Academic journal article Journal of the International Academy for Case Studies

Juhel Nigeria Limited: Instructor's Note

Academic journal article Journal of the International Academy for Case Studies

Juhel Nigeria Limited: Instructor's Note

Article excerpt

INSTRUCTOR'S NOTE

As indicated in the case, the challenge faced by Mr. Ben Odu is to provide the founder of Juhel Nigeria Ltd with suggestions on how to substantially grow (within the next 12 months) the business. As regards lessons and/or information students can learn from this case, at least the following 4 points can be made:

1) The extent to which models and concepts developed economies can apply in less-developed economies such as Nigeria.

2) Students will be in the position to compare suggestions offered by them during class discussions to that provided by the management consultant, Mr. Ben Odu.

3) Students will also be in a position to find out that managers' decisions are influenced by the conceptual framework they tend to apply and that conceptual frameworks can lead to varying recommendations.

4) Background information on Nigeria and Juhel Nigeria Limited will go a long way to enrich the students' knowledge of the biggest economy in Africa with a GDP of $501.9 billion (that is, well above the figures for South Africa and Ghana, two major democracies on the African continent that are one way or the other in competition with Nigeria).

DISCUSSION QUESTIONS

In the class, usually a student could be selected to lead the discussion. Three methods or approaches may sufficiently be used to deal with this case namely:

1) The students can be called upon after reading the case to provide details they have gathered from the case regarding information that touched on the country, the organization, individuals that played some roles in the case, etc. It is instructive to note the information emanating from the students, on the board. Such provides a template of "facts of the case" that may be found useful as the discussion progresses.

2) Another approach is to elect a student or the entire class members to address certain specific questions regarding the case. For this particular case we hereunder present such series of questions and relative comments to those questions.

Q#01: What is the main problem?

Students are likely to decide that the main problem is that Mr. Odu must develop a set of alternative strategies which have the potential (within the next 12 months) to substantially increase the revenues of the company. We reinforce the idea that this definition of the main problem is very consistent with the facts of the case.

Q#02: What kind of problem is this?

The students' response to this problem may be many reflecting their different views about the issue raised in the case. Undoubtedly, there is no one right answer. In any case two alternative approaches can be used as each seems relevant to the situation. The approaches are indicated as follows:

1) "Grow the Business"

2) Turnaround strategy

Q#03: For the problem identified above, what are the key variables and which expert postulated them?

For students who conclude that "growing the business" is the main problem, Ansoff (1957) suggests that the following are the key alternative approaches to growing a business:

1) Market penetration

2) Market development

3) Product development

4) Diversification

For students concluding that the main problem is the need for a "turnaround strategy," Sheth (1985) suggests there are nine strategies which can be considered:

1) Entrenchment (that is, fight for a larger share of existing uses of the product or service in existing markets);

2) Consider selling to intermediaries;

3) Mandatory consumption (that is, ask government to pass a law requiring the use of a product or service);

4) Go international;

5) Broaden product horizons (that is, don't sell just the computer; rather, sell the computer plus a full set of ancillary products and services);

6) In existing markets, identify new applications for products;

7) In existing markets, identify new usage situations;

8) Repositioning (that is, in new markets, identify new uses for products by changing the image of the product); and

9) Redefining markets (that is, in new markets, identify new uses for products by making functional changes in those products). …

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