Case studies

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.

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.

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

Teaching notes are available for educators only.

CSS 5: International business.

Following a discussion of the case, students should be able to analyse competitive dynamics: provide an in-depth critical analysis of Ilco Farming’s microenvironment, using the structure–conduct–performance framework; evaluate strategic positioning: conduct a SWOT analysis of Ilco Farming’s medicinal cannabis business; and develop strategic approaches: propose actionable strategies that would provide effective solutions to the problem of constrained market conditions currently faced by Ilco Farming.

Coenie and Ilse Venter established Ilco Farming, a cannabis farm located in the Viljoenskroon district in the Free State province in South Africa, in 2021. From the beginning, they poured their hearts and souls into their new venture, which soon paid off. A few short months after Ilco Farming began operating, despite the presence of other large competitors, Ilco Farming supplied a large share of the domestic medicinal market with flower heads. But then an unexpected challenge presented itself. In March 2023, Ilco Farming was operating at only 23% (600 m²) of its production capacity of 2600 m² and had considerable room for growth, the local market – at least the local legal market – for cannabis began to show signs of saturation. Coenie and Ilsa found themselves at the proverbial crossroads, grappling with the crucial decision of how to secure their farm’s future in the face of a fast-saturating local (legal) cannabis market and a thriving (illegal) black market. Coenie and Ilse refused to entertain the idea of going the black market route, as they were unwilling to risk losing their operating licence. They calculated that the farm would reach breakeven point within the next two years, with profits unlikely during this period. Should they persist with their current strategy of producing high-quality products and delivering a superior service in the hopes of growing their market share? Or should they consider other strategic options? Coenie and Ilse were sitting at their boardroom table having a cup of coffee and looking out of the window at Ilco Farming’s impressive SAHPRA- and GAP-approved warehouse and tunnels. “What should we do?” they both wondered.

The case study can be used in postgraduate courses in microeconomics (PGDIP/MBA) and agricultural economics (PGDIP/MBA).

Teaching notes are available for educators only.

CSS 5: International business.

This case study would enable the learners to identify and evaluate the factors impacting the strategic decision to enter international markets. The learners would be able to identify parameters such as level of competition, perception regarding foreign entrants and demand factors that are crucial for the form to consider while taking such an important decision. The case study will also allow learners to understand the challenges of an entrepreneurial journey.

This case study is an interesting story of two entrepreneurs’ dilemma of internationalization strategy of their firm Aeron. Their firm’s product Tilt Switch had a good international demand and both partners wished to capture this opportunity, post the COVID-19 pandemic. This case study shows how the firm looked into factors to study new international markets, balancing risk and opportunity. The case study highlights the important role of strategic planning in achieving successful internationalization by analysing various approaches to market entry and adaptation. The firm had a choice of either developing their domestic market India or going for international markets of the USA or European Union.

This case study is suitable for graduation and postgraduation courses.

Teaching notes are available for educators only.

CSS 5: International Business.

Specific teaching and learning objectives include to identify factors influencing market expansion decisions and recommend appropriate entry modes, understand factors in the international business environment that contribute to success or failure of international businesses in developing countries, evaluate strategies enabling international businesses to sustain market presence in developing countries and overcome local competition, analyze the concept of local responsiveness in international business operations and suggest strategies for internationalizing domestic companies from developing countries.

The McDonald’s case examines the challenges associated with market expansion by global brands. The case occurs during the early-globalization era in the 1990s. Barbados, a developing country, is the site for potential expansion. Prospective investors, the Winters, are desirous of establishing a McDonald’s in Barbados. They need to thoroughly analyze the previous experience of McDonald’s against the host country’s current international business environment, e.g. political, economic, cultural and competitive environment. This case analysis provides a framework for understanding the multifaceted reasons behind McDonald’s exit from Barbados, considering the complex interplay of political, economic, sociocultural, technological and legal factors in the international business environment. The case equips the instructor and students to explore the risks of international expansion, particularly in developing country markets. The case study on McDonald’s failure in Barbados highlights the need to thoroughly examine one’s market entry strategy and available information on the host market and be more locally responsive regarding tastes and preferences. The case study also presents essential lessons for firms and planners from developing countries. Local firms innovated and enhanced their operations in response to the threat from the entry of the global fast-food giant. Yet, they did not seek to internationalize once McDonald’s exited the Barbadian market. The case study, therefore, considers strategies firms from developing countries could utilize to penetrate markets from developed countries.

