Case Studies

Show Results:
Results 11 - 20 of 107
Jiuzhai Valley National Park: Data-Driven Economic Growth and Ecological Preservation

by Assoc Prof H. Brian Hwarng and Mr Jianhua Ran (Manager, Digital Information Center, Jiuzhai Valley National Park)

Publication Date: 26/01/2018

Since 2000, China’s Jiuzhai Valley National Park (Jiuzhai Valley) had been experiencing a sharp increase in the volume of tourists it received. The park contributed significantly to the surrounding area’s economy: in 2015 and 2016, it contributed more than 60 per cent of the total admission income received from the four major scenic parks within the Aba Tibetan and Qiang Autonomous Prefecture of Sichuan Province. However, pollution and noise due to the influx of visitors presented a constant threat to Jiuzhai Valley’s ecosystem and environment. Despite Jiuzhai Valley’s fairly advanced and disciplined approach to park management, there was no easy solution to the problem it faced in trying to balance its economic success and sustainable environmental initiatives. Attempts to manage information using digital and smart technologies and “big data” were still in their early stages, and had yet to yield the expected benefits. How could the park balance conservation and development to attain sustainability?

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


Caterpillar Inc.: Aftermarket Parts Freight Optimization

by Assoc Prof Singfat Chu and Ms Ramya Subramanian (EMBA student)

Publication Date: 24/01/2018

A key contributor to the business reputation and success of Caterpillar Inc. (Caterpillar) was the company’s reliable aftermarket service. Caterpillar’s Asia Distribution Centre in Singapore processed urgent spare parts orders received from dealers located in 10 Southeast Asian countries. In 2017, the operations team was working to develop a rigorous analytical method for making daily decisions about how to ship the spare parts. Shipments were consolidated by country destination and needed to optimize the interests of three stakeholders: (1) Caterpillar, which wanted to minimize freight costs; (2) dealers, who wanted to receive the spare parts in the shortest time possible; and (3) freight forwarders, who wanted to be rewarded for their on-time delivery performance. 

For NUS Business School: (Faculty only)
o obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


San Miguel: Succession in the Philippines' Largest Corporation

by Assoc Prof Ruth S.K. Tan and Assoc Prof Yupana Wiwattanakantang

Publication Date: 29/09/2017

In September 2011, San Miguel Corporation (SMC) celebrated its 122nd anniversary. Its chairman had just turned 76. Two years earlier, he had travelled to the United States to receive a cardiac ablation to correct an irregular heart rhythm. Succession-related questions were on his mind. SMC needed a clear plan for the leadership transition. The charismatic chairman spent his life successfully exploiting business opportunities, growing SMC from a small brewery company into a giant business group. By 2011, SMC was the largest corporation in the Philippines in terms of revenue—accounting for about 6 per cent of the country’s gross domestic product and employing about 17,000 people. The group engaged in a wide range of businesses including mining, oil refining and distribution, power, telecommunications, airlines, airports, and infrastructure. How could the company continue to thrive without its remarkable leader? Finding a path towards a smooth leadership succession would be a difficult task.

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


L’Oreal India: Where Beauty Meets Tradition

by Assoc Prof Prem Shamdasani 

Publication Date: 29/09/2017

In 2013, L’Oréal SA had become the largest cosmetics manufacturer in the world by understanding different markets and offering products to those consumers that met needs they may not have realized they even had. In India, L’Oréal spent more than 20 years studying its target consumers and developing products to cater to their specific needs. However, developing localized products was not the only criterion for success in a new market. L’Oréal needed to also localize every aspect of its operations, from research and development to marketing and outreach. As well, the company needed to deal with intensifying competition as global and local players challenged L’Oréal’s efforts to penetrate and dominate the hair-care, skincare, makeup, and professional hair-care segments in the value-conscious and largely unorganized but fast-growing beauty market in India. What localization and market development strategies should L'Oréal implement?

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


Buy or Rent: Living in Singapore

by Assoc Prof Ruth S.K. Tan, Dr Zsuzsa R. Huszar and Dr Weina Zhang

Publication Date: 31/07/2017

Mr. and Mrs. Wong and their three children had rented a condominium unit in Singapore for the past six years. During that time, they had been watching the property market with the objective of buying a home of their own. A larger unit in the same building finally became available for sale in June 2016. Coincidentally, their rental lease would expire soon after that date. If they decided to buy the larger unit, they would hold it for the next 10 years. Their net gain or loss of the buy versus rent decision would depend on the selling price of the unit at the end of 10 years and the rental payments.

