Case studies

After completion of the case study, the students will be able to understand ABC analysis and develop a systematic approach using PDCA, analyze processes, technology, employee training and supplier relationships when analyzing shrink and developing solutions, evaluate how technology improves production inventory control and visibility and recognize the importance of fostering a culture of employee accountability and ownership to minimize inventory loss and improve overall operational efficiency.

On June 2, 2023, sitting in his office in Karachi, Pakistan, Khan Aamir, the manager of store and inventory at Euro Manufacturing, found himself immersed in a cloud of confusion. The incessant loss of inventory items, particularly the nut bolts and small accessories, had become a perplexing challenge. To address these losses and provide a cycle count report to the director of supply chain, Aamir, manager of store and inventory, was given the responsibility to take action. He was looking for a comprehensive approach to address the current problems and prevent further losses in the future. This case study examines the various reasons for the losses, including theft, inadequate inventory control methods, human error and problems with suppliers. It highlights the importance of established procedures, the use of technology (such as barcode scanning, radio-frequency identification tagging and inventory management software) and the cultivation of a culture of accountability among employees.

This case study is developed for class discussion in the course of operations management or supply chain management. This case study is suitable for use with undergrad students. This case study can be taught in a module on operations management or supply chain management, as part of a broader course in business management or industrial engineering.

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CSS: 9: Operations and logistics.

This case study is designed to enable students to understand the demand for flexible containment products in India, understand the need for a joint venture (JV) with an international company, assess Agastya Inventions Private Limited’s (AIPL) cost and benefits of acceptance of the JV offer, evaluate the growth possibilities in the Indian biogas sector, and conduct the valuation of AIPL for its better positioning during the JV deal.

The case study is about the dilemma faced by Prantik Sinha, co-founder and director of Indian company AIPL, to accept or decline a JV offer from a French industrial conglomerate Serge Ferrari Group SA (SFG). AIPL is a leading manufacturer and trader of biogas storage tanks, water storage tanks, airlifting bags, floating boom barriers, trash floating boom barriers and inflatable swimming pools. The company adopts business-to-business and direct-to-customer business models. It develops products as per clients’ specifications and their exact requirements. In 2022, SFG proposed collaborating with AIPL to market its biogas digesters in India and abroad. As per the partnership deal, AIPL needed to split its biogas digester portfolio and sell it to the proposed JV for a specific one-time value. Sinha believed that the JV was an opportunity to scale the business globally and would likely shape the company’s future. However, he was in a quandary about making a final decision on accepting the JV offer because biogas digesters remained the company’s highest revenue-generating product portfolio. It was against this backdrop, what would Sinha do to accomplish his business objective and protect the interest of the company? The case study highlights Sinha’s commitment to nurture and expand AIPL’s business in India and beyond. It provides ample scope for students to analyze the pros and cons of AIPL’s JV initiative with SFG and suggest whether the company can leverage this offer for business growth.

This case study is meant for MBA-level students as part of their strategic management and financial management curriculum.

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CSS 1: Accounting and finance

After completion of the case study, the students will be able to appraise the importance of different methods of location planning in warehouse selection, analyze the load distance values for warehouse location and choose the optimum location based on the load distance analysis.

DB Builders, a prominent Indian construction company, faced a crucial decision in selecting an ideal storage warehouse for a project involving 100 flats spread across five locations. Mr Vijay Kumar, an experienced material handling expert, was entrusted with this task as part of transitioning the company’s material allocation system toward centralization. Using practical travel distances, Kumar meticulously scouted four potential warehouse locations. The selection process hinged on three primary factors: load, distance to apartment sites, safety and cost of the premises, each carrying specific weightage. The project planning department provided scores for safety and cost, helping evaluate the options. This unique challenge arises due to varying material requirements across the apartment locations, demanding an efficient warehouse planning. The selection of the optimal storage warehouse holds paramount importance in facilitating the smooth execution of these larger projects. Kumar’s expertise and strategic decision-making are pivotal in ensuring a seamless transition toward centralized material handling, which is essential for the company’s future success.

This teaching activity is aimed at introductory/basic courses in Bachelors and Masters of Business administration.

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CSS 9: Operations and Logistics.

