Over 250 African case studies are listed in the AABS case study database. The database shows the details of the case study and the abstract. To order the case study you will need to contact the institution or case clearing house listed alongside the case study. Many of the cases are housed at the ecch withwhom we are in partnership with. Fees will vary depending on the case, where it originated, what it is to be used for, the number of students using it and whether you are a member of that institution. Each institution will be able to provide a guideline as to the costs involved. All fields in the case studies are searchable. In order to seach the case studies you will need to type your keywords in below.
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| ANGLOGOLD vs NEWMONT: THE BIDDING WAR FOR NORMANDY |
| Bobby Godsell, Chief Executive Officer of AngloGold, South Africa's largest gold producer, had to decide whether to increase the company's bid for the control of Normandy, Australia's largest gold producer. AngloGold had made an offer for Normandy in |
| Arbico Limited |
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| Arbico Limited |
| Arbico Limited, a corporate body, was a building contractor and the objects of its memorandum included the power to deal in property. The company acquired four building plots and built residential accommodation on one of them. The building was sold to |
| Associated Bus Company: ABC Transport 1993-2002 |
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| Associated Bus Company: ABC Transport 1993-2002 |
| This is the first of a two-case series (805-044-1 and 805-045-1). Frank Nneji, having himself experienced the hardships of travelling by road and the poor quality of private road transport, decided to start ABC Transport. His vision was ?to provide ro |
| AVIAN SPECIALTIES (A): MORE THAN CHICKEN FEED |
| The newly completed hatchery was one major step towards achieving Gbenga’s goal of turning his company into a fully integrated poultry farm by the new millennium; but he kept wondering what his next step should be. The company’s three products wer |
| AVIAN SPECIALTIES (B): POSITIONING FOR GLOBAL COMPETITIVENESS |
| Gbenga James was at his desk located close to his modern hatchery, which was producing the highest number of day old chicks (DOC) in the country. He was busy by 8.00am putting the facts and figures together in preparation for the 11.00 o’clock meeti |
| Avis Rent-A-Car, South Africa |
| On 23 June 2005, Keith Rankin, Managing Director of Avis Rent-A-Car Southern Africa, was preparing a proposal for the 30 June board of directors meeting. His concern was how to meet demand during the 2010 FIFA Soccer World Cup, given the severe space |
| Ayolola Motors Ltd: the challenge of growth |
| Ayo Babalola is the owner-manager of a mechanic workshop. The business has grown from very humble beginnings. It is now unable to serve all its customers. Staff retention is almost 100% in an industry known for very high turnover of staff. Ayo is cons |
| Barclays Bank in Africa: moving on from colonial roots |
| A cathartic moment had been reached for the Africa operation of Barclays PLC when Barclays Africa Chief Executive Officer, Dominic Bruynseels, presented two options to his team in January 2003. The bank?s performance on the continent had been declinin |
| Barloworld: action learning in Argentinia, Brazil and Chile: the ABC programme |
| The case deals with the CEO Tony Phillips, trying to achieve several objectives through a fact finding country analysis using an action learning programme. For Phillips the programme not only gives his executives exposure to the ABC countries (Argenti |
| Barloworld: action learning in Argentinia, Brazil and Chile: the ABC programme |
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| BARRY BERMAN: ASSESSING THE PLATES OPPORTUNITY |
| It was the middle of 1994. By then, 23-year-old Barry Berman had been trading in Cape Town number plates with short and unusual numbers for three or four months. The business was growing fast. But so was the canned fruit business that he had started w |
| BELL DEWAR AND HALL: A CASE OF BALANCE |
| To the outside world, Sarah Visagie was a partner at the law firm Bell Dewar & Hall (BDH). But those inside the firm knew that she was a junior partner and not an equity partner. This was largely because she felt unable to commit herself to earning th |
| BHP BILLITON: THE AUSTRALIAN MINING COMPANY'S GROWTH STRATEGIES |
