This case and the three others in this series (9B13M098, 9B13M099 and 9B14M023) can be used together or on a standalone basis.<br><br>This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. The issues are strategic in nature and typical of a growing business. Following the successful establishment of her company, she faces issues related to rapid growth; she is a “one-woman show” who controls everything in the company including marketing, operations, human resources and finance. Although she enjoyed a successful start, the tremendous growth of her company has culminated in management difficulties. Thus, she is considering how to transform her business from an entrepreneurial firm to a structured organization.
This is the second case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M099 and 9B14M023) can be used together or on a standalone basis.<br><br> This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. In this case, the entrepreneur realizes the importance of having a clear organizational structure with different departments and a clear chain of authority. As a result, she hires her daughter as the managing director to take on the responsibility of developing a mission, vision and explicit organizational structure. This restructuring allows the company to grow further, which leads the entrepreneur to consider her opportunities in the international market.
This is the third case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M098 and 9B14M023) can be used together or on a standalone basis.<br><br>This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. This case describes some of the first steps of doing business internationally in the West. Lacking international experience, the entrepreneur seeks to minimize risk by entering into a strategic alliance with renowned fashion designers. They systematically help her to introduce her brand to the international market, albeit on a limited scale. After the initial success, she begins to plan a more structured approach towards internationalization. She decides to commission a thorough study of France, Spain and Turkey, as they are historically familiar with Arabic jewellery designs. Accordingly, the case identifies specific information about the three countries so that students can compare them in order to reach the best decision about structured international expansion.
This is the fourth case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M098 and 9B13M099) can be used together or on a standalone basis.<br><br>Azza Fahmy Jewellery: Going Online Post-revolution (B) (9B14M024) is a supplement to this case.<br><br>This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. This case describes the changes that have occurred in the external environment and their effect on strategy implementation. The Egyptian Revolution on January 2011 has forced the entrepreneur to re-evaluate her strategy and make the necessary changes. The use of social media, which was a catalyst of the revolution and also affected its outcome, presents a great opportunity for expanding her business even further.
Olympic Group (OG) was an Egyptian white goods giant that made products such as water heaters, fans, and cookers. In 1997, OG decided to buy IDEAL, a large state-owned white goods firm. Being a monopoly in its markets, IDEAL had a strong brand name and market share, which made it very attractive for OG. Also, the products that IDEAL produced — refrigerators and washing machines — complemented OG’s products. A year after the acquisition, OG had to deal with several issues such as integrating the employees of the two companies, boosting employees’ productivity, changing IDEAL’s brand image, and improving IDEAL’s products. Accordingly, within the next month, the CEO had to decide whether to start by changing IDEAL’s brand image or integrating the employees of the two companies. He also had to consider how and when to integrate the employees of the two companies without affecting overall performance. What methods should he use to boost the employees’ productivity, especially at IDEAL? What areas needed to be worked on in order to improve the IDEAL brand image without affecting its market share? What changes in IDEAL’s products were required to sustain its competitiveness and market share?
El Mawardy Jewelry was an Egyptian jewelry company located in Cairo, Egypt. The company was able to attract many customers due to its variety of designs, high-quality products, and competitive prices. The friendly atmosphere and customized services provided by the salespeople helped the company gain a competitive advantage. The Mawardy family was able to build on its success and open different stores across Egypt. In 2009, the financial crisis hit Egypt and many businesses were negatively affected. Faced with this challenge and a goal to go international, the Mawardy family considered different possibilities. The company had many options, but decided to focus on Qatar and the United Kingdom. It needed to decide whether it was better to expand now or later. It also needed to consider where to expand first — Qatar or the United Kingdom.