Emerald | Emerging Markets Case Studies Collection | Recently published items

Anhui Xuanjiu Group: creating happiness for employees

literatinetwork@emeraldinsight.com (Wu Ci-sheng, Zhou Zhen) — Fri, 19 Apr 2013 00:00:00 +0100

Title – Anhui Xuanjiu Group: creating happiness for employees. Subject area – Labour relations management, business management, HRM, focusing on the labour relations of Chinese enterprises. Study level/applicability – This case is designed for students in schools of business or management, undergraduate MBA or executive MBA classes. Students should already have a basic knowledge about Chinese labour relations, HRM, and organizational development. Case overview – In 2004, a deal transformed Anhui Xuanjiu Group from a state-owned enterprise (SOE) to a private company. Li Jian, the Chairman of Xuanjiu Group, focused on creating happiness for employees. Thanks to Li Jian's efforts, Xuanjiu emrged from its crisis which was formed in the planned economy system. After several years of development, the labour relations management of Anhui Xuanjiu Group became a model among private enterprises in China. Expected learning outcomes – Students can gain new insights into labour relations in China. The case provides an example of building friendly labour relations to avoid labour disputes. It provides a set of measures for retaining and motivating workers. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

“Eldorado” family: the survival and succession plan

Fri, 19 Apr 2013 00:00:00 +0100

Title – “Eldorado” family: the survival and succession plan. Subject area – Entrepreneurship and family business. Study level/applicability – The case is suitable for BA and MBA levels and for courses focusing on family businesses, entrepreneurship, or small and medium-sized enterprises. Case overview – The Gomez family is the owner of Colchones Eldorado, a Colombian mattress company, in business for more than 50 years. Its founder and CEO Gumercindo Gomez, 75 years old, had no succession plan but he wanted to ensure the future of his business. Given the urgency of this situation and the complexity of the family structure, Martha Gomez, General Manager, hired a consultant to design the succession plan. To prepare this plan, the consultant must take into account: the preservation of stock ownership within the family, the company's sustainability under the new CEO family member, and the assurance of the family harmony. Expected learning outcomes – These include: understanding the characteristics of a family business in the Latin American context; recognizing the stages of the family ownership; and identifying personal characteristics and roles of family members in order to design the basis of the succession plan. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

From strategy to numbers: how to penetrate overseas market for ChinaSoft, when Chinese ITO and BPO industry being re-structured in 2012

literatinetwork@emeraldinsight.com (Victor Jun Zeng) — Fri, 19 Apr 2013 00:00:00 +0100

Title – From strategy to numbers: how to penetrate overseas market for ChinaSoft, when Chinese ITO and BPO industry being re-structured in 2012. Subject area – Business strategy. Study level/applicability – This case study is appropriate for MBA and EMBA courses, especially for courses oriented to emerging markets such as China. It can be used in Business Strategic Management or similar courses, combined with the methodology lectures of Managing Entry Modes and Competitive Strategy. This case study provides material for understanding/studying the development of a large Chinese software enterprise. Case overview – As a result of Chinese ITO and BPO market in the face of re-structuring in 2012, Huawei invested in ChinaSoft in May and Vance info merged with HiSoft in August, both of which make ChinaSoft the third largest market-share owner. However, ChinaSoft has a dilemma in its strategic planning for the next three years. If it cannot break through the suppression from the first and the second placed companies, it may lag behind very soon. If it strives for the No. 2 position in market share, is organic growth or M&A strategy the right approach to adopt? Thus, ChinaSoft is now in need of strategic reform and restructuring. The case study analyzes the approaches that Chinese enterprises can adopt in order to sustain overall cost leadership strategies and avoid the related risks in the ITO and BPO industry. Expected learning outcomes – This case study intends to encourage students to learn and use methodologies such as Porter's competitive strategy framework; Rugman and Collinson's theory, selecting and managing entry modes; four basic global strategies, by Hill and Jones. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

I have a dream: Ayuvayur Pharmaceuticals

literatinetwork@emeraldinsight.com (Manoj Joshi, Apoorva Srivastava) — Fri, 19 Apr 2013 00:00:00 +0100

Title – I have a dream: Ayuvayur Pharmaceuticals. Subject area – Start-ups, entrepreneurship, innovation and innovative practices, risks, uncertainties, differentiation, internationalization, competition, business models, operationalizing and implementing strategy. Study level/applicability – The case is suitable for MBA students. Case overview – Vinay moved to the capital city of a Northern Indian state, which also happened to be a commercial hub, after his family business failed. The family succumbed to living in a room without electricity and doors. Vinay had dreamt of establishing his own business empire by being a successful entrepreneur. Steered by this intent, he established a pharmaceutical company with the name of Ayuvayur Pharmaceuticals. The challenge was to establish an innovative Ayurveda-based pharmaceutical products-based firm and to build a leading business empire with a customer focus. Progress was not smooth and the challenges ahead multiplied. Despite his ability to cope with barriers, risks and uncertainties, Vinay and his business, was challenged to grow globally and emerge from its nascent structure. How should the business expand? Expected learning outcomes – Students can discover the following key learning points: how an enterprise is born; the importance of entrepreneurial recognition and orientation; the lead characteristics of an entrepreneur; how a start-up is born despite the unfamiliarity of the entrepreneur with the field he enters; the role of innovation in a small enterprise; and the risks, barriers, uncertainties and challenges associated with entrepreneurial activity. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

YC Company: decreasing profit margin in overseas market

Fri, 19 Apr 2013 00:00:00 +0100

Title – YC Company: decreasing profit margin in overseas market. Subject area – Strategic management. Study level/applicability – This case is suitable for graduate students, postgraduate students and MBAs. Case overview – YC Company is a foreign trade SME operating in the lighting fixtures export business in Ningbo City, a major outdoor lighting products manufacturing base in mainland China. Established by Li Lele in 2008, the sales revenue and gross profit of YC Company have been increasing every year, reaching $ 4.06 million and ¥ 1.00 million, respectively, by the end of 2011. However, the growth rate of profit lagged far behind the growth of sales revenue. If this situation were not controlled, YC Company would hardly survive in this increasingly competitive market. Li Lele, the CEO of the company, was trying to find a way to enlarge the profit margin. Expected learning outcomes – This case lets students learn more about strategic management. Students are expected to learn: how to precisely identify and map a problem; and how to select a better solution by analyzing the context and using some strategic analysis tools, such as Porter's Five Power, Smile Curve, SWOT. In the learning process, students are expected to acquire a better knowledge of some strategic management theory/method, international business, the condition of small and medium trading companies in China. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

FIAT: a good product with a wrong strategy

literatinetwork@emeraldinsight.com (N.H. Mullick, Gaurav Tripathi) — Fri, 19 Apr 2013 00:00:00 +0100

Title – FIAT: a good product with a wrong strategy. Subject area – Marketing, distribution channels and servicing, product portfolios. Study level/applicability – This case is suitable for students of business schools specialising in marketing. It is appropriate for students of marketing management and marketing strategy, distribution management and other related subjects. Case overview – The case focuses on the debacle of Fiat in India after its recent joint venture pertaining to dealership and servicing ended. The future is unclear and is the topic for debate. Expected learning outcomes – The case will help students to understand the reasons for the failure of Fiat in India and to be able to connect the case with the marketing concepts, especially those pertaining to distribution channels. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

Employing CSR in SME development to survive Arab Spring fluctuations – the case of Egypt: General Authority for Investment (GAFI)

literatinetwork@emeraldinsight.com (Hadia Hamdy Abdel Aziz, Menatallah Darrag) — Fri, 19 Apr 2013 00:00:00 +0100

Title – Employing CSR in SME development to survive Arab Spring fluctuations – the case of Egypt: General Authority for Investment (GAFI). Subject area – Business ethics, sustainability and economic development. Study level/applicability – This case is suitable for both advanced undergraduate and postgraduate levels. Case overview – The case presents a pioneering initiative run by the Egyptian General Authority for Investment (GAFI) to mitigate the implications of the 25th of January revolution on SMEs. The case describes the “Business Clinic” program that was designed to provide SMEs with world class consultancy services through the CSR programs of large local and multinational consultancy firms. Expected learning outcomes – The case should help students in: defining corporate social responsibility and describing its importance; describing the role of SMEs in economic development; identifying the different growth obstacles that face SMEs; relating theories in different managerial fields that could be linked to CSR and development; investigating the Arab Spring and describing its repercussions on economic development and sustainability; and illustrating CSR role in solving SME problems. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.

Going international through successful partnerships: the case of GIAS

Fri, 19 Apr 2013 00:00:00 +0100

Title – Going international through successful partnerships: the case of GIAS. Subject area – International business. Study level/applicability – The case is suitable for Bachelor and Master level students of business studies. Case overview – In the actual global economy context, firms are trying to be more competitive by accelerating their efforts to integrate foreign markets. Small and medium-sized enterprises (SMEs) from emerging markets are increasingly internationalizing to capitalize on opportunities in foreign markets. To get into internationalization SMEs can use different successful expansion strategies. One of these strategies is the establishment of a win-win partnership with partners that distribute the company products on the foreign markets. The case deals with a successful experience of a win-win partnership from an emerging country SME, the Tunisian food industry firm GIAS, which began its internationalization in 1996. The case presents first the reasons of internationalization of GIAS. Then an explanation of the strategic choices of internationalization of the firm is provided. The selection of the most appropriate foreign markets is described later. The win-win partnership approach is then detailed and the case finishes with the future internationalization plans for GIAS. Expected learning outcomes – The expected learning outcomes include: the selection of a foreign market; the determinants of the foreign mode of entry; the process of integrating an internationalization strategy; how to choose the most appropriate partner; the follow up and the management of the relationships with foreign partners; and the monitoring of international markets. The case provides a space to think about practice and help learners, therefore, to connect theory and practice. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Grundfos LIFELINK: solving the base of the pyramid tangle?

literatinetwork@emeraldinsight.com (Poul Houman Andersen) — Fri, 19 Apr 2013 00:00:00 +0100

Title – Grundfos LIFELINK: solving the base of the pyramid tangle? Subject area – Development of business models, base of the pyramid (BoP) markets. Study level/applicability – This study can be used at Bachelor as well as on Master's level courses to reflect activities and practices within corporate sustainability, base of the pyramid and international expansion of MNEs. Case overview – This is a case study of Grundfos LIFELINK's development process, relating to the successful development of a business model for serving base of the pyramid (BoP) markets for potable water. Grundfos LIFELINK is a turnkey water solution that encompasses a solar-driven pump facility, a GPS-based monitoring system, and charges based on digital payments of water credits. Together, they represent the business model of Grundfos LIFELINK. At the same time the modules represent a business architecture that can be mixed and matched to match the skills and ensure the adaptive involvement of local partners in BoP markets. Since its cautious start in 2009, Grundfos has successfully expanded its operations to 30 villages in Kenya and LIFELINK systems will operate in 70 villages in Kenya within the next two years. Expected learning outcomes – In an international business/international management context, especially the first and the last part of the case could be used as a showcase of the current transformation efforts multinational companies (MNCs) in the developed world are pursuing. Pressured by the cost advantages of Dragon multinationals from Asia, India and Brazil, MNCs search for new ways to provide value and at the same time utilize their existing knowledge. The Grundfos LIFELINK case shows some of the important consequences and challenges that multinational organizations are facing, once such business models needs to be integrated in the current MNC activities. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Self-sustaining grassroots organizations: a real option? The case of Corporación Picacho con Futuro

literatinetwork@emeraldinsight.com (David Schnarch, Natalia Franco) — Fri, 19 Apr 2013 00:00:00 +0100

Title – Self-sustaining grassroots organizations: a real option? The case of Corporación Picacho con Futuro. Subject area – Management fundamentals, public management, social responsibility, strategy. Study level/applicability – This case may be used in undergraduate courses on management fundamentals, public management, social responsibility, or strategy. Also, it is useful for strategy courses in MBA level and MA in development practice. Case overview – In 1997, Corporación Picacho con Futuro (Picacho), a second-tier community organization created with the support of Fundación Social (FS) at Medellín's Comuna 6, stands at a crossroads. After promoting community development in the area for over ten years, FS announces that it will be withdrawing its financial support in the following year. As a result, self-sustainability mechanisms and strategies must be sought and formulated in preparation for FS' departure. The Corporation's accomplishments over its collaboration with FS were noteworthy: 16 grassroots organizations working together in one of Medellín's most violent districts proved the social fabric woven by Picacho. The young people who engaged in its projects had become examples of cohesion and civil resistance to armed groups' and drug-dealing networks' recruitment efforts. The Corporation's communication projects safeguarded these youths, providing them with a means to escape conflict. Would that all go down the drain without FS' support? Expected learning outcomes – The intended focus of the case is to help students to understand: third sector organizations' complexity and structure; the notion of social value (how this value is created and measured); sustainability challenges facing social ventures, and, particularly, how to manage tensions between social and economic value creation in social organizations; support ecosystems for social ventures, and management strategies associated with base-of-the-pyramid businesses, introducing the concept of inclusive business. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

GranuLab (C): internationalizing GranuMaS

Wed, 17 Oct 2012 00:00:00 +0100

Title – GranuLab (C): internationalizing GranuMaS. Subject area – The area of focus is on internationalization strategies, specifically on developing suitable strategies to support an internationalization initiative of a new medical device company. Study level/applicability – This case is designed for final year undergraduate and MBA students. It is suitable for courses of organizational management, organization theory and design, strategic management, and international business as well as international marketing. Case overview – GranuLab, a medical device company that produced the synthetic bone graft substitute GranuMaS, aspired to be a high-growth company. To achieve this aspiration the company had made plans for internationalization, which include penetrating the ASEAN, Middle East, Latin American, and African markets within the next five years. By December 2010, GranuLab had completed the construction of its new manufacturing facility in Shah Alam, about 30?km from Malaysia's capital city of Kuala Lumpur. This manufacturing facility had the capability to produce high volumes to support the company's high growth plan. However, the company's internationalization processes had taken longer than expected and this has led to a low business volume. By mid-2012, the company was forced to make a quick decision as it had suffered a year and a half of operations losses. GranuLab had to formulate a strategy as to how to position GranuMaS and penetrate the targeted markets. Failure to internationalize would incur even greater losses and might hinder the achievement of its high growth aspiration by 2015. Expected learning outcomes – This case is designed to stimulate case analysts' thinking into providing recommendations for the appropriate internationalization strategies to be adopted by the management team to ensure that the company could succeed in achieving its goals. The case will expose students to the concepts and theories of strategic management, international business, international entrepreneurship; and facilitate the development of students' abilities to apply those concepts in managerial situations. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Colchones Eldorado: dreaming of innovating

literatinetwork@emeraldinsight.com (Delio I. Castaneda, Luisa F. Manrique) — Wed, 17 Oct 2012 00:00:00 +0100

Title – Colchones Eldorado: dreaming of innovating. Subject area – Innovation and creativity in small to medium-sized enterprises (SMEs) in Latin America. Study level/applicability – The case is recommended for creativity and innovation subjects, in undergraduate and MBA levels. The case is also suggested for subjects associated with the organizational dynamics on SMEs. Case overview – Colchones Eldorado is a Colombian company dedicated to the bedding industry. The company was founded in 1957 by Gumercindo Gómez Caro, a creative man who in 1959 invented a machine to make springs, which allowed the company to grow steadily for several decades. On November 18, 2004, the founder's daughter, Martha Luz Gómez, was appointed as General Manager. On April 2011 it obtained a license from Sealy, the biggest mattress making company in the USA. The license implied a challenge – testing the company's innovative capacities to adapt Sealy mattresses to satisfy consumers in the Colombian market. Expected learning outcomes – Students are shown the characteristics of the creative and innovation process in a Latin American SME, and the innovation challenges which are faced. From the reading and the case discussion, the students should be able to: analyse the manifestations of the creative process in an SME; identify examples of the innovation types of an SME; and discuss the organizational conditions to answer the creativity and innovation challenges in an SME. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Crediamigo: partnering with Vivacred?

