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PowerPoint presentation for product 8B12M099.

This is a supplement to 9B14M023, which is the fourth case in the Azza Fahmy Jewellery series.

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.

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.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 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 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 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.

Jabwood, a wood trading company with four branches in Lebanon owned by the Jabado family, is contemplating international expansion into new markets — specifically, Saudi Arabia and China — to compensate for a decline in revenues. This case examines the macroeconomic environment of Lebanon, China and Saudi Arabia as well as the wood industry in those countries. The characteristics of a successful international expansion are considered. In addition to identifying the criteria of attractiveness for each country, the case requires a decision on a market entry strategy that would ensure a successful expansion for the company. Given the risks and tradeoffs in each country, Jabwood has to decide whether it should expand in either market or both and on the mode of entry it should adopt to increase its chances of success.

Jabwood, a wood trading company with four branches in Lebanon owned by the Jabado family, is contemplating international expansion into new markets - specifically, Saudi Arabia and China - to compensate for a decline in revenues. This case examines the macroeconomic environment of Lebanon, China and Saudi Arabia as well as the wood industry in those countries. The characteristics of a successful international expansion are considered. In addition to identifying the criteria of attractiveness for each country, the case requires a decision on a market entry strategy that would ensure a successful expansion for the company. Given the risks and tradeoffs in each country, Jabwood has to decide whether it should expand in either market or both and on the mode of entry it should adopt to increase its chances of success.

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?

Spreadsheet for product 9B11M051.

Driven by the 2009 global economic crisis, Dacia Romania designed and built the Dacia Duster sport utility vehicle (SUV) to be the ideal SUV at an affordable price. After a successful introduction of the cheapest modern sedan on the international market in 2004, and one of the cheapest modern seven-seaters in 2006, Dacia planned to introduce what it hoped would become the cheapest modern SUV on the international market. The main challenge it was facing in 2009 was not only how to sell the car to existing customers, but also to conduct an extensive public communication campaign in order to convince other drivers to change their cars for the cheaper, more efficient Dacia SUV that was going to be available in spring 2010.

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.

Orascom Telecom Holding S.A.E. (OTH) was established in 1998 in Egypt and grew to become a major player in the global telecommunications market. OTH was among the largest and most diversified network operators in the Middle East, Africa, and South Asia. Orascom Telecom Algeria (Djezzy) was launched in February 2002 and grew to become the market leader in Algeria in terms of both subscriber numbers and the quality of telecommunications services provided. Djezzy served more than 14.7 million subscribers on its network and had a 62.9 per cent market share.<br><br>Orascom wanted to further expand, and India was considered a great opportunity. In 2006, OTH agreed to acquire a 19.3 per cent stake in Hutchison to penetrate the Indian market. India was a promising market as there were strong complementary similarities between Orascom and Hutchinson Telecom. However, Orascom was not able to enter the market because it did not consider the expenses in an accurate way and ignored many factors. Now, in 2009, the treasury director of OTH was wondering what lessons in the risks of internationalization he could learn from the company’s failure in India and present difficulties in Algeria.

Orascom Telecom Holding S.A.E. (OTH) was established in 1998 in Egypt and had grown exponentially to become one of the major players in the global telecommunications market. OTH was considered to be among the largest and most diversified network operators in the Middle East, Africa and South Asia. Orascom Telecom Algeria (Djezzy) was launched in February 2002 and it grew to become the market leader in terms of both subscriber numbers as well as the quality of telecommunications services provided. Djezzy served more than 14.7 million subscribers on its network and had a 62.9 per cent market share. After the great success Orascom had realized in Algeria, Orascom wanted to further expand. The manager thought that India could also be a great opportunity in which Orascom could expand its business. In 2006, OTH agreed to acquire a 19.3 per cent stake in Hutchison (HTIL) to penetrate the Indian market. India was an excellent opportunity as there were strong complementary similarities between Orascom and Hutchinson Telecom: both were successful operators offering mobile services in countries with large populations and low penetration levels of telecommunications services. However, despite this appearing to be an excellent opportunity, Orascom was not able to complete this operation because it did not consider the expenses in an accurate way and many factors were ignored, concentrating only on the positive aspects.

Driven by the 2009 global economic crisis, Dacia Romania designed and built the Dacia Duster sport utility vehicle (SUV) to be the ideal SUV at an affordable price. After the successful introductions of the cheapest modern sedan on the international market in 2004 and among the cheapest modern seven-seaters in 2006, Dacia planned to introduce what it hoped would become the cheapest modern SUV on the international market. The main challenges Dacia was facing in 2009 were not only how to sell the car to existing customers and how to conduct an extensive public communication campaign in order to convince other drivers to change their cars for the cheaper, more efficient Dacia SUV that was going to be available in spring 2010.

The Turkish financial sector has been developing rapidly and often unpredictably, offering an ideal backdrop to carry out an industry analysis in the dynamic environment of an emerging market. Akbank, one of the leading private Turkish banks, has been successful in taking advantage of the new opportunities that appeared in the credit card sector as a result of post-crisis restructuring of the financial services industry in the early 2000s. Launched in late 2001, Akbank's Axess credit card quickly gained a significant market share of 15 per cent and was popular with both customers and merchants. At the same time, the attractive margins in this sector have sparked many local and foreign competitor entries. Setting a sustainable strategy for the next few years is complicated by the change in the political, macro-economic and competitive environment. The new government leading the country since 2002 has improved overall stability in Turkey, which created both opportunities and threats for Akbank's business. The opportunities included an improved banking system and increasing customer disposable income, while the market for credit cards was not yet saturated. However, threats may come from unpredictable actions that banking authorities could implement and increasing competition from both local and international players. The dynamic nature of the banking industry in an emerging market provides a comprehensive case to anchor a discussion about developing flexible strategy in a changing environment. The purpose of the Akbank case is to help students develop environmental analysis skills. It is designed to be used in a strategy course (e.g. to accompany Chapters 4 and 5 of Crossan, Fry and Killing (2006) Strategic Analysis and Action) at an undergraduate or graduate level. Additionally, it may be used in a marketing course to illustrate issues related to loyalty programs or in an international business course to illustrate the impact of environmental uncertainty on managerial decision-making.

The Turkish financial sector has been developing rapidly and often unpredictably, offering an ideal backdrop to carry out an industry analysis in the dynamic environment of an emerging market. Akbank, one of the leading private Turkish banks, has been successful in taking advantage of the new opportunities that appeared in the credit card sector as a result of post-crisis restructuring of the financial services industry in the early 2000s. Launched in late 2001, Akbank's Axess credit card quickly gained a significant market share of 15 per cent and was popular with both customers and merchants. At the same time, the attractive margins in this sector have sparked many local and foreign competitor entries. Setting a sustainable strategy for the next few years is complicated by the change in the political, macro-economic and competitive environment. The new government leading the country since 2002 has improved overall stability in Turkey, which created both opportunities and threats for Akbank's business. The opportunities included an improved banking system and increasing customer disposable income, while the market for credit cards was not yet saturated. However, threats may come from unpredictable actions that banking authorities could implement and increasing competition from both local and international players. The dynamic nature of the banking industry in an emerging market provides a comprehensive case to anchor a discussion about developing flexible strategy in a changing environment. The purpose of the Akbank case is to help students develop environmental analysis skills. It is designed to be used in a strategy course at an undergraduate or graduate level. Additionally, it may be used in a marketing course to illustrate issues related to loyalty programs or in an international business course to illustrate the impact of environmental uncertainty on managerial decision-making.