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AABS Case Studies

About AABS Case Studies

Over 500 African case studies are listed in the AABS case study database. The database shows the details of the case study and the abstract.  

How to order a Case Study

To order the case study you will need to contact the institution or case clearing house listed alongside the case study.

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.

Searching for a Case Study

All fields in the case studies are searchable. In order to seach the case studies you will need to type your keywords below. Click here for help with searching

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

Blue Financial Services Group: The Perils of Rapid Growth

It was June 2010 and Dave van Niekerk, the chief executive officer (CEO) of micro-lending company Blue Financial Services (BFS), had just handed in his resignation. BFS, which listed on the Johannesburg Stock Exchange AltX in 2006, had in less than f

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

Botswana Uniform Agency (PTY) (A)

Two young Canadian women have to deal with the threat of strike in a model factory started up in a rural African village. Cross cultural management problems arise as these two women with different management styles attempt to combine rural African nor

Botswana Uniform Agency (PTY) (B)

The managers call a meeting of all staff as a strike is threatened over a pay dispute in this rural African company. They learn that the real issue is the disparity between the pay of some workers. This is the sequel to Botswana Uniform Agency (PTY) L

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

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

Business Process Outsourcing and Offshoring: Could Yahluma Compete?

In January 2009, young entrepreneurs Ayanda Qunu and Thembi Bhayi abandoned their plans to start a fully owned contact centre, Yahluma Solutions Ltd, in Buffalo City in the Eastern Cape, South Africa. Even with the assistance of a financial incentive

Business Process Outsourcing and Offshoring: Could Yahluma Compete?

In January 2009, young entrepreneurs Ayanda Qunu and Thembi Bhayi abandoned their plans to start a fully owned contact centre, Yahluma Solutions Ltd, in Buffalo City in the Eastern Cape, South Africa. Even with the assistance of a financial incentive

Calum McCracken and NGN Telecoms: The Power of Perseverance

In September 2014, Calum McCracken, chief executive officer (CEO) of Next Generation Network Telecommunications (Pty) Ltd (NGN Telecoms), met with his partners to discuss the company’s Kenyan dilemma. Doing business in Kenya had proved to be far

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

Care Kenya: Making Social Enterprise Sustainable

CARE's Rural Entrepreneurship and Agribusiness Promotion project is a new, market-driven approach to development in Kenya. While the project has been successful from a development standpoint, it is not commercially viable. The sector manager must dete

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

Chabros International Group: A World of Wood

The Chabros International Group case examines how a Lebanese multinational wood company confronts a drastic drop in its largest subsidiary's sales after 2008's global economic crisis. Antoine Chami, Chabros's owner and president, was reviewing his com

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

Charterhouse Bank: Banking Operations Undermining the Law

On 23 June 2006, the Central Bank of Kenya (CBK) announced that it had placed Charterhouse Bank (Charterhouse) under statutory management as a result of an ongoing investigation into banking operations at Charterhouse. The CBK led the investigation in

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

 

 

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Emerald AABS Case Study Competition 2016-17

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AABS Case Studies

Over 300 African case studies are listed in the AABS case study database.

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