Online from: 2011
Information: About this Collection
|Title:||Quality Tailors, Textiles and Embroidery (QTTE)|
|Author(s):||Diana Kao (Associate Dean of Academic Programs at Odette School of Business, University of Windsor, Windsor, Canada), James Higginson (Assistant Professor at Odette School of Business, University of Windsor, Windsor, Canada)|
|Citation:||Diana Kao, James Higginson, "Quality Tailors, Textiles and Embroidery (QTTE)", Emerald Emerging Markets Case Studies Collection, (2011)|
|Article type:||Case study|
|DOI:||10.1108/20450621111193743 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.|
Title – Quality Tailors, Textiles and Embroidery (QTTE).
Subject area – International business, emerging markets, strategy.
Study level/applicability – Year 3 and 4 university level.
Case overview – Kevin, an Indian citizen living in Oman, is the founder and president of Quality Tailors, Textiles, and Embroidery (QTTE). He is faced with a number of questions, including whether or not to establish a new division, in what direction to take the three existing divisions, and how to work with an organization culture that is resistant to change and reluctant to make decisions without his involvement. Perhaps, most pressing is the fact that the company's sponsor is demanding increased payments, since under Omani law, a foreign-owned company must have an Omani sponsor who is entitled to a share of the profits and, in the extreme, can take over ownership and control of the business.
Expected learning outcomes – Upon completing this case, students will practice: identifying and using proper tools (5-forces, SWOT, VRINE) to analyze the external and internal environments of the company; identifying key issues in the case, both long- and short-term; identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and proposing an implementation plan with a time line.
Supplementary materials – Teaching notes.
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