Case studies

Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.

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Case study
Publication date: 4 December 2024

Kwame Ntim Pipim

After completion of the case study, students will have the ability to identify and apply various distribution strategies in the low-income market segment, to identify how last…

Abstract

Learning outcomes

After completion of the case study, students will have the ability to identify and apply various distribution strategies in the low-income market segment, to identify how last mile distribution is organized and executed in unconventional market situation and to identify and apply the 4Ps to support low-income market in last mile situations.

Case overview/synopsis

Mariam Atinga, the founder and owner of Mariam Special, was a native of Garu in the Upper East region. Mariam Special had specialized in the processing of freshly grown sorghum in the community into sorghum drink alongside some other natural spice additives. The drink was popularly called and known in the Garu community as “Zomkom”. Although there were other women who also processed and sold the drink in the community, the competitive advantage with Mariam Special was on the hygiene and innovative way it was prepared. She was also outward looking and had already made some attempt at expanding her business and passion beyond the community/district and into the villages. This was where her passion and interest caught the attention of a non-governmental organization (NGO) with interest in supporting low incomes in last mile situations. Atinga’s main interest and that of the NGO was hence to develop a route-to-market and associated strategic marketing approaches to reach this type of market or audience in Garu environs in the Upper East region of Ghana.

Complexity academic level

This case study is suitable for undergraduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 December 2024

Manish Agarwal and V.S. Prasad Kandi

After completion of the case study, the students will be able to assess Paytm’s share buyback in the context of conventional practices, especially for loss-making firms, analyze…

Abstract

Learning outcomes

After completion of the case study, the students will be able to assess Paytm’s share buyback in the context of conventional practices, especially for loss-making firms, analyze the influence of initial public offering (IPO) performance on market sentiments and the role of subsequent events in shaping investor confidence, explore the regulatory framework for share buybacks in India and its impact on Paytm’s decision, scrutinize Paytm’s post-IPO financials and evaluate the board’s rationale for the share buyback and examine the factors influencing Paytm shareholders’ decisions amid the buyback, considering market conditions and the company’s outlook.

Case overview/synopsis

This case study discusses the unorthodox choice made by Paytm, a leading Indian digital payments and financial services provider, to begin a share repurchase program just one year after its substantial IPO. Paytm encountered difficulties as its stock price experienced a sharp decline of 74% following the IPO, which raised concerns among shareholders and elicited mistrust from analysts. This case study explores the reasoning for the buyback, the legislative framework of share buybacks in India and the diverse viewpoints of analysts regarding the company’s financial strategy. This case study provides not only ample opportunity to discuss ethical issues around managers’ corporate actions but also brings investors a dilemma.

Complexity academic level

This case study is suited to Master of Business Administration/Master of Science/Bachelor of Business Administration/Bachelor of Science.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Case study
Publication date: 2 December 2024

Pallavi Ghanshyala Vyas

After reading and discussing the case, the students will be able to: apply paid, owned and earned digital marketing tools to Zilli’s, analyze the omnichannel and e-commerce…

Abstract

Learning outcomes

After reading and discussing the case, the students will be able to: apply paid, owned and earned digital marketing tools to Zilli’s, analyze the omnichannel and e-commerce strategy of Zilli’s, evaluate digital marketing strategy of Zilli’s and elaborate resources available to Zilli’s in the context of emerging markets.

