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.
Suddhachit Mitra and Amrita Sengupta
This case study introduces some elements of strategic management process that instils competitive advantage on an entity such as a higher educational institute (HEI). It…
Abstract
Learning outcomes
This case study introduces some elements of strategic management process that instils competitive advantage on an entity such as a higher educational institute (HEI). It endeavours to achieve the following goals: comprehend strategy implementation through the sustainability paradigm; demonstrate the concept of cost-benefit analysis in strategy; analyse the challenges to new product adoption; and deliberate on extension of the project to include newer areas for greening. Thus, students would be taught about strategy implementation through the sustainability paradigm: they would be introduced to the concept of cost-benefit analysis through an application of the concept in strategic decision-making; students would be taught the about the challenges in new product (such as greening equipment) adoption; and they would be guided to deliberate on the extension of the project in newer areas of greening.
Case overview/synopsis
Prof Atmanand, as the Director of MDI Murshidabad (MDIM), was combating the challenge of leading the campus of the fledgling institute in its initial years. It was May 2023. MDIM was a business school in West Bengal, India. Atmanand had formulated a strategy of “greening” of the campus using a solar lighting system and organic waste converter to start off. The first steps were initiated in early 2021. The possible gains from this move needed to be weighed against the possible costs. Possible benefits included reductions in electricity expenditure, easier conformation to contemporary waste disposal norms, better scores in HEI-ranking exercises and increase in brand value of MDIM. The principal costs were: capital expenditure, possible higher payback period and challenge in adoption of sustainability products such as organic waste converter. The case study engages the student to learn about competitive strategy design and implementation in an HEI, and the resulting challenges. The case study can consequently be used in a Master’s level course in strategic management (competitive strategy) in the context of sustainability management, or as a case in the elective sustainability management offered to the senior batch in the MBA curriculum. The case study weighs out the benefits of the “greening” programme at MDIM against its possible costs. The possible benefits were manifold: reduction in electricity bills, easier conformance to contemporary waste disposal norms and higher scores at HEI-ranking exercises, both at the national and the international levels. Some benefits were not so quantifiable, such as better “press”, and consequent increase in brand value of MDIM. Weighted against these were the costs, capital expenditure, possible higher payback period and lack of in-house operational expertise (such as mechanics). The decision is not easy; although there are numerical tools (indicated in the case), they must be supplemented with a holistic understanding of the context, and any decision to be taken would require a combination of qualitative understanding along with numerical indicators. The case also exhorts the reader to understand problems in adoption of sustainability products and attempts to look to the future in terms of managerial initiatives.
Complexity academic level
This case study is suitable for postgraduate level (MBA) and executive programmes.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS4: Environmental Management.
Details
Keywords
Susan Kerubo Onsongo, John Olukuru and Onesmus Mwabonje
Learning Objective 1: Develop students’ ability to critically assess and probe the challenges of aligning business objectives with compliance to local and international…
Abstract
Learning objectives
Learning Objective 1: Develop students’ ability to critically assess and probe the challenges of aligning business objectives with compliance to local and international environmental regulations. Students will learn to identify how tensions between regulatory compliance and business goals influence decision-making processes in resource-intensive industries.
Learning Objective 2: Increase problem-solving skills of students by exploring the trade-offs between economic growth and environmental stewardship. They will be able to examine real-world dilemmas, such as community displacement, biodiversity loss, and pollution in mining contexts, and understand how to navigate these complex challenges using insights from Dr Nick’s experiences.
Learning Objective 3: Advance integrative learning, inquiry and interpretive capabilities of students by demonstrating the significance of ESG principles in mining operations focusing on environmental management, community engagement, and ethical governance. