Case studies

The case delves into the significant factors contributing to the steep decline of Sintex shares, examining both external and internal factors. Internally, the primary drivers were the expansion plan, the demerger decision, financial mismanagement and the delayed and inadequate integration of Information Technology (IT) into the business.

Sintex, a prominent private sector company listed in the Indian stock markets, operated in the textile and plastics sectors. However, in 2017, Sintex underwent a demerger into two separate entities: Sintex Industries Limited (SIL) and Sintex Plastics Technology Limited (SPTL). While SIL focused on textiles, SPTL dealt with plastics. However, soon after the demerger, the share prices of both companies began plummeting, leading to significant losses for investors. This case investigates the reasons behind this decline through a step-by-step analysis.

This case is suitable for postgraduate students pursuing an MBA, MMS and executive programs such as PGDBM and PGDM, with a specialization in business strategy. It is also beneficial for participants in management development programs (MDPs) designed for higher level executives. Additionally, the case can serve as training material for executives undergoing strategic role training within an organization. It is recommended to teach the case toward the end of the course, where the instructor can provide a summary of the previous classes’ teachings.

CCS7: Management Science

Case explains how female leaders are more concerned about social issues the industry in which they operate could resolve. Obo-Nia, CEO of Vodafone Ghana, showed concern for resolving the digital divide in Africa and offered a collaborative solution. The case also suggests how female CEOs invest in strategic corporate social responsibility (CSR) that could create a competitive advantage for firms. The case also discusses gender diversity issues in the science, technology, engineering and math (STEM) field and how Vodafone Ghana’s CEO tried to enhance gender diversity in the telecommunication sector and Vodafone. Obo-Nai did not emphasize gender diversity from a CSR perspective but believed in a business case for gender diversity, as an increase in participation of women in the STEM workforce could help the telecommunication sector innovate faster and resolve the digital divide challenge while also empowering women working from the informal sector.

What is the significance of a digital divide and the societal role of the telecommunication sector; Why female CEOs are more concerned about CSR and how CSR makes not charity but business case; Why female CEOs are more inclined toward collaborative strategies and how stakeholders are involved in collaborative strategies for reducing the digital divide; Exploring various strategies for enhancing gender diversity in the STEM field and the significance of gender diversity in the STEM field.

The case is about the challenges faced by Patricia Obo-Nai, the first female CEO of Vodafone Ghana, to bridge the digital divide in Africa while doing so in a profitable manner. Obo-Nai was an engineer by profession and won several awards as she rose to the post of CEO in Vodafone Ghana in 2019. During the COVID-19 pandemic, she took several corporate social responsibility (CSR) initiatives, such as making internet service freely available in certain schools and universities so that education could continue. Obo-Nai also emphasized gender diversity within Vodafone and urged other telecommunication players to focus on gender diversity from a social responsibility perspective because it was essential for innovation. Under Obo-Nai’s leadership, Vodafone itself launched several new products. She called for a multistakeholder collaborative approach to bridge the digital divide and to make 4G internet affordable in Africa. Obo-Nai collaborated with competitors like MTN Ghana to enhance Vodafone Ghana’s roaming services.

This case is intended for undergraduate or graduate-level business and management courses, especially international business and society, CSR and leadership courses. Graduate students in public policy may also find the case compelling.

Teaching notes are available for educators only.

CCS5: International Business; CCS10: Public Sector Management

The “Anti-Racism in my Pocket” case illustrates how collaborative entrepreneurial leadership can build on personal experiences, expertise and a desire to change the status quo to support racial equity. The case will support students’ critical thinking skills and further heighten their understanding of the contributions of women in leadership, anti-racism and the role of technology. Moreover, the case is motivating for students with aspirations of using business skills and knowledge to contribute to social equity.

After completing this case, students should be able to identify the role of marketing in the development, implementation and evaluation of a behavior change initiative, the Anti-Racism Action Nuggets anti-racism training program; analyze qualitative and quantitative data to assess the impact of the Anti-Racism Action Nuggets Pilot using a logic model; identify marketing opportunities, challenges and strategies to scale the Anti-Racism Action Nuggets series for a broader impact; and discuss the relationship of gender in strategic positioning and marketing leadership to the development of the Anti-Racism Action Nuggets (Optional).

This case charts the development of an anti-racism training series by two friends, Allison Plyer (she/her) and Valerie (Val) Uccellani (she/her), called Anti-Racism Action Nuggets. The two protagonists aimed to change individual behaviors to reduce structural racism through lessons that were delivered in text messages to participants. Once the course is completed, they conduct a test pilot with members of NOW, LOVE, a women’s organization in New Orleans, Louisiana. At the end of the case, students are provided with the qualitative and quantitative pilot data for their analysis to recommend next steps and important marketing considerations for the Anti-Racism Action Nuggets series.

Undergraduate, graduate and executive education

Teaching notes are available for educators only.

CCS 8: Marketing

This paper aims to describe the cross-channel challenges experienced by a leading US fashion retailer and illustrates the adaptation to consumer needs as led by a female divisional head and female executive.

The teaching objectives include to understand the assortment planning complexities experienced by merchandise managers; address critical issues surrounding channel strategies; identify the data needs for assortment improvement and cross-channel management; investigate responsive solutions for customer-focused assortment diversification; and explore the challenges associated with continual retail channel adaptation.