Case overview/synopsis

Anubhav Bhatnagar founded Zilli’s – The Spice Company to bring grandma’s recipes to modern kitchens. This case study chronicles the growth and challenges faced by the company. Zilli’s philosophy relied on hand-pounding spices, which retained their aromatic signature, flavor intensity, nutritional value and cultural importance better than their commercially processed counterparts. Bhatnagar started his business during the lockdown. The founder aimed to produce spices that were free of preservatives and had long-lasting aromas. His kitchen trials demonstrated that hand-pounded spice powders simplified cooking and improved flavor. Direct manufacturer ties and a Hyderabad production plant managed by local rural women enabled the firm to expand to India and a few neighboring markets. Zilli’s growth was slow due to heavy competition from well-known brands. E-commerce was Zilli’s only viable option. The prospect sounded great, but the company needed to strategize differently to build an effective digital marketing strategy. Marketing and sales of Zilli’s products presented various constraints as it was difficult to convince consumers of Zilli’s products’ authenticity, quality and pricing. Many retail outlets and e-commerce platforms already sold numerous competitor’s products. The company’s aspiration to establish a global footprint could be hampered by low consumer acceptance of Zilli’s goods due to its limited reach. Thus, Bhatnagar sought digital marketing tactics to promote Zilli’s products and create brand awareness and recall for his spice powders in the competitive spice powder category. This case requires the reader to debate, analyze and propose digital marketing strategies to boost Zilli’s product visibility, acceptability and sales. The readers could identify gaps in Zilli’s existing digital marketing strategy and offer suggestions to Zilli’s for increasing spice powder sales in the online marketplace.

Complexity academic level

This case study applies to a postgraduate-level management course.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 28 November 2024

Vaishali, Simran Gupta and Rahul Kumar

This case study aims to equip students with the skills to evaluate the rationale behind a demerger decision, derive the enterprise value and equity value of the conglomerate using…

Abstract

Learning outcomes

This case study aims to equip students with the skills to evaluate the rationale behind a demerger decision, derive the enterprise value and equity value of the conglomerate using the discounted cash flow valuation modelling and assess the company’s value based on qualitative parameters using economy industry company analysis and strengths, weaknesses, opportunities and threats analysis.

Case overview/synopsis

This case study delves into the demerger of the financial services arm of Reliance Industries Limited into a separate unit named Jio Financial Services Limited. The independence of this unit is anticipated to enhance shareholder value and unlock the conglomerate discount. In light of these factors, a fundamental analysis of the firm is conducted to determine whether it presents a viable investment opportunity.

Complexity academic level

This case study is suitable for -graduate and postgraduate courses in financial management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and finance.

Case study
Publication date: 21 November 2024

Manish Agarwal, Anil Anirudhan and Sanjib Dutta

After completion of the case study, the students will be able to discuss how social entrepreneurs identify problems and convert them into opportunities, analyze the challenges…

Abstract

Learning outcomes

After completion of the case study, the students will be able to discuss how social entrepreneurs identify problems and convert them into opportunities, analyze the challenges faced by social entrepreneurs in setting up and growing a new venture and formulate an expansion strategy for a startup.

Case overview/synopsis

Over 2.6 billion people worldwide needed access to sanitation services, and most of them stayed in rural areas. Lack of access to sanitation had several negative consequences. In the Middle East North Africa (MENA) region, sanitation was one of the major challenges, with 66 million people still lacking basic sanitation facilities. Additionally, a very small proportion of the wastewater was properly treated. This lack of access to sanitation was a major barrier to economic development and poverty reduction. Out of the 17 most water-stressed countries in the world, 11 were in the MENA region. About 15 million people in rural Morocco did not have a proper and sustainable sanitation system. However, there was an enormous opportunity to use wastewater as a resource. The global market for wastewater treatment services was valued at US$53bn in 2021, and it was expected to grow to more than US$71bn by 2026. Two Moroccan scientists – Dr Salma Bougarrani and Dr Lahbib Latrach, who were born and brought up in Morocco and had seen the wastewater problem very closely, decided to help the people at the bottom of pyramid (BoP) after completing their PhD in environment and water treatment technologies and multisoil-layering technology. They founded GREEN WATECH, a social enterprise, in 2018, which provided a low-cost, efficient and practical solution for wastewater management in the rural areas of Morocco. GREEN WATECH won many awards and cash prizes for its product and business plan. The company had already reached five regions of Morocco and positively impacted the lives of thousands of Moroccans. The founders were planning to expand to areas in the rest of Morocco and other African and Middle East countries. GREEN WATECH had the potential to significantly impact the lives of people in rural areas and help improve wastewater management systems in developing countries through its patented technology. However, the founders faced several challenges in making their dream a reality. They needed a bigger team to expand to different locations and countries but were finding it difficult to get the right people. They also needed funds to expand their geographical reach but found it tough to get investors as they were still unable to break even. It remained to be seen how the founders of GREEN WATECH would achieve their expansion goals and help people at the BoP in other developing countries.