| In 2001, BHP, an Australian 'natural resources company' and Billiton, a British mining company, merged to form the world's largest mining company - the BHP Billiton Group. Since its inception, the group has been focusing on global expansions, leveragi |
| Biz Commodoties Limited |
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| Biz Commodoties Limited |
| In August 2005, Charles Muraguri and Henry Mwaniki, the Proprietors of Biz Commodities, located in Nairobi's Lavington area, in Kenya, were preparing to ship their first container of coffee to the United States of America. Although they had been in bu |
| BLACK ECONOMIC EMPOWERMENT |
| The objective of this note is to define black economic empowerment (BEE) and understand its context in South Africa. The reasons for black economic empowerment and the enabling legislation are discussed. The note also addresses the impact of black eco |
| BLACK LIKE ME: CREATING A LEGACY PART A: THE SOURCE OF AFRICAN BEAUTY |
| This is the first of a four-case series (803-058-1 to 803-061-1). In 1985, twenty-five year old Herman Mashaba and two colleagues decided to enter the ethnic hair-care market in a politically turbulent South Africa with an evocative name for their pro |
| BLACK LIKE ME: CREATING A LEGACY PART B: STEPPING INTO THE FUTURE |
| This is the second of a four-case series (803-058-1 to 803-061-1). In 1985, twenty-five year old Herman Mashaba and two colleagues decided to enter the ethnic hair-care market in a politically turbulent South Africa with an evocative name for their pr |
| BLACK LIKE ME: CREATING A LEGACY PART C: THE CLASH OF CULTURES |
| This is the third of a four-case series (803-058-1 to 803-061-1). In 1985, twenty-five year old Herman Mashaba and two colleagues decided to enter the ethnic hair-care market in a politically turbulent South Africa with an evocative name for their pro |
| BLACK LIKE ME: CREATING A LEGACY PART D: THE LEGACY |
| This is the fourth of a four-case series (803-058-1 to 803-061-1). In 1985, twenty-five year old Herman Mashaba and two colleagues decided to enter the ethnic hair-care market in a politically turbulent South Africa with an evocative name for their pr |
| Black Like Me: Creating a Legacy: Part E |
| The first part of this case is set in 1985, when twenty-five year old Herman Mashaba and two colleagues decided to enter the ethnic hair-care market in a politically turbulent South Africa with an evocative name for their product and a R30 000 loan. T |
| BLACK LIKE ME: CREATING A LEGACY PART E |
| By 2007, the South African business environment had changed significantly. After 1994, democratisation had led to an abundance of business opportunities in South Africa, which foreign firms were keen to exploit. This only served to increase the compet |
| Bootstrapping BIZWIZ |
| Andrew Abdo has developed a an innovative board game that enables students to learn about and practice the intricacies of double entry accounting and business decision in a fun, competitive way. The game has been very well received among university st |
| Botswana: a diamond in the rough |
| n the years since independence, tiny, landlocked Botswana has gone from being one of the world's poorest nations to becoming a stable, prosperous state, blessed with the highest sustained growth rate in the world. This case highlights the role that fo |
| BRAZIL: WILL IT ALWAYS BE 'THE COUNTRY OF THE FUTURE?' |
| This case is a revised edition and replacement for 'Brazil: Will it Always be the 'Country of the Future'?' (399-041-1). This case is in the series on regime change, and serves as a basis for class discussion on the problems of exit from import-substi |
| Brian Bruce: New Century Leader |
| Brian Bruce – New Century Leader
In July 2008, Brian Bruce, chief executive of the 106-year-old construction, mining, engineering and manufacturing giant Murray & Roberts, had been at the helm for eight years. His leadership has resulted in a s |
| Broad–based Black Economic Empowerment: 2004 – 2009 |
| One of the most important black economic empowerment events of the period 2004 to 2009 was the promulgation of the Broad-based Black Economic Codes of Good Conduct (the Codes) in February 2007. In 2004, when the Broad-based Black Economic Empowerment |
| BROKEN HILL PROPRIETARY (BHP) COMPANY LIMITED: TURNAROUND STRATEGY |
| This case describes a very recent turnaround. It discusses the symptoms and causes of decline and takes the students through the different stages of a turnaround. The case provides a backdrop to the resources industry and shows how sensitive the indus |
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