At the undergraduate level, the McDonald’s Barbados case can be used in international business classes to highlight risks in the international business environment and the need for a carefully planned and executed market entry strategy.

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CSS5: International Business.

This case study is intended to help students to evaluate Kavak’s business model, examine the global expansion strategy of Kavak, analyze the competitive strategy adopted by Kavak, recognize the ways in which Kavak leveraged technology in all its business operations, examine the key challenges faced by Kavak in the fragmented Latin American as well as global used car market and explore strategies that Kavak can adopt in future to maintain its dominance in the global used car market.

This case study is about the meteoric rise of Kavak, a Mexican used car retailer that aimed to disrupt the emerging pre-owned car markets with its unique value propositions and compelling global expansion strategy. Co-founded in 2016 by Carlos García Ottati (Ottati), in Mexico City, Kavak emerged as an end-to-end solution to buy, manage, sell and finance pre-owned cars. Using pricing algorithms driven by artificial intelligence and machine learning-based inspection tools and personalized recommendations, Kavak reshaped the mobility sector in the Latin American and Middle Eastern regions. In a mere six years of operation, the company established its presence in nine countries: Argentina, Brazil, Chile, Colombia, Mexico, Peru, Turkey, the UAE and Oman. Kavak’s innovative yet simple business model ensured transparency and guarantees in all its transactions where reconditioned vehicles were sold to thousands of customers through its e-commerce platform as well as a network of brick-and-mortar hubs. Its in-house financing arm Kavak Capital was at the core of its business model, as it offered affordable leasing options, making car ownership possible for both first- and second-time car owners within just a few minutes of applying. The platform had an inventory of 40,000 vehicles as of 2023 with more than 50% of Kavak’s sales being financed by Kavak Capital. The case study discusses the challenges faced by Kavak in the fragmented used car market including rising interest rates for vehicle loans, managing capital-intensive operations, rising competition and external economic headwinds such as inflation and slowing economic growth. Going forward, the challenge before Ottati and his team was how to make profits, build customer trust, attract customers and achieve global success.

This case study is suitable for MBA/MS level and is designed to be a part of the business strategy/and international business curriculum.

CSS: 5: International business.

Teaching notes are available for educators only.

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.

The learning outcomes of this study are to identify and discuss ways in which energy consumption in a residential educational institute can be reduced by improving demand-side energy management for sustainable development; summarise the challenges that an institute faces in transitioning to a more environmentally friendly mode of operations concerning energy management; illustrate the difference between operating expense and capital expenditure methods used for solar rooftop projects from the perspective of Goa Institute of Management (GIM); and analyse different project proposals for solar rooftop power generation energy using capital budgeting techniques.

Dr Ajit Parulekar, director at GIM, was evaluating the steps taken over the past few years for sustainable energy management to understand their impact and consider ways in which to take the environmental sustainability agenda forward. One of the projects that he was considering was the rooftop solar power plant. GIM had received proposals from several different vendors and evaluated three proposals out of these. He needed to decide on the capacity of the rooftop solar power generation and the type of contract that he should get into for the implementation of the project. This case study describes the differences and highlights the advantages and disadvantages of all the mentioned models with respect to GIM.

This case study is suitable for post-graduate level management students, as well as for undergraduate-level finance and management students.

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CSS4: Environmental management.

Upon completion of the case study, the students will be able to apply business upscaling strategies to an upcycling social enterprise that is embracing a circular economy approach by using the Ansoff growth matrix; to analyze strategies for transition to circularity using the butterfly diagram tool for both business and personal use; to indulge in upcycling exercises for a used product of their choice, not only unleashing their creative potential but also contributing to an idea that might get them to win a contest; to analyze different operational problems and efficiency opportunities that arise when a company takes on social and environmental causes as a business opportunity; and to strategize how a social enterprise can be sustained and made for-profit by applying business strategies.

