Case studies

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.

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”?

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.

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CSS8: Marketing.

After completion of the case study, the students will be able to analyze the challenges and opportunities associated with business expansion in any business, assess the significance of leveraging existing strengths versus exploring new markets for organizational growth, evaluate the implications of regional consolidation versus national expansion strategies, develop strategic thinking and decision-making skills in a competitive business landscape and understand the nuances of market dynamics, brand recognition and operational challenges in diverse geographical regions.

Oneiros – The Sports Club stood poised at a pivotal juncture, grappling with a strategic quandary that encapsulates the divergent visions of its leadership. The narrative unfolded in Surat, a vibrant city in the state of Gujarat where contrasting viewpoints champion the familiar stability of local success against the lure of uncharted state and national territories. Ms Hemali Shah advocated for consolidating the club’s triumphs in Gujarat, emphasizing on the parameters of brand loyalty and operational mastery. In stark contrast, Mr Robin Patel envisioned a bold expansion strategy across the state, aiming for brand recognition and a paradigm shift to regional prominence. Caught amidst these competing visions, Mr Sumit Lathia who was aspiring for the club’s national presence navigated the complexities of market dynamics and business model, oscillating between preserving familiarity and embracing the allure of ambition. This case study highlights the nuanced strategic dilemmas faced by Oneiros, offering a captivating exploration of growth strategies in a competitive landscape. With insights from various perspectives within the organization, this case study navigates the complexities of growth, market dynamics and the balance between familiarity and ambition. This case study offers valuable insights and practical applications for students pursuing regular Master of Business Administration (MBA) and executive MBA programs, as well as undergraduate and postgraduate studies in entrepreneurship and strategic management. By examining the strategic decisions and operational challenges faced by Lathia and Oneiros – The Sports Club, students can gain a deeper understanding of key concepts such as public–private partnerships, market expansion strategies, customer segmentation and revenue diversification.

This case study is positioned within the decision-making or business development modules of the curriculum. It serves as a platform to apply theoretical concepts of strategic decision-making, market analysis and growth strategies to a real-world scenario. This case study prompts students to critically evaluate expansion dilemmas and devise strategic solutions.

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Strategy.

This case study provides students/managers an opportunity to learn about the following: to infer the challenges involved in the downsizing of employees; to asses and evaluate BYJU’S organizational culture; and to determine the impact of workplace toxicity.

The focus of this case is the controversy faced by BYJU’S due to its mass layoffs and toxic work culture. This case discusses the CEO’s dilemma in resolving the controversy. Two rounds of mass layoffs at BYJU’S are discussed in detail. The industrial dispute filed by Employees Union against BYJU’S accusing it of denying due compensation to laid-off employees is also discussed. This case consists of a section explaining the toxic work culture at BYJU’S, which is supported by employee complaints. The CEO’s justification and apology have been illustrated in this case. The case ends with a closing dilemma and challenges faced by the CEO.

The case is best suited for undergraduate students studying Human Resources Management subjects in Commerce and Business Management streams. The authors suggest that the instructor inform students to read the case before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.

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CSS 6: Human Resource Management.

The learning outcomes are as follows: to benchmark and compare the theoretical models of the performance management and appraisal processes. (Questions 1 and 2) Remembering-in Bloom’s Taxonomy; to understand the importance of practicing fair performance appraisal process. (Question 4) Understanding-in Bloom’s Taxonomy; to analyze the implementation and effectiveness of 180-degree performance appraisal method and rating system prevalent in the IT Sector. (Question 1) Applying and Analyzing-in Bloom’s Taxonomy; to assess the impact of perceptual biases on human behavior and performance (Questions 2 and 3) Evaluating-in Bloom’s Taxonomy.