Complexity academic level

This case study is suited to the Master of Business Administration/Master of Science and executive program.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Case study
Publication date: 21 November 2024

Desi Adhariani

The learning outcomes are as follows: to evaluate the suitability of Surplus business model from accounting, finance, strategy and cultural perspectives; to identify the factors…

Abstract

Learning outcomes

The learning outcomes are as follows: to evaluate the suitability of Surplus business model from accounting, finance, strategy and cultural perspectives; to identify the factors that contribute to the reluctance of business partners to join Surplus ecosystem and to suggest solutions; to identify the factors that contribute to the reluctance of consumers to join Surplus ecosystem and to suggest solutions; and to address unique funding and financial challenges faced by Surplus.

Case overview/synopsis

This case study discussed the challenges faced by Surplus Indonesia, a company founded upon the belief that a harmonious balance can be achieved between profitability and environmental stewardship. Stemming from the founder’s encounter with leftover food going to waste after buffets, Surplus embarked on a pioneering initiative using an application technology to address food wastage at the consumer level. Collaborating with various stakeholders such as retail outlets, restaurants, bakeries, cafes and hotels, the goal was to combat food waste while supporting Sustainable Development Goals 2, 12 and 13: Zero Hunger, Responsible Consumption & Production and Climate Action, respectively. Each meal saved through the Surplus app not only translated to reduced expenses for businesses but also contributed to reducing greenhouse gas emissions from landfills. Surplus’ overarching mission was to cut food waste and loss in Indonesia by half by 2030, fostering an environment where food waste is virtually nonexistent in the nation.

Complexity academic level

Undergraduate as well as graduate courses that focus on sustainability, accounting, financing and strategy

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 November 2024

Miranti Kartika Dewi and Karina Wulandari

By the end of this case study analysis, students are expected to understand the dynamics of global markets by identifying institutional voids in prospective export destinations…

Abstract

Learning outcomes

By the end of this case study analysis, students are expected to understand the dynamics of global markets by identifying institutional voids in prospective export destinations using the framework by Khanna and Palepu; evaluate potential export destinations for Nablus Soap Company (NSC), taking into account the identified institutional voids and their implications for market entry.

Formulate strategies for NSC to address institutional voids and manage exports effectively to the selected country.

Assess various global expansion strategies beyond exporting for NSC, examining their respective advantages, disadvantages, and feasibility within the context of the company’s goals.

Analyze the factors that contributed to NSC’s successful expansion into 72 countries, despite the longstanding challenges faced by Palestinians since 1948, including the recent impact of the 2023 situation in Gaza on the West Bank.

Case overview/synopsis

This case study provides students with an in-depth understanding of the Palestinian economy, focusing on the NSC, a small and medium enterprise in the olive soap industry. Founded by Mojtaba Tbeleh in 1971, NSC’s legacy spans 400 years. It is known for crafting handmade, 100% natural soap with olive oil as a key ingredient. As of November 2023, NSC has successfully expanded its exports to more than 72 countries. Despite this achievement, the company faces significant challenges due to various restrictions, particularly those imposed by occupying forces. The case study provides insights into NSC’s international expansion challenges, guiding students in understanding how institutional voids in potential expansion destinations impact market entry decisions. It encourages them to identify these voids select appropriate markets and formulate strategies to leverage NSC’s global expansion potential.