This case study covers the concepts of upcycling under the gamut of circular economy, a concept that has become more of a strategy to sustain and survive in today’s world. This case is about Rimagined, an upcycling company that could be a model for circular ideas and upcycling of stuff. This case study narrates the growth and the challenges faced in upcycling and encourages students to ideate a new design for any upcycling item of their choice. This case will also make students strategize the expansion plan for Rimagined. Shailaja Rangarajan is the protagonist of this case study who started this social enterprise to make a difference and do her bit. Sustaining a social enterprise requires business acumen and risk-bearing capacities like any other business. Rangarajan was facing the dilemma of expansion and was trying out several feasible options. Rimagined had been unable to attract investors because their expectations of quick returns could not be immediately fulfilled. Investors focused more on waste management as an industry and not on upcycling as a separate area of work.

This case study is suitable for students of MBA or executive MBA level. Specifically, this case study can be used in business strategies and circular economy courses.

Teaching notes are available for educators only.

CSS 4: Environmental management.

An instructor engaged students in managing and reporting sustainability initiatives at an organisation. After completion of the case study discussion, the students will be able to critique the sustainability initiatives that can be undertaken at an organisation; understand sustainability reporting; analyse how result-based management aids in sustainability report preparation; recommend critical considerations for conducting a sustainability impact assessment by an educational institute.

The case contributed to the growing knowledge base about reporting sustainability initiatives at an organisation and managing them to aid in decision-making. The case called for better integration between sustainability activities and reporting under organisations’ Sustainable Development Goals (SDGs) or environmental, social and governance (ESG) reporting.

Ajay served as the head of the management department and a leading member of the sustainability initiatives at University Alpha, Delhi NCR, India. He was assigned the task of publishing the university’s annual report. The management had requested him to consider preparing a standalone sustainability report for the university.

He began the task by examining the benefits of standalone sustainability reporting. He proceeded to analyse the specifics of SDG reporting, SDG Accord reporting and ESG reporting using the Global Reporting Initiative guidelines. During discussions with a consultant, the necessary steps for creating an SDG-only report and an integrated SDG and ESG sustainability report were clarified.

Guidance from an expert led to an intention to use a result matrix in preparing the sustainability report and ongoing impact assessment of SDG initiatives for reporting. The dilemma involved deciding between continuing with the sustainability initiative listing in the annual reports or opting for a standalone sustainability report. Critical considerations concerning the sustainability impact assessment of SDG-related activities at an educational organisation were also explored.

This case is intended for discussion in the graduate-level program in strategy, general management, sustainability management, environmental management and environmental economics. The case may also be used for participants in executive program.

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CSS 4: Environmental Management.

This case study will allow students to critically analyse and develop entry strategies into untapped foreign markets. The case study was designed to introduce students to identifying and analysing information related to target markets for expansions in international business.

The main objectives of this case are to evaluate and make the “Go Global” decision for the company; to take a position on entry timing for a company for entering an overseas market; to select a country for entry based on cultural, administrative, geographic and economic analysis and other relevant factors; and to evaluate a firm’s readiness for exports.

This case study on Satya Pharmaceuticals presents a typical dilemma faced by small and medium enterprises (SMEs) in emerging markets such as India while exploring the untapped overseas markets to expand their business. Satya Pharmaceuticals produced over-the-counter Ayurvedic medicines. With the onset of the COVID-19 pandemic, the consumer preference for Ayurvedic products had increased globally. Home country governments’ emphasis on exports and conducive consumer preferences created an opportune time for such SMEs to explore uncharted markets with a propensity for herbal medicines. Amidst strict regulations regarding safety, efficacy, labelling and packaging norms, along with a subjective understanding of the consumers’ sentiments regarding alternate medicines, SMEs had to select their target market carefully for their products to be successful overseas. This case study presents the basic information that entrepreneurs needed to explore the foreign markets. It revolved around checking firms’ preparedness to explore foreign markets, identifying target markets, timing the entry and entering those markets.

This case is appropriate for graduate-level courses in management that offer subjects such as international business.

Teaching notes are available for educators only.

CSS 5: International business.