The case study entitled “Is HR Blind? Why do People Leave Managers Not Companies? A Case of Unfair Performance Appraisal and Biases” is a classic example of a flawed and biased performance appraisal process and perceptual biasness, which resulted in the loss of a valuable and talented resource in a leading Indian IT MNC. The present case had been based upon the real-life experience of an employee (i.e. Rahul Verma), who worked with the company from year 2010 to 2021. It was among the top ten IT MNCs employing about 0.1 million people. The objective of the case was to highlight real time issues existing with HR practices, mainly in IT sector organizations. For example, in the present case, do the HR seek proper justification from the manager before taking a harsh decision like forcibly asking an employee to sign a termination contract without looking at the contributions of his qualitative performance or even performance rating (refer to the transcript) for that matter? Was the job of the HR to only ensure how to fit in employees in the faulty bell curve system? Whether the performance appraisal system being followed at the company is adequately capable of identifying and recognizing the talent. Do the different functions really work cohesively and organically toward achieving the intended goals and objectives of the organization? Was this a failure of the manager in recognizing talent or something went wrong at the employee’s part? Was this a failure of the entire HR system or performance management process at the organization that was unable to filter out the capable and skilled resources out of the crowd? Was this a problem of organizational culture that put on stake its most critical resource – the human capital – by allowing the appraisers to evaluate them just because of the hierarchical structure, and not because they are not being competent enough to perform this most critical job objectively? Who ensures the appraiser is free from any kind of prejudice or bias and is capable of fairly assessing the talent resource? So, the present case was a deliberate attempt to throw out these burning questions to the practitioners and students to ponder upon. Does HR really follow the blind process merely acting on the feedback received from the different units of the organization?

With the help of strong theoretical foundation and practical applications, the following objectives and questions have been framed to deliberate and propose the workable solutions for the benefits of the relevant stakeholders.

HR practitioners, HR managers, supervisors, senior management and HR students, IT heads, project managers.

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CSS 6: Human Resource Management.

Risk identification and qualitative assessment are the learning outcomes.

The Bharat Bijlee Construction Limited (BBCL) was one of the largest construction companies operating in the power sector in India. After successfully completing a few projects in the Middle East, BBCL decided to expand its presence into African region. The BBCL was awarded a $85m contract for three sub-station projects to modernise Algeria’s power grid system by the “Shariket Karhaba Koudiet Eddraouch Spa”, a state-owned company in charge of power generation, transmission and distribution in Algeria.

The project, which is the first of BBCL in Saharan region in Algeria’s, presents many unique situations that company had never encountered before, including sand dunes, severe weather, remote locations, supply chain & logistics, strict contractual deadlines and a high level of construction risk. The project manager for BBCL was sceptic about how well his company would perform under the present project circumstances. How could he better align himself with the client, the various on-site local contractors and the numerous suppliers spread around the world?

The case emphasises the identification of various project risks that the project manager might encounter in the project. What do the PESTLE and ASCE frameworks for risk identification each represent, and how are they helpful for the project team in understanding various risks? How should the project’s qualitative risk assessment be conducted? And how can a heat map be a better tool for comprehending the criticality of each risk in the project?

Undergraduate and post graduate courses in project management, civil engineering and architecture domain.

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CSS 2: Built Environment.

After completion of the case study, students will be able to understand BRalu Profile’s product range, customer base and historical developments; analyze how BRalu Profile’s procurement strategy evolved and its impact on business profitability; calculate and compare procurement costs and evaluate their role in decision-making for different suppliers; examine how market conditions (includes domestic and international dynamics) and pricing strategies influence procurement choices; assess the pros and cons of different procurement options and make informed recommendations based on supply chain principles; and identify potential procurement risks (e.g. currency exchange rates and supplier reliability) and propose strategies to mitigate them.