literatinetwork@emeraldinsight.com (Frédéric Lavoie, Emmanuel Raufflet) — Wed, 17 Oct 2012 00:00:00 +0100

Title – Crediamigo: partnering with Vivacred? Subject area – Microfinance organizations, strategy. Study level/applicability – The case is suitable for undergraduate and MBA courses: strategic management, social entrepreneurship. Case overview – In Fortaleza, January 2008, an urban microfinance manager and the planning committee of Crediamigo, Brazil's largest microfinance institution need to devise an entry strategy to Rio de Janeiro's microfinance market. A part of the Banco do Nordeste, and a regional development bank for ten years, Crediamigo has 400,000 clients in the Northeast of Brazil. Its objective is to double its clients base for 2011; Rio de Janeiro's market was the next priority. Crediamigo has two options. The first consists of partnering with VivaCred, a small experienced microcredit non-governmental organization (NGO) which operates in Rio de Janeiro's slums. VivaCred was a microfinance NGO with relatively low organizational capabilities and with a low performance in terms of loan repayment. Its lending methodologies were different from Crediamigo's experience. The second option was to set up a new branch of Crediamigo in Rio and to shape it in Crediamigo's image. The committee was aware that this, “far away from home”, would be a costly and slow venture. Expected learning outcomes – After using this case, students will: have been exposed to the strategic, managerial and operational challenges of microfinance expansion in an emerging country; understand better the market entry strategy (acquisition/integration of an organization vs green field) in such a context; have discussed the conditions related to the replication of microcredit methodologies (individual, group and village lending methodologies) in their contexts of operations. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Should “Tbgo” be dropped from UCF's product portfolio?

literatinetwork@emeraldinsight.com (Prafulla Kumar Das) — Wed, 17 Oct 2012 00:00:00 +0100

Title – Should “Tbgo” be dropped from UCF's product portfolio? Subject area – Business administration, brand management, marketing management, international marketing, strategic marketing. Study level/applicability – This case is suitable for MBA students with exposure to marketing strategy and basic marketing. It may also be useful for junior and middle level marketing professionals during their training programs. This case-study may find its application while teaching strategic marketing, marketing management, international marketing and pharmaceutical management. Case overview – Unicare Formulations was a reputable pharmaceutical company in India. It started small and with the growth of the industry, it could capture significant market share in it chosen segments. It introduced brands in small and niche areas with low innovation and where bigger companies showed little interest. It also infused new blood through outside talent. It brought newer brands to its brand portfolio. A relatively new but promising brand – Tbgo – was struggling. Its marketing head was confused whether to continue with the brand. He needs advice based on management principles. Expected learning outcomes – After covering this case study, a student should be able to: use SWOT and environmental analyses to solve complex business problems; explain segmentation, targeting and positioning (STP) and shall be able to use those for preparing marketing strategy; use 4Ps in different combinations in planning brand strategies; use Ansoff's model (product-market grid); use Porter's generic strategy to analyze brand performance and to take appropriate action for brand revival; and internalize the intricacies of brand-building and their impacts on the business performance of a firm. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Why are China's companies doing overseas M&As? The case of Geely and Volvo

literatinetwork@emeraldinsight.com (Chunjia Han, Stephen Rhys Thomas) — Wed, 17 Oct 2012 00:00:00 +0100

Title – Why are China's companies doing overseas M&As? The case of Geely and Volvo. Subject area – Mergers and acquisitions, corporate strategy. Study level/applicability – This case could be applied in several courses: a mergers and acquisitions (M&A) course, to introduce the various motives for firms doing M&A, a strategy course exploring a company's strategy exploration and decision processes, or in a marketing course as an example about emerging and global market interaction. The target audience is primarily final year or Masters' and MBA students. It would also be useful for executive education seminars. Case overview – The Case provides learning opportunities about how companies encounter threats due to changing market or fiscal conditions, find ways to address their individual challenges yet achieve mutual benefit, by taking advantage of market-induced opportunities for strategic change, which have been triggered by a combination of situational factors. Expected learning outcomes – The case can be used to illustrate and discuss several important aspects of the growth of companies in emerging markets, including: motives for making M&As; strategic options and selection in the emerging industry; and how regional firms can respond to globalization. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSR in banking in emerging markets – stakeholder perspective

literatinetwork@emeraldinsight.com (Stephanie Jones) — Wed, 17 Oct 2012 00:00:00 +0100

