個案總覽

Supplemental to case W19471 With his primary research on the Kenyan agricultural market completed, the entrepreneur needed to analyze the new data using design-thinking frameworks, and then formulate a value proposition that used his resources and processes to address the large-scale improvements identified in Case A.

With his primary research on the Kenyan agricultural market completed, the entrepreneur needed to analyze the new data using design-thinking frameworks, and then formulate a value proposition that used his resources and processes to address the large-scale improvements identified in Case A.

By the end of 2018, a recent business program graduate had found that his first social enterprise had been a success, and he wanted to start his next venture in the Kenyan agricultural market. He identified three challenges in this area—climate change, lack of market access, and ineffective education systems—and he wanted to try to address one of these with a new business. Case A explores how he needed to perform a market assessment to understand the opportunities and constraints of the Kenyan market, identify the resources and processes that would be available to him when starting the business, and form strategies for performing customer research.

In late May 2014, the founder of Liyu Ethiopia Tours was considering his options to grow the company. The small but reputable tour company had become successfull in Addis Ababa, Ethiopia in only seven months. The founder, who faced the challenge of continuing to grow the business on a limited budget, was considering several strategic decisions: should he increase the company’s online presence by using the services of Google AdWords or TripAdvisor; expand local and national partnerships with hotels or with tour companies in neighbouring countries; or participate in a major trade show, with the hope of developing international partnerships. The founder wondered how to align his company’s goals with its capabilities.

In 2015, the general manager of the Gold Crest Hotel (Gold Crest) in Mwanza, Tanzania, had only three days to present a compelling marketing strategy for the hotel at the executive board meeting. Though the hotel had recently experienced revenue growth from its conference room bookings, management wanted to increase average yearly hotel occupancy. A new marketing strategy had to include a target consumer segment, a marketing plan, and options that would attract customers to book guest rooms at the Gold Crest. Also, the manager had to decide whether to renovate the ninth floor of the hotel and, if so, whether to add additional conference rooms or additional guest rooms, depending on the targeted market segment.

Burro was a growing start-up in Ghana with a mission to provide “tools for a better life” to Ghanaians by distributing products that addressed local needs. In February 2015, after seven years of operation, the company had finally become profitable. Demand for Burro’s sustainable products was growing quickly in the booming Ghanaian market. The country manager wanted to determine a strategy for growth to maximize the success of Burro's future.

Ganzeb Microfinance Institution (Ganzeb) was formed as an extension of an indigenous non-governmental organization, and provides loans to rural Ethiopians to fund their business ventures. The microfinance industry is heavily regulated by the Ethiopian government, and the political landscape is not very stable. Since its inception in 2000, Ganzeb has been run by the same chief executive officer. The company flourished until 2006, when its financial performance declined as a result of an increasing number of defaulting loans from clients. Many other organizational problems have also emerged, which are quickly degrading the institution's work. Now, in late 2008, the chair of the board of directors is faced with threats from the National Bank of Ethiopia: he must fix the problems or lose Ganzeb's licence to operate. The board chair is being asked to meet with the bank to talk about the situation and the proposed solutions. He must figure out how to fix the problems of high turnover among staff, poor financial performance, and a lack of communication between the different levels of the organization.

In 2012, Fastjet acquired Fly540, a low-cost airline with operations in Tanzania, Kenya, Angola, and Ghana, and began operating as a low-cost carrier with the goal to become the most successful pan-African low-cost airline. Since starting operations, Fastjet had grown tremendously, achieving strong market acceptance and a reputation for reliability and punctuality. Although yield per passenger had increased over its first two years, Fastjet had continued to report operating losses due to its poorly performing operations in Kenya, Angola, and Ghana. In September 2014, Fastjet had the opportunity to expand into other African regions, and the company’s chief executive officer needed to consider his options to successfully grow the company’s operations.

In mid-2015, the managing director of Feed Green Ethiopia Exports PLC (FGE), one of Ethiopia's leading export companies, faced a pivotal decision. FGE specialized in herbs and spices, and the price of one of FGE's major products, paprika, had skyrocketed in the past six months. As a result, FGE had sustained a massive loss. This problem had taken a toll on FGE's profitability, and the company's future was on the line. The managing director needed to mitigate this problem and prevent it from occurring again. He saw three alternatives: FGE could maintain the status quo, operate its own farm in one of two locations, or purchase its spices directly from local farmers. Maintaining the price and quality of the products and providing excellent customer service were the company's main priorities, regardless of which option it chose.

The owner of Leisure Gardens, a restaurant and accommodation business in a small town in Ghana, faced problems with his business. Approximately 40 per cent of his restaurant customers were paying on credit and not paying on time, causing cash flow problems. His sole employee was unreliable, often absent when the restaurant was busy. This two-part problem hindered the restaurant's success and owner’s ability to expand the business. Moreover, the owner faced external pressures from competitors in the restaurant market. The owner was considering three options to sustainably reduce bad-debt accounts and ensure profitability in the future: implementing an employee contract, changing the payment options, and expanding the business to generate more revenue. Which option would be the best course of action for the future of Leisure Gardens?