This case study aims to simulate the learners’ thoughts about the earnest comprehension of sustainable brands with zero waste policy. It will further prompt them to anatomize the growth strategy of a sustainable brand, as it delineates the challenges faced by a woman ecopreneur. In response to these causative conundrums, the incumbent would be able to develop an understanding on the evolving landscape in context to the association between meeting consumer expectations, brand positioning and its channelization towards growth and revenue generation. Furthermore, the learners will be able to analyse the stages of product life cycle of a sustainable product and recommend an effective strategic plan to meet the consumer expectations and achieve desired growth by the application of Kano model.

Thenga was a home-grown brand from Kerala (God’s own country) founded by Maria Kuriakose, a native of Kerala in 2019. Unlike other brands, which were using coconut as a source of flesh, water and oil, Kuriakose came up with an idea of using the tossed shells of coconuts which eventually used to end up at landfills. These shells were crafted into aesthetics by the team of Thenga while adhering to the zero-waste policy. The brand gained momentum with the overwhelming positive response from the natives of Kerala and carved a way across the boundaries of Kerala, gradually reaching to every corner of India. Kuriakose thought of scaling the brand in the international boundaries as well. Within no time, the brand was a success. However, over the time, the brand was confronted with two broad dilemmas. First, non-uniformity in the sizes of the products, especially in bulk orders where maintaining uniformity was essential. The customers complained that there was no uniformity in the size of the products because for gifting purposes, they wanted all the products to look alike. And second, selecting the stringent quality shells because the ones exposed to sun for a very long time were not ideal for crafting the products due to the cracking of the shells, thereby affecting their durability. It became difficult addressing to these complex issues because the shells were nature’s creations. These issues were very different from the managerial dilemmas. Would the perspectives of management provide a solution? Kuriakose had to find a way out in the long term for the survival of the brand especially during its growth phase.

The case study is relevant for students in disciplines of entrepreneurship, green marketing, brand management, corporate social responsibility and strategy. It is designed for advanced MBA/PGDM and capstone courses. The case study also addresses the elements of customers’ perceptions towards innovative products and can be used as an addition for marketing courses dealing with strategies to improve the awareness and adoption of sustainable products.

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CSS 4: Environmental management.

After completion of the case study, the students will be able to understand competitive business and corporate strategies; understand various standard models and frameworks related to business and corporate strategy development such as Porter’s five forces model, Ansoff matrix, three value disciplines frameworks, scenario planning matrix and value chain analysis; and practice competitive strategy formulation using the latest analyzing tools/frameworks/models.

Although the digital wallet industry in Nepal was in its initial stage, it was growing rapidly. A digital wallet brand – Khalti, launched in 2017, could secure the second position in the industry within two years of establishment. In recent times, the leading digital wallet brand was eSewa which was developed by Kathmandu-based company – F1Soft International in 2009. Khalti team was better for creativity, risk-bearing capability, intact bond among co-founders, innovative skills and aggressive growth. Mr Amit Agrawal, the chief executive officer of Sparrow Pay Pvt. Ltd, was preparing to formulate some strategies for his company’s product, Khalti, on March 24, 2020. The next day, he was going to present his ideas about the future directions of Khalti with the co-founders of Janaki Technology, the parent company of Sparrow Pay Ltd. Therefore, his major agenda was how to design effective strategies to make Khalti more competitive against eSewa and probably lead the industry. Based on such a scenario, this case study deals with various competitive business and corporate strategies such as marketing, product and cost differentiation that Khalti could formulate to maintain its position and further become a leading firm in the industry.

This case study is suitable for business training programs at the master’s level, including Master of Business Administration and executive education. It is also appropriate for undergraduate students, particularly those who want to understand more about competitive business, strategic management and corporate strategy in developing economies. It is especially useful for students who have taken courses in strategic management, corporate strategy, marketing management and business expansion management. This case study is suitable for provoking skills of students such as critical and creative thinking, risk analysis and business planning.

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CSS 11: Strategy

After completion of the case study, students will be able to understand organic farming challenges in India, analyze Two Brothers Organic Farms’ (TBOF) value chain for creating shared values, evaluate marketing mix and product development strategies, explore social media’s impact on marketing and explore and propose strategies for long-term sustainability in the organic farming industry.