Title – CSR in banking in emerging markets – stakeholder perspective. Subject area – This case considers the attitudes of stakeholders in a risk management challenge of a major foreign bank operating in an emerging market country in the Mediterranean region. The case provides insights into the task facing an international organisation trying to operate in a socially-responsible way in a developing economy, where operating conditions are quite different from the head office environment. Study level/applicability – The case is designed for MBA and MSc students studying corporate social responsibility (CSR), international business, emerging markets, country risk (and related subjects). Case overview – The case discusses the implications of the actions of a negligent/possibly dishonest lawyer in undermining an international bank's risk management systems. The lawyer did not register the sale of a house, causing it to be repossessed by the bank, thinking that the property still belonged to the vendor, who had allowed a large overdraft to accumulate. By chance, the repossession of the house and subsequent forced judicial sale was averted, but to ensure undisputed ownership the real owner of the house was left with heavy legal bills. There were several players possibly at fault here: the lawyer; the bank; the vendor; the local courts; and the real estate agents (who recommended the dishonest lawyer to the purchaser in the first place). Expected learning outcomes – These include a clearer understanding of the different stakeholder perspectives, and a greater appreciation of the challenges of doing business for a Western multinational company now operating in emerging markets worldwide. Social implications – The concept of CSR in emerging markets is very different from the way CSR is viewed in more developed ones – posing several challenges for international companies (especially banks) in the way they operate. Making assumptions of ethical ways of doing business can cause great problems, as discussed in this case – especially in the way that different stakeholders are impacted. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Denbigh Showground: a potential “agri-cultural” attraction concept for tourism in Jamaica

literatinetwork@emeraldinsight.com (Gaunette Sinclair-Maragh) — Wed, 17 Oct 2012 00:00:00 +0100

Title – Denbigh Showground: a potential “agri-cultural” attraction concept for tourism in Jamaica. Subject area – The proposed areas of study for this case are strategic management, marketing, tourism planning and development, hospitality management, attraction management and special event planning and management. Study level/applicability – The case is suitable for undergraduate and graduate students pursuing courses in the areas of strategic management, marketing, tourism planning and development, hospitality and tourism management, attraction management and special event planning and management. Case overview – The Denbigh Showground located in the parish of Clarendon, Jamaica, is the venue of the annual Agricultural and Industrial Show. Three separate studies conducted indicated the need for its development to enable the use of the facility all year round and to contribute to the socio-economic development of the parish. Suggested development options from these studies included a fun and amusement park, a site for eco-tourism and a multi-purpose agri-cultural facility with linkages to the parish's cultural legacies and places of interest. The large land acreage could facilitate its development, making the property a leading “agri-cultural” attraction concept. Expected learning outcomes – The students should be able to: identify the typology of the Denbigh Showground as an attraction; categorize the product offerings of the Denbigh Showground from a marketing perspective; explain the factors to consider regarding the development of the showground; analyze the socio-economic contributions of the facility to the parish of Clarendon and the community's attitude towards the development of the showground; discuss the potential uses of the Denbigh Showground that can make it a leading international “agri-cultural” attraction; synthesize the concept of sustainable tourism development and its importance to the development and viability of the attraction for future generations; and assess other tourism concepts such as community-based tourism, special interest tourism and alternative tourism and how they relate to the development of the Denbigh Showground. Social implications – This case study will help students understand the concept of an agri-cultural attraction and its impact on the socio-economic development of the surrounding communities and the country as a whole. The case will contribute to the existing body of knowledge in the areas of community development and residents' perception regarding tourism development. It offers insights to both potential and current investors; provides practical guidance to the government and other tourism planners to enable better planning for the areas' future growth and development; and serves as a reference for academicians as well as undergraduate and graduate students. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or e-mail: support@emeraldinsight.com to request teaching notes.