This case study explored the challenges faced by BRalu Profile, a prominent aluminum profile products company based in Ahmedabad, India. It focused on the critical task of supplier evaluation, selection and the complexities of maintaining relationships with existing suppliers. This case study delved into the intricate dynamics of procurement decisions within the supply chain and their direct impact on the firm’s overall performance. It also emphasized the supply chain’s susceptibility to disruptions and their consequences on company operations and supplier selection criteria. The protagonist, Dhaval Choladiya, had to navigate the complexities of cost-benefit analysis to identify the most suitable supplier, maximizing the firm’s net benefit while considering nonpricing parameters. This case study revealed the critical importance of maintaining strong supplier relationships in a competitive market and offered insights into the complexities of sourcing.

This case study is suitable for an undergraduate or graduate-level course on strategic sourcing or supply chain management or a risk management module in operations, strategy or finance course (e.g. how to deal with input cost fluctuations).

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CSS 11: Strategy.

After reading this case students will be able to understand the role of General Environment analysis in strategic decision-making; to understand the use of different models such as Porter’s Five Forces, SWOT and resource-based view; and to enable graduates to apply different strategies such as business level and growth strategies and environmental analysis to any company or industry on their own.

Pizza Town Sukkur, once a popular spot for delicious pizzas, was facing a tough situation. New competition was threatening its success, and the manager, Mr. Faisal Gul, was torn between sticking to old ways or trying new ideas. A surprise invitation to a special industry summit added excitement but also uncertainty. The restaurant, started by Honey Bhai in 2007, used to be a hit, but now it struggled with challenges like not having online ordering and falling behind in marketing. Other pizza places in Sukkur, like Pizza Mart, Pizza King and Pizza Grill, were giving tough competition. The story unfolded in the lively setting of Sukkur's food scene, with Pizza Town at a crossroads – whether to embrace change and technology or risk fading away in the face of new rivals.

Undergraduate and Graduate

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CSS 11: Strategy.

After completion of the case study, students will be able to understand the service offerings within the nascent electric vehicle (EV) sector and end-consumer needs of EV charging services, understand the reasoning behind Sunfuel Electrics (SFEs) prioritisation of destination charging for their first go-to-market (GTM) strategy and appreciate SFE’s use of community marketing and alliance partners to execute its various strategies. Connect game-theory with the proposed strategies.

SFE was an early start-up in EV charging space. The co-founders believed that any success would hinge on their ability to play a differentiated game and carve a distinct yet profitable niche in the EV charging arena. SFE deliberately focussed on “destination charging” and identified a segment that they were confident of making a difference: the discerning high-end consumer. Soon, SFE’s success caught the eye of its deep-pocketed competitors who also entered the same space. As a single service company, the co-founders set in motion a back-up plan and identified three new strategic thrust areas to maintain SFE’s competitive edge. The first involved entering the city charging segment, and the second was a pioneering concept branded “E-Trails” targeted at a community of EV owners who were motor enthusiasts. Thirdly, SFE conceptualised an EV-Roadhouse concept, promising a full-bouquet of select premium services at a pit-stops along the highway. The co-founders needed to test which and to what extent would these initiatives would translate into real gains and if returns were commensurate with investments and SFE’s ability to deliver a scalable consistent experience. Specifically, if these proposed asset-light avenues added the required heft to their GTM strategy.

This case study is suitable for post-graduate students in marketing, strategy, entrepreneurship and sustainability courses.

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CSS 8: Marketing.

At the end of this case discussion, the students should be able to analyze the challenges of Strategic Talent Management in the expansion phase of a tech startup; analyze the strategic elements of “Recruiting ahead of the curve”; interpret the application of different employment nodes in creating a differentiated human resource architecture, particularly in the context of an ed-tech startup; recommend Talent Management interventions for Edtech startups.