The fashion retailer Spirit & Free (S&F) (pseudonym) is a Fortune 500 retailer. As a multi-channel retailer, S&F is proud of the consistency of the brand’s identity across channels. However, recently, S&F has noticed a difference between their mobile (m-commerce, social commerce) and in-store/e-commerce customers. Through this case study, students will follow the Women’s Apparel Divisional Merchandise Manager and explore how the business will maintain a consistent brand identity and capture both sets of customers through assortment planning. Resources will be provided for assortment planning analysis, and students will be asked to consider assortment opportunities regarding category mix and pricing strategy.

The case would be relevant to upper-level undergraduate courses or introductory master's level course in retail, management, fashion merchandising and omni-channel retail.

Teaching notes are available for educators only.

CCS 8: Marketing

This case talks about the role that can be expected to be played by a disabled woman in an organization and shows how a disabled woman can assume a leadership position and be a role model.

This case identifies the qualities that help a person from a minority group succeed in the corporate environment; examines the contribution that a disabled person, especially a woman can make to an organization; analyzes transformational leadership; assesses the importance of inclusive design in today’s products; and recognizes the corporate role in ensuring an inclusive culture that encouraged disabled people.

The case “Sumaira Latif at P&G: pioneering inclusive design and accessibility to all” provides an in-depth look at the efforts of Sumaira “Sam” Latif (she), Accessibility Leader at P&G, to incorporate inclusive design in the company’s product packaging. Sam – a blind woman and mother of three – had always struggled to use various everyday products. Her personal struggles drove her to find ways to fix such problems for people with disabilities. So, after a decade of experience at P&G, when she got an opportunity to interact with the top management, she convinced them that catering to the disabled was not charity, but a smart business move. Sam also put forth the role she could play in helping P&G make products with an inclusive design. Impressed with her, P&G made her Special Consultant for Inclusive Design, a position specifically created for her. Sam created the widely lauded tactile indicators which helped the blind differentiate between shampoo and conditioner bottles. P&G then promoted her to the position of Company Accessibility Leader, wherein she played a pivotal role in bringing inclusive design to more of P&G’s products. Sam also played a critical role in making P&G adopt certain technologies to help the blind shop for the company’s products independently, apart from ensuring that all P&G ads were audio-described. However, Sam had an ambitious vision to infuse inclusive design into all products, which required her to bring about a culture change in the CPG industry. She was also faced with the predicament of how to ensure that audio-described ads became a media buying standard, considering the wide-scale resistance to it. How can Sam succeed in making the CPG industry develop inclusive design, the way she convinced P&G to do it?.

Graduate and post-graduate programs.

Supplementary materials Teaching Notes are available for educators only.

This case was primarily researched using academic research papers, industry reports (Egg Industry Center and others), and finance databases including Standard and Poor’s Capital IQ. Regarding the cost and investment budgets, the case relies mainly on an experiment conducted by the Coalition for Sustainable Egg Supply, updated by the authors of this case.

Eggs produced by cage-free birds, while more expensive than conventionally produced eggs, are gaining in popularity among consumers who want only eggs that are produced more humanely. A number of major distributors, including Whole Foods, McDonalds and Starbucks have pledged to sell only cage-free produced eggs by 2025. Several states including California, Oregon and Michigan have passed laws limiting conventional egg production. The case provides costs and industry information and needed to project free cash flows and risk-adjusted opportunity cost of capital and perform break-even capital budgeting analysis of the two egg production alternatives.

This case is appropriate for graduate corporate finance courses. It is particularly appropriate for agribusiness finance courses. A preliminary exercise was used during the fall 2018 in a land grant university, just after the “Prevention of Cruelty to Farm Animals Act,” also known as Proposition 12, was passed in California in favor of cage-free egg production. The exercise was revised and used in the fall 2019 in the same class. This extended version of the case, was classroom tested in the fall 2020 in an agribusiness finance graduate class, with agricultural economics and business students enrolled.

The primary target audience for this teaching case is postgraduate business students, especially students of digital marketing, strategy and e-commerce, social media marketing, entrepreneurship and sports marketing. This teaching case is intended to be used as a case study in postgraduate business programmes such as Master of Business Administration, a specialist masters programme such as MM (entrepreneurship), postgraduate diploma in management, as well as selected executive education programmes.

This case can be used in the subject areas of digital marketing, strategy and e-commerce, social media marketing, entrepreneurship and sports marketing.

This case looks at South African fitness Instapreneur Candice Bodington and how her business trajectory unfolded at the same time of the successful Australian Kayla Itsines. The case begins with Bodington considering options for her brand in January 2020. Following her business, Candibod’s, fast initial growth via Instagram, the case tracks its development while also glancing at the enormous success of Itsines and her Sweat with Kayla app. However, as Bodington faces her own health care, the future and next steps of a brand built on social media becomes less certain. The case ends just a few months later with the unfolding effects of Covid-19 and a whole new host of uncertainties, especially in the fitness industry and Bodington having to reconsider her brand’s options.

The learning outcome of this paper is as follows: to understand the challenges of building an online brand. To evaluate the effect of brand communities as a growth strategy. To analyse the impact of social media platforms as a brand-building tool. To critically assess the effect of changing industry dynamics and technology on consumer behaviour. To evaluate how brands can navigate the negative implications of social media. To understand brand differentiation. To understand the strategic decisions associated with brand repositioning.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

Digital marketing, Brand building, Social media marketing, Strategic marketing