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.
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John Roux at Con Roux Construction
This is the first of a two-case series (FH-0697-E and DPO-0021-E). The case covers the first year of a new managing director at Con Roux Construction. Previously the financial director and a member of the Roux family, John Roux assumes the senior mana
John Tobi, a married man with young children, is looking for a new job. He has to choose now one of four job offers and is weighing the pros and cons of each one in view of his life priorities. Trade-offs are inevitable… This case engages participan
Kagiso Trust: Deciding its Future
In November 2014, Kagiso Trust (KT) was at an important crossroads. Anti-apartheid struggle icons such as Dr Beyers Naudé and Archbishop Desmond Tutu had established the organisation with European Union (EU) funds in the 1980s to promote the struggle
Kalafgong Hospital: where have all the nurses gone?
By May 2006, Dr Trevor Fisher, the Chief Executive Officer (CEO) of Kalafong Hospital (situated to the west of Pretoria and one of South Africa's largest regional hospitals) was at his wit's end over the staff shortages at the hospital. There were sho
Kalahari.net: achieving growth in a limited market
It was February 2005 and in the past six years kalahari.net's customer base had grown from 9,000 to just under 250,000. As such it was one of South Africa's largest 'e-tailers'. Since 2001 the company had diversified out of selling only books and musi
From the conception of the idea to the production of the first KAREN Sanitary pads, Dr Chioma Ejikeme, Managing Director and founder of Karen Happuck, soon found out that venturing into manufacturing is not the same as working with a stethoscope. Afte
Kashiwa Tubing Ltd.
A student at a large Boston-area university would soon be completing a dual degree in Management Information Systems and Business Administration. She is the oldest child and only member of a Japanese family that spoke English and was learning to repre
Kevin Otieno-Onyango: Business and Technology Dilemma
Kevin Onyango, the owner/manager of Complexity Ltd. located in Nairobi, was in his centre on the evening of the 15th of May 2005. He was contemplating the recent positive developments in his computer business. He planned to buy an additional 10 comput
Knowledge management at Sasol: learning each lesson only once`
Andre Botha, acting Knowledge Management (KM) Officer for Sasol Limited, faced considerable challenges. In 1998, Sasol had embarked on a KM journey, championed by KM Officer Marina Hiscock. In 2000, the group had adopted a global KM strategy to extend
Kulula/Comair - Getting the Balance Right?
A plane flies overhead. As if on automatic pilot, Gidon Novick glances out his second floor office window. In reality, he doesn’t really notice the plane. His thoughts are elsewhere. He is planning: considering possibilities, ideas that could work f
Kulula.com in turnaround mode
It was October 2005. Commercial Director of the successful low cost South African airline, Kulula.com, Gidon Novick, struggled to find a solution to the airline's flight delays which impacted negatively on its customer relations. The turnaround time o
Kulula.com: Now Anyone Can Fly
kulula.com was South Africa's first true low-frills airline and had managed to be profitable from day one. Its somewhat unconventional, but very funky communication strategy contributed hugely towards its successful performance. Advertising agency, mo
Larson in Nigeria
This is a Simplified Chinese version of '9B04M012'. The vice-president of international operations must decide whether to continue to operate or abandon the company's Nigerian joint venture. Although the expatriate general manager of the Nigerian oper
Larson in Nigeria (Revised)
The vice-president of international operations must decide whether to continue to operate or abandon the company's Nigerian joint venture. Although the expatriate general manager of the Nigerian operation has delivered a very pessimistic report, Larso
Laurie Dippenaar: corporate entrepreneur
By 2004, Laurie Dippenaar had been at the helm of FirstRand, one of the largest financial services groups in South Africa, for six years. He was chairman of two of the companies within the FirstRand group the Momentum Group Limited and Discovery, both
Maina Waweru, CEO of LawAfrica, and Katarina Juma, Chief of Operations, were faced with a dilemma. Their new online business had not generated any revenue because their developer contracted to do the job had failed to deliver the website on time. More
Mr. Layi Babatunde, Editor-in-chief of Lawbreed limited, publishers of Judgements of the Supreme Court of Nigeria (more commonly known as S.C. Report) was reluctant to pay for an office accommodation in Port-Harcourt in October 2002. Acquiring an offi
Leading Fruit and Veg city into fresh pastures
It was September of 2005, Brian and Mike Coppin had founded Fruit and Veg City 11 years ago and knew that over the past 11 years they had done an excellent job of translating the mission of the organisation into action. They had sustained success and
LECHABILE: IT AS A PEOPLE BUSINESS
On 12 May 1999, Lechabile's management team met in the boardroom for a weekly management meeting.The company was faced with a two-fold strategic issue that had to be resolved. First, how to manage the numerous growth opportunities that presented thems
Legal Aid Board: Balancing the Scales of Justice
In 1998/1999, the Legal Aid Board faced closure because of a contingent liability of more than R600 million for legal services delivered by private practitioners to the organisation’s clients. Since then, through three phases of transformation, unde
Lehman Brothers: The Fall from Grace
On 15 September 2008, Lehman Brothers Holdings Inc. filed for bankruptcy protection at the United States Bankruptcy Court in Manhattan, New York. The news of Lehman’s bankruptcy filing sent shockwaves through the United States (US) financial markets
LEISURENET: an unfit empire
On the evening of 6 October 2002 'Mr Fix-It', Peter Flack, a Partner in Coronation FRM, a firm of corporate turnaround specialists, was preparing for his testimony at the hearing into the collapse of LeisureNet, a company with the majority of its inte
LETLAPA PLATES: AT A CROSSROADS
It was 12 January 2004 and Barry Berman's year had just got off to an awful start. Berman was MD of Letlapa Plates, which in 2000, had won a three-year contract from the Gauteng Department of Transport and Public Works (Gauteng DOT) to market personal
LETLAPA PLATES: EMPOWERMENT ON A (REGISTRATION) PLATE
The night before his tender proposal had to be submitted, Barry Berman, the founder of Creative Plates, a company that marketed personalised vehicle registration numbers (PRNs) in the Western Cape and Gauteng, was about to negotiate the biggest deal o