The owner of Leisure Gardens, a restaurant and accommodation business in a small town in Ghana, faced problems with his business. Approximately 40 per cent of his restaurant customers were paying on credit and not paying on time, causing cash flow problems. His sole employee was unreliable, often absent when the restaurant was busy. This two-part problem hindered the restaurant's success and owner's ability to expand the business. Moreover, the owner faced external pressures from competitors in the restaurant market. The owner was considering three options to sustainably reduce bad-debt accounts and ensure profitability in the future: implementing an employee contract, changing the payment options, and expanding the business to generate more revenue. Which option would be the best course of action for the future of Leisure Gardens?

iSpace, a start-up hub that focused on women in technology, was founded in 2013 in Ghana's capital, Accra, and provided space, technology, and funding to 62 entrepreneurs. In May 2017, the co-founder wanted to expand the business to maximize social impact by empowering a greater number of entrepreneurs who lacked technical skills, emotional support, and access to funding. iSpace had four strategies to choose from to meet its goal: create new programs to attract more entrepreneurs in Accra, establish a presence on university campuses, expand into other regions or countries, and collaborate with government programs. In addition, the company needed a plan to address the financial and human resources constraints it would face in executing an expansion strategy.

iSpace, a start-up hub that focused on women in technology, was founded in 2013 in Ghana’s capital, Accra, and provided space, technology, and funding to 62 entrepreneurs. In May 2017, the co-founder wanted to expand the business to maximize social impact by empowering a greater number of entrepreneurs who lacked technical skills, emotional support, and access to funding. iSpace had four strategies to choose from to meet its goal: create new programs to attract more entrepreneurs in Accra, establish a presence on university campuses, expand into other regions or countries, and collaborate with government programs. In addition, the company needed a plan to address the financial and human resources constraints it would face in executing an expansion strategy.

In 2012, Fastjet acquired Fly540, a low-cost airline with operations in Tanzania, Kenya, Angola, and Ghana, and began operating as a low-cost carrier with the goal to become the most successful pan-African low-cost airline. Since starting operations, Fastjet had grown tremendously, achieving strong market acceptance and a reputation for reliability and punctuality. Although yield per passenger had increased over its first two years, Fastjet had continued to report operating losses due to its poorly performing operations in Kenya, Angola, and Ghana. In September 2014, Fastjet had the opportunity to expand into other African regions, and the company's chief executive officer needed to consider his options to successfully grow the company's operations.

The general manager of operations and interim general manager of human resources at Linda Dor Restaurant and Rest Stop (Linda Dor) was facing challenges recruiting, training, and retaining staff at the lower levels of the organization. These customer-facing positions, which include wait staff, cashiers, and runners, are responsible for delivering the high level of customer service enshrined in Linda Dor Enterprises' corporate values. Providing a positive customer experience is becoming increasingly important for Linda Dor because the company is expanding into the hotel industry and needs to ensure that its reputation for high-quality customer service is untarnished. How could Linda Dor improve employee retention and build a strong corporate culture?

The general manager of operations and interim general manager of human resources at Linda Dor Restaurant and Rest Stop (Linda Dor) was facing challenges recruiting, training, and retaining staff at the lower levels of the organization. These customer-facing positions, which include wait staff, cashiers, and runners, are responsible for delivering the high level of customer service enshrined in Linda Dor Enterprises’ corporate values. Providing a positive customer experience is becoming increasingly important for Linda Dor because the company is expanding into the hotel industry and needs to ensure that its reputation for high-quality customer service is untarnished. How could Linda Dor improve employee retention and build a strong corporate culture?

In 2015, the general manager of the Gold Crest Hotel (Gold Crest) in Mwanza, Tanzania, had only three days to present a compelling marketing strategy for the hotel at the executive board meeting. Though the hotel had recently experienced revenue growth from its conference room bookings, management wanted to increase average yearly hotel occupancy. A new marketing strategy had to include a target consumer segment, a marketing plan, and options that would attract customers to book guest rooms at the Gold Crest. Also, the manager had to decide whether to renovate the ninth floor of the hotel and, if so, whether to add additional conference rooms or additional guest rooms, depending on the targeted market segment.

In late May 2014, the founder of Liyu Ethiopia Tours was considering his options to grow the company. The small but reputable tour company had become successfull in Addis Ababa, Ethiopia in only seven months. The founder, who faced the challenge of continuing to grow the business on a limited budget, was considering several strategic decisions: should he increase the company's online presence by using the services of Google AdWords or TripAdvisor; expand local and national partnerships with hotels or with tour companies in neighbouring countries; or participate in a major trade show, with the hope of developing international partnerships. The founder wondered how to align his company's goals with its capabilities.

Burro was a growing start-up in Ghana with a mission to provide "tools for a better life" to Ghanaians by distributing products that addressed local needs. In February 2015, after seven years of operation, the company had finally become profitable. Demand for Burro's sustainable products was growing quickly in the booming Ghanaian market. The country manager wanted to determine a strategy for growth to maximize the success of Burro's future.

In mid-2015, the managing director of Feed Green Ethiopia Exports PLC (FGE), one of Ethiopia's leading export companies, faced a pivotal decision. FGE specialized in herbs and spices, and the price of one of FGE's major products, paprika, had skyrocketed in the past six months. As a result, FGE had sustained a massive loss. This problem had taken a toll on FGE's profitability, and the company's future was on the line. The managing director needed to mitigate this problem and prevent it from occurring again. He saw three alternatives: FGE could maintain the status quo, operate its own farm in one of two locations, or purchase its spices directly from local farmers. Maintaining the price and quality of the products and providing excellent customer service were the company's main priorities, regardless of which option it chose.