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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| BRUCE CLARKE AT RAND MERCHANT BANK |
| In August 2002 Matthew Thompson, head of the structured finance division at Rand Merchant Bank (RMB) faced an unusual dilemma. One of the top performers in his unit, Bruce Clarke, appeared to pose a significant threat to the team spirit of his divisio |
| Cape Herb & Spice Company: Choosing a Growth Strategy |
| Irene Ivy-Schuurmans and Dale Kneen started the Cape Herb and Spice Company in 1992, selling their wares from a modest barrow at the Cape Town Waterfront. They were housemates with full-time jobs, but both were passionate about cooking “wacky, creat |
| Capitec Bank: low-cost banking for Joe average |
| By December 2006, Capitec Bank, South Africa's newest listed retail bank, had come a long way from its origins as a microlending organisation in 2001. Over time it had started introducing other banking services to its entry-level clients, so that by 2 |
| Celtel International BV: June 2004 |
| Depicts the options facing Mohammed Ibrahim, founder and chairman of Celtel International, the largest pan African wireless telecommunications provider, as he tries to position his company for further growth. Should the firm, which has reached $1 bill |
| CEMENTING THE NATION: WEST AFRICAN PORTLAND CEMENT |
| West African Portland Cement (WAPCO) is at the point of making a decision regarding the replacement of the old kiln at its Ewekoro plant with a new dry process kiln. The 40-year old equipment made the running of the plant uneconomical. The unstable ec |
| CHALLENGES OF A CAREER WOMAN (B): THE BALANCING ACT |
| This is the second of a two-case series. After providing a brief summary of case (A), case (B) relates Obi's decision to resign and to take on the challenges she faces in her new job. Highly successful professionally, she has to dedicate more and more |
| CHIDI'S DILEMMA |
| Chidi is under pressure from his mother (to whom he is very attached) to get married. He looks at the various options he currently has and wonders which one to choose, all things being considered. This case is an attractive introduction to Analysis of |
| Chief Timothy Adeola Odutola and Nigeria's manufacturing sector |
| Chief Timothy Adeola Odutola was an important contributor to Nigeria's manufacturing sector, creating a multimillion-dollar conglomerate including three factories, a retail franchise, a cattle ranch, a 5,000-acre plantation, a sawmill, and an exportin |
| Clean Clothes Drycleaners: King Solomon has to go |
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| Clean Clothes Drycleaners: King Solomon has to go |
| When Stanley set up a dry cleaning service, besides himself, no other employee had a degree. Most of the staff had limited education and exposure to management. As the business grew, he saw the need to form a management team made up of university or p |
| Cleaning the diamond: De Beers' fifth C |
| De Beers, the world's largest diamond mining and trading company, has been criticised for trading diamonds from the conflict areas in Africa, and thus indirectly supporting the rebel groups in their wars against the legitimate governments, since the 1 |
| Cleaning the diamond: De Beers' fifth C |
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| CMC Connect: the challenge of realizing the company vision |
| CMC Connect has a very clear vision, to become the best public relations firm in West Africa. The Managing Director (MD), Yomi Badejo-Okusanya, uses every opportunity to share his vision with the employees: (1) meetings; (2) training programmes; (3) t |
| CMC Connect: the challenge of realizing the company vision |
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| Communication in Groups -- Social-psychological studies of groups: A literature review |
| This technical note will review the research literature, highlighting the findings that constituted important steps forward in the knowledge and understanding of how people work in groups. |
| COMPASS SA: CHANGING THE RECIPE |
| In October 2002 contract food services group, Compass SA, was some way down the track in a process that aimed to transform the company into a learning organisation. Compass management had embarked on the process in the belief that it was only as a lea |
| COMPUTECH Nigeria Limited |
| This case relates to the attempts of the leader of a computer/IT business to stimulate his staff to higher commitment and performance and his disappointment at his staff's reaction to various tangible and intangible rewards. The technical note '404-01 |
| Concrete producers and bottlers |
| This technical note discusses a hypothesis developed from several case studies - the difference between 'concentrate producers' and 'bottlers'. The metaphors for this hypothesis derive from the carbonated soft drinks (CSD) industry. The note discusses |
| CONSTANTIA INSURANCE: NO SECOND CHANCES |
| Robert Shaw, CEO of Constantia Insurance Company Ltd, had a tough decision to make. Margaret Townsend, his senior Administrative Director, had just left his office, having confessed to breaking company policy. She had a long record of good service wit |
| Craggier National Park |
| Craggier National Park is a typical game reserve located in South Africa. The game reserve's management is trying to determine the optimal mix of animal species to stock a game reserve. Jointly they are trying to determine the mix of hunting packages |
| CREATEGY(TM): THE RED HOT STRATEGY FOR CHILLIBUSH? |
| Early one fresh April morning in 2004, Dale Hefer, Managing Director of ChilliBush Marketing and Communications, entered the new building that she had recently acquired. She had started ChilliBush five years previously, operating from her Johannesburg |
| Customer relationship management at BBSN |
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| Customer relationship management at BBSN |
| Ronke Dawodu is the owner and Chief Executive Officer (CEO) of BBSN, a grocery retailer located in Lagos, Nigeria. From her travels and life experiences, Ronke has witnessed customer loyalty solutions and is desirous of such solutions for their custom |
| CUTIX PLC FACING THE CHALLENGES OF CHEAP IMPORTS |
| Chief Ajulu Uzodike, the chairman and CEO of Cutix Plc, was putting together his 2005 strategic plan for the board meeting scheduled for February 21, 2005. He was faced with the challenges of growing the business in the face of increased competition |
| Dan Olofsson: IT Magnate at a Turning Point |
| “We cannot just sit by and do nothing!” said Sebastian Olofsson to his uncle, Dan Olofsson, a Swedish IT billionaire and owner of a private game reserve in Hluhluwe (northern KwaZulu-Natal, South Africa). It was February 2003, they were both at th |
| De Beers: addressing the new competitiveness challenges |
| Traces the development of De Beers and the diamond industry from its inception in the mid-1800s to the year 2000. Discusses De Beer's history and strategy as the industry leader and its role in industry development. Enables deep examination of the int |
| De Beers at the millennium |
| At the time of the millennium, diamond demand was threatened by an increasing awareness among jewelry customers that diamond production and trading in some countries was being linked to growing inequities and human rights violations. This, in turn, ha |
| De Beers' corporate transformation: the competitive pressures |
| The De Beers Group, which had maintained a monopoly on the global diamond trade since the early 20th century, had to change its business model by the turn of the 21st century. It adopted the 'Supplier of Choice' programme as a response to several alle |
| De Beers' corporate transformation: the competitive pressures |
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| Debt relief: the African paradox |
| Sub-Saharan Africa (SSA) is by far the most indebted and aid-dependent region in the world. The total of its external debt stock being around 52.5% of its gross domestic product (GDP) in 2004. It was revealed by the United Nations Conference on Trade |
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