Complexity academic level

This case study is suitable for undergraduate- or postgraduate-level students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 5: International business.

Case study
Publication date: 15 November 2024

KBS Kumar and Indu Perepu

The learning outcomes are as follows: determine the conditions founders encounter when their company is not on the right track; examine the importance of ethics in…

Abstract

Learning outcomes

The learning outcomes are as follows: determine the conditions founders encounter when their company is not on the right track; examine the importance of ethics in entrepreneurship; draw up a broad framework to understand the degree of trouble an organization is in and how far it has gone since the early warning signs of trouble; and formulate a comprehensive solution for entrepreneurial founders to extricate their ventures from a crisis.

Case overview/synopsis

India-based Edtech company Byju’s was facing a slew of challenges as of mid-2023. Its founder and CEO Byju Raveendran needed to steer the company out of trouble.

Complexity academic level

Post Graduate/Executive Education.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 November 2024

Surajit Ghosh Dastidar

This case is written to help students understand the concept of segmentation, targeting and positioning in the context of the biscuit industry. The primary learning objectives can…

Abstract

Learning outcomes

This case is written to help students understand the concept of segmentation, targeting and positioning in the context of the biscuit industry. The primary learning objectives can be identified as follows: understand the different categorisation in the biscuit market; analyse the basis of consumer segmentation in the biscuit market; analyse the marketing mix strategy of a firm; and highlight the importance of positioning.

Case overview/synopsis

Rao, the Director (Marketing) of Mayora India Private Limited, was in dilemma as to how to position Coffee Joy biscuits in the Indian market. The Indian market was intensely competitive with major players like Britannia, Parle and ITC capturing a major share of the market. Should he consider the only the south Indian market based on geography?” Or “Should he target the modern aspirational youth of the country who frequent “Starbucks”?

Complexity academic level

This case is appropriate for the use in postgraduate course on Marketing particularly on “Segmenting-Targeting-Positioning” (STP) module. The science of STP lies in the collection and analysis of market knowledge and research to understand consumer’s mind, whereas its art lies in generating various implementable alternatives so that the brand can find a place in the hearts and minds of consumers.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 November 2024

Padmalini Singh, Tamizharasi D. and Purushottam Bung

After completion of the case study, students will be able to discuss the characteristics of sustainable enterprises driving the innovation; analyze the concept of waste to wealth…

Abstract

Learning outcomes

After completion of the case study, students will be able to discuss the characteristics of sustainable enterprises driving the innovation; analyze the concept of waste to wealth, along with its associated benefits and challenges; provide an example of a sustainable start-up that operates conventionally and is attempting to increase production capacity through automation; and describe the strategies for scaling up the business.

Case overview/synopsis

Mr Manigandan Kumarappan’s goal was to provide the world with alternatives to plastic and other nonbiodegradable articles used in homes, offices, hotels and other places which compelled him to leave his corporate life behind and become an entrepreneur. His knowledge, expertise and creativity made him work toward providing a sustainable solution to the plastic-free world which made him create leafy straws for the world. His start-up Evalogia made 10,000 straws a day, mostly with manual production and machine-assisted in part of the processes. Evalogia got orders from all over the world after the ban on plastic from many countries. However, Evalogia was unable to meet the demand, as the manufacturing process mostly depended on manual production at present. Hence, the company planned to scale up its production capacity from 10,000 straws per day to 100,000 straws to meet the demand through automation or by increasing the production units to meet the growing demand from domestic and international markets. Kumarappan wondered if increasing the number of manufacturing facilities would make it harder to hire new staff, manage existing ones, train them and provide overall supervision; if these tasks were not completed well, the product’s quality and, subsequently, its demand, might suffer. The automation process required huge investment, time and a great deal of skepticism for its success. Kumarappan was stuck over whether to add more production units or automate the process to increase production.

Complexity academic level

This case study is suitable for graduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of over 1000