The protagonist in the case Mr. Rohit Manglik started his EdTech startup EduGorilla in year 2020 in the state of Uttar Pradesh in India. His passion for transforming test preparation assistance for competitive examinations coupled with innovative AI and ML-driven testing portals has led to tremendous growth. He has received several rounds of funding, and the investor community is now expecting robust growth and returns. Manglik is now expanding in other states and has already started expanding in the Middle East to attain his ambitious growth targets. His current organization design, structure and talent management approach have worked so far, and he has managed to retain a productive workforce. To cater to its fast-growing client, base the company followed a novice hiring strategy where Manglik decided to overstaff his recruitment team to overcome the challenge of manpower deficit. He has been on a hiring spree primarily driven by anticipated projections. The operations team was hired primarily from the Tier II cities of Uttar Pradesh, which allowed him to balance cost and demand effectively. Manglik planned to expand into Tier-1 cities in India & Middle Eastern countries, but he wondered if his over-hiring approach to the recruitment team a tactic or a long-term strategy. The case will explore the talent management issues in the expansion phase of startups, particularly in the context of emerging markets. Will talent management and HR strategies have to be adapted in the context of different economies of emerging markets? The case explores the talent management strategies of an Edtech startup that is growing tremendously in an emerging market context. Hence, the case will augment the understanding of talent management approaches in a startup.

Postgraduate business management students enrolled in SHRM & Talent Management courses. Prior knowledge of the basic concepts of human resources is required for analyzing the case. The case can also be used in Management Development Programs for senior HR professionals and HR consultants.

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CSS 6: Human Resource Management.

After studying and analyzing this case, students will be able to evaluate the strategic alternatives for growth for a small entrepreneurial business in an emerging market, analyze the trade-offs between maintaining continuity and change in the growth strategy adopted by an organization and synthesize an appropriate growth strategy for managing the trade-off between continuity and change in an organization.

It was late April 2022, and Mohammad Hamza – the founder and marketing head of Engineering & Environmental Solutions (E&E Solutions) – disconnected the call of his sales manager. His mind was fixated on how to craft the strategy for the next phase of the company’s growth. The deadline for their biggest tender was at the end of May 2022. Should he commit all the company’s reserves to this project or pursue global markets? Launched in 2015, E&E Solutions had come a long way from being a start-up with just one product to a full-blown manufacturer and environmental monitoring equipment service provider. Growing pollution and strictness in compliance propelled the demand for environmental monitoring equipment in India, poised to reach $342m by 2025. E&E Solutions leveraged its technological capabilities in Internet of Things and sensors producing low-cost monitoring equipment to gain an edge in an evolving market and bootstrapped its way to almost $5m annual turnover in 2021. However, the last review meeting brought many concerns for the next growth phase. E&E Solutions had so far focused on the domestic market, catering to the demands of private as well as government clients. A significant cause for concern had been the small order size of private players, averaging $2,000 and a lower net margin of 8%. Moreover, the company had been missing out on opportunities to bid for large government contracts owing to stringent bidding credentials required (such as turnover of at least 50%–80% of the project value and previous similar order experience with a range of at least 70% of the project value). Furthermore, the COVID-19 pandemic had stalled their efforts to tap a promising global environmental monitoring market (predicted to be $44bn by 2030). As Hamza and his team sat in their board room for a discussion, they had two alternatives. Either continue focusing on the domestic market, especially the big government contracts (more than $12m order size) or explore the markets in other emerging economies with demand for similar products (such as Middle East and North Africa region) more aggressively. Hamza was, however, wondering if they could do both, for he knew that to qualify for big government contracts, they needed to scale up. He was also getting restless after missing his target of reaching $20m in five years, especially since India’s ecosystem for start-ups and the small business sector had witnessed favorable policies and support from the government. He started pondering how to leverage his organization’s strengths and continuities to achieve the required pace and scale of change. His thoughts wandered around dividing the cash reserves of $500,000 to fuel growth without reducing the R&D budget. After all, R&D has been E&E Solutions’ forte since its inception and has been pivotal in creating its differentiation.

This case study can be used for core strategic management course at the undergraduate and graduate level of management programs. It can also be used in advanced strategy courses like strategic change, entrepreneurship and small business management offered in MBA programs.

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CSS 11: Strategy