The case study revolves around the entrepreneurial journey of Ajinkya and Satyajit Hange, two brothers who transitioned from successful banking careers to pursue their passion for organic farming. Establishing TBOF in Pune, India, the duo faced challenges in introducing organic produce to a market resistant to change. With a commitment to regenerative agriculture, they implemented innovative farming practices, including desi cow rearing, multicropping and indigenous seeds. The narrative unfolds the brothers’ strategic roles, where Ajinkya manages crop production, and Satyajit focuses on marketing. Emphasizing a trusted brand built on quality, they expanded their product portfolio (Figure 2), reaching 52 countries through direct marketing and word of mouth. As the organic food industry surged postpandemic, TBPF faced challenges in meeting rising demand. The case study discusses the organic farming sector in India, underscoring the brothers’ efforts to combat harmful agro-inputs. The dilemmas lie in navigating the niche organic market, supply–demand imbalances and the need for sustainable business processes. The case study aims to explore the strategic decisions and dilemmas encountered by TBOF, offering insights into the complexities of sustainable entrepreneurship in the Indian organic farming sector.

This case study should be used in marketing and management classes at the undergraduate level. Applicable concepts include artificial intelligence, social media, content and information.

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CSS 11: Strategy.

This case study will help students of business management learn the dynamics of strategic decision-making frameworks in a competitive market. After working through the case and assignment questions, the students will be able to understand the 5C framework for strategic decision-making in the context of sports utility vehicles (SUV) segment of Indian automobile industry; identify the opportunities and challenges of the competitive SUV market for long-term survival and growth; and devise a suitable strategic plan incorporating the factors which drive the change in the dynamic automobile industry.

The case study talks about the dilemma faced by Mahindra and Mahindra (M&M), a subsidiary of Mahindra Group. M&M, one of the leading auto manufacturers and pioneers of SUVs in India, has been facing a storm across its business in the past few years. While M&M is making a concerted effort to go back on the road to success, its rivals are not standing idly either. Consumer behaviour towards the purchase of cars is changing at a fast pace, and sales of utility vehicles have surpassed the sales of passenger vehicles in the recent past. M&M, whose work culture is a blend of being friendly and performance-oriented to “Rise”, is prepared to take advantage of any opportunity presented by shifting market trends. Following the 10% increase in SUV registrations in 2023, the business is making many attempts to reclaim the ground it is losing in the Indian market. After dropping from its highest position of 53% in FY 2012 to 15% in FY 2021, M&M’s market share increased to 18% in FY 2023. M&M launched a new logo for its SUV portfolio in August 2021 and launched many SUVs back-to-back, such as Thar, Bolero, XUV700 and Scorpion-N, to face the competition. In 2023, M&M chartered the first position in SUVs by revenue, with a market share of 19.1% and ready for 2024 with six new SUVs. The way M&M performed in 2023 is evidence of its primary objective, which is to offer authentic SUVs to lead the SUV market in revenue share. However, there are still many obstacles in the way. When consumers have so many options from rivals such as Hyundai, KIA Motors and TATA Motors, would it be easy for M&M to bring back its SUVs to the market?

The case study is designed for use in a postgraduate-level course in the subjects – strategic management/marketing management. The case study provides an opportunity to discuss how a company can create a unique selling proposition for its product to sustain its growth in a competitive market, when consumers have so many options from rivals.

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CSS 11: Strategy

After reading this case study, the students will be able to analyze an external environment using the PESTLE framework for identifying key factors and assessing their impact on strategic decision-making, evaluate the importance of the company, competitors and customers in strategic decision-making and how the 3Cs model provides useful insights in a competitive environment and get useful insights from PESTLE and the Ansoff matrix for making well-informed strategic growth decisions.

The Indus Bakers, led by Suresh Kumar, Ajeet Kumar and Kareem Ahmed, faced stagnant sales in Sukkur’s bustling bakery industry. Expanding from Larkana, the bakery grapples with fierce competition from newcomers and home-based bakers. Managers discuss concerns over market shifts and cost constraints, placing Suresh in a pivotal decision-making role. He must decide whether to introduce specialized dietary offerings, set up kiosks at transport hubs, explore local tea culture or target corporate clients. Each path poses challenges and opportunities. As the Indus Bakers stand at this critical juncture, Kumar’s choices will define its role in Sukkur’s evolving bakery landscape, blending tradition with adaptability in a dynamic market.