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


bKash: Financial Technology Innovation for Emerging Markets

by Assoc Prof Ishtiaq P Mahmood, Assoc Prof Marleen Dieleman and Mrs Narmin Tartila (former MBA student)

Publication Date: 28/06/2017

The founder of bKash Limited (bKash), a successful mobile financial services (MFS) model pioneered in Bangladesh, built the company from scratch, targeting services at the lower socioeconomic segment of society and eventually acquiring 26 million customers. bKash has had a positive impact on the lives of countless poor people and has gained worldwide recognition for its innovative business model. The model required close collaboration with telecommunications operators, banks, non-governmental organizations, and regulators. In particular, the Bangladesh central bank supported the venture, allowing experimentation in MFS to address poverty through financial inclusion. By the end of 2016, the founder was concerned about future regulations and looking to strengthen the foundation of his disruptive business to make it more robust. How could the company continue to grow while maintaining its financial inclusion objective?

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


LUX* Resorts & Hotels: Optimal Room Mix Marketing Decisions

by Assoc Prof Singfat Chu and Mr Nitesh Pandey (EMBA student)

Publication Date: 17/05/2017

In early 2016, LUX* Resorts & Hotels, a hotel group headquartered in Mauritius, needed to determine the room mix to sell to foreign guests to achieve a specific earnings target. The hotel group also intended to sell some of the remaining rooms to local residents at affordable (discounted) prices. The objective was to maximize the revenue stream to finance local corporate social responsibility projects. The case highlights the practical use of Microsoft Excel Solver, an optimization tool, to resolve routine planning challenges faced by a hotel group.

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


Internships and Career Decisions for Talented Young Graduates

by Dr Wu Pei Chuan and Ms Eugenia Lee (BBA Hons student)

Publication Date: 16/05/2017

Three students joined the NUS Business School some years ago with very different backgrounds; as they were about to graduate, they started to reflect on their experiences at the University and how it prepared them for their first jobs. Throughout their student lives, they had taken on a combination of internships, leadership roles and case competitions, and in the process, they had developed different career aspirations. However, the future was still uncertain as they struggled with making momentous decisions regarding their careers. With so many options and possibilities before them, what was the 'best choice' for these individuals?


Neptune Orient Lines: Valuation and Capital Structure

by Assoc Prof Ruth S.K. Tan, Dr Zsuzsa R. Huszar and Dr Weina Zhang

Publication Date: 29/03/2017

Neptune Orient Lines Limited (NOL) was started as Singapore’s national shipping line to facilitate industrial development and support the economy. The CMA CGM Group (CMA CGM) had acquired 67 per cent of NOL from Temasek Holdings Private Limited for SG$2.3 billion or $1.30 per share—a 6 per cent premium over the last closing price. In 2016, CMA CGM sought to acquire the remaining shares at the same price so that it could delist NOL and take it private. In order to delist, the company would need to acquire another 23 per cent of shares to hit the acceptance threshold of 90 per cent. Should the remaining shareholders sell their shares at $1.30 per share, or hold out for a better price? Should bondholders of CMA CGA and NOL be concerned about the acquisition?

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


Food Empire: Valuation and Investment

by Assoc Prof Ruth S.K. Tan, Dr Zsuzsa R. Huszar and Dr Weina Zhang

Publication Date: 09/03/2017

Food Empire Holdings Limited (Food Empire) was a food and beverage brand owner and manufacturer of instant beverage products, frozen convenience food, confectionery, and snacks. Its main markets were Russia and Ukraine. When the political tensions between Russia and Ukraine erupted and their currencies depreciated in 2014, Food Empire’s bottom line was badly affected: its share price dropped 71 per cent in 30 months. In light of these developments, investors were not sure if they should sell their investments in Food Empire. Using financial statement analysis and various valuation concepts—including net tangible assets, dividend discount models, and peer multiples—it was hoped that the best course of action could be determined.

For NUS Business School: (Faculty only)
To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)


Page 2 of 11

NUS Business School,
Mochtar Riady Building,
15 Kent Ridge Drive,Singapore 119245

Email: askbiz@nus.edu.sg
Phone: +65 6516-3106

© Copyright 2001-2018 National University of Singapore. All Rights Reserved.
Legal | Branding guidelines | Contact Us