinamilk: from local cooperatives to international corporation.

Subject area – Marketing.

Study level/applicability – This case study would suit any class that deals with the interaction between the nature of business and society and is rooted in a specific basis in developing Asia. The particular nature of the class could be used to shape the subsequent discussion if necessary: a marketing class would focus on the need for development of the local market and consumer behaviour, while a management class might be more interested in the issues relating to an appropriate ownership structure in an emerging market in a company based on an amalgamation of smaller units likely to have been run by technicians (farmers) or party functionaries.

Case overview – Vinamilk is a Vietnamese company that has grown from humble beginnings as a collection of small-scale dairy co-operatives until the current time when it is one of the largest and most successful companies in that country and recognized as a significant developing Asian success. It has managed this while operating in a product category that has had very little tradition in Vietnam and for which demand has had to be created in order to enable the company to expand. The success of Vinamilk has now made it possible to imagine an international or a transnational future in which it would no longer be tied to its Vietnamese home or to be required to support government-supported developmental goals such as supporting employment and using local inputs. A debate is taking place, therefore, about the nature of the continuing relationship between firms and the public sector in a rapidly developing nation.

Expected learning outcomes – The objectives include: evaluation of the nature of the business-state relationship; evaluation of the nature of the home environment with respect to its attitude to business; and understanding better the nature of emerging markets and their interaction with international markets.

Supplementary materials – Teaching notes are available for faculty. Please consult your librarian for access.

What Is a Case Study?

A case study is a method of studying phenomena, particularly complex phenomena in the world of society and the social  sciences which can only rarely be modeled accurately by quantitative  means. The purpose of the case study is, therefore, to investigate  through the lens of a single unit the impact of larger changes and effects.

Read the full article here.

Behavioural Decision-Making in the Context of Sustainable Business Practices: The Case of Jaipur Rugs, India, 2011

Announcing the latest case study to be accepted for publication in my forthcoming book:

Behavioural Decision-Making in the Context of Sustainable Business Practices: The Case of Jaipur Rugs, India, 2011

Dr. R. K. Tyagi Head, School of Management, RGGI, Meerut

Abstract: Jaipur Rugs reaches more than 40,000 artisans —approximately 60 percent of who are women— in the most economically disadvantaged regions of India and is a handmade carpet manufacturer. As a part of its commitment to the Business Call to Action in January, 2012 it has announced that it will train some 10,000 people in Northern India in advanced carpet weaving techniques and provide them with access to global markets by 2015. This case focuses on the general concept of sustainability and the dynamics of underlying social and economic factors by outlining CSR practices in Jaipur Rugs and discussing its role in the business model. The issues involved were discussed with the company’s CEO, HR Manager, employees and staff. Telephone and personal interviews, together with company visits, were carried out to understand the business model, production processes and socially responsible practices employed in the company. It was found that Jaipur Rugs is using labour-intensive production processes, which boost employment and support economic growth through increased exports. The business model of the firm leads it to operate in a highly decentralized manufacturing and logistics system which, eventually, dramatically decreases its fixed cost. Medium-sized as well as small-scale productive ventures are human problems no less inimical to society than do large-scale ventures. It is further found that the model can be replicated by other firms willing to make CSR an integral part of a business model rather than just through paying lip service to it. This model is different from that of cooperatives and if replicated in other industries it can bring or add to self-employment. Keywords: Corporate Social Responsibility, Rural Employment.

Lockheed Martin – Rich Media Multicast

The latest abstract to be accepted for publication in my case study collection:

Lockheed Martin – Rich Media Multicast

Roma Chauhan

Institute for Integrated Learning in Management

Knowledge Park II, G. Noida, India.

E-Mail- roma.chauhan@{gmail.com, iilmgsm.ac.in}

The Beginning

The beginning of 2004 was occupied by numerous thoughts for the executive team at Lockheed Martin. The information technology support team was tasked to identify a technological solution that would address its need for timely and consistent communications to its geographically dispersed workforce, which was spread across multiple locations in the US and abroad by the company’s executive team. Robert Stevenson was filled with speculation over the fate of Lockheed Martin and started looking for suitable alternatives for the company. The management faced a dilemma over whether to launch a new solution or identify a vendor that would assist in the successful connectivity of the team across the globe.

Executive management recognized that it was essential to connect with employees in all locations for meetings to exchange information. However, the traditional cost of traveling to remote locations required extra expenditure of cost and time. Real-time collaboration became a necessity to achieve competitive edge. The lack of efficiency necessitated by repeating the same meeting content at multiple locations was disheartening for the management. The need to search for a technological solution was determined by the team and the search began under the guidance of Thomas Aquilone, a multimedia production analyst at Lockheed.

Thomas was struggling for identify a highly scalable solution that would allow the company more easily and cost effectively to deliver critical and time sensitive information to the geographically dispersed workforce. The exhaustive research, testing and brainstorm sessions were performed to identify the required solutions that would satisfy Lockheed management. Richard Banse, head of information technology planning and support at Lockheed, was comprehensively involved in the action plan. Richard was keen to adopt a solution for the rich implementation of technological innovation, based largely on the readiness for change, but he was aware of the fact that changes are not always received positively. He wanted to craft an environment in the company in which change is not only accepted but embraced.