This case study is suitable for teaching the graduates of management sciences, Bachelor of Business Administration and Master of Business Administration programs, particularly in the courses of corporate strategy, marketing management and entrepreneurship. It offers valuable insights to students and helps in strategic decision-making within the business landscape, emphasizing the consideration of both macro and micro environmental factors. This case study equips learners to digest how companies navigate competitive markets and adapt their strategies in response to changing market dynamics. Through exploring the challenges faced by the Indus Bakers and their strategic responses, students can glean practical lessons in corporate strategy, environmental analysis, competitive strategy, market analysis and business resilience. This approach prepares students to tackle real-world business scenarios, fostering critical thinking and strategic acumen essential for future business leaders.

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CSS 11: Strategy.

The learning objectives include understanding the unique environment and challenges that business leaders face when developing new businesses in emerging markets, evaluating the firm’s internal and external environments, analyzing sales data and distribution channels and formulating new strategies.

Dos Hemisferios Winery, founded in 1999 as a hobby, grew into a family business. The Ecuadorian winery expanded production after winning an international award for its Paradoja blend in 2009. With a $10m investment in a new plant in 2017, the winery capacity increased to 500,000 bottles. President Robert Wright recognized the need to increase sales, aiming to sell at least 425,000 bottles annually at an average price of $8 per bottle to break even and become profitable in 2024. To tap into Ecuador’s top market in Quito, representing 46% of sales, Dos Hemisferios aimed to boost monthly revenues to $50,000 by addressing challenges such as low awareness and consumer reluctance. Initiatives under consideration included partnerships and events, winery tours, enhanced social media, new products and improved sales channel distribution.

The Dos Hemisferios case is appropriate for upper-division undergraduate and graduate students in global business and strategy courses. The learning objectives for the case study include: understanding the unique environment and challenges business leaders face when developing new businesses in emerging markets; evaluating the firm’s internal and external environments to determine its strengths, weaknesses, opportunities and threats; analyzing sales data and distribution channels for the business; and providing students with the opportunity to formulate strategies to gain more share of the Ecuadorian wine market.

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CSS 11: Strategy.

Post analysis of the case study, students will be able to comprehend the significance of Six Sigma and its integration with the human resources (HR) processes in the service sector. Post case study discussion, students will be able to: examine the HR processes of ISOQAR (India) and deduce the reasons to seek change in their approach; validate the importance of integrating Six Sigma in the human resource management (HRM) framework of an organization; and categorize the difficulties encountered while implementing Six Sigma in the service sector compared to those in a manufacturing environment.

In September 2006, four senior employees of an audit firm made the decision to start their own venture. They identified a gap in a sizable and fiercely competitive auditing industry. Nishid Shivdas, Suhas Risbood, Shiv Prakash Bhutra and Burgis Bulsara, co-founders of ISOQAR (India), had distinct leadership experiences that drove the organization to concentrate on developing a broad range of services, with a focus on management consulting, training and audit services. They created a distinctive positioning in market in a short span and reported growth by building strong customer relationships, providing high-quality service and personalized attention to individual clients and meeting deadlines. The wide gamut of services included areas such as the payment card industry, data security standard, information security management systems, business continuity management, service management systems, food safety management system, Responsible Jewellery Council certification services, retail audit services and risk assessment services. They concentrated on collaborating with UKAS for their accreditations. The focus on offering great services with faster response times, a varied array of services and the expertise of its founders let them to price their services at par with some of its competitors, and even higher in few cases. It did not have a large support staff; however, the ones they had were multifaceted, both full time and contractual. Being in the service industry, the founders realized that to maintain growth as the firm aims to grow geographically, their heavy engagement in the existing operations would have to give way to more standardized processes in general and HR in particular. Ensuring the integration of the current workforce to the Six Sigma framework presented challenges.

This case is designed for second-year students enrolled in Master of Business Administration/Post Graduate Diploma in Management (MBA/PGDM) or equivalent postgraduate-level programmes, in the domain of “Human Resource.” It will enable the students to engage with the significance of “Six Sigma” being used in various processes in the HRM framework. It can also be taught to students in the domain of Marketing because of its relevance to the service sector.

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CSS 6: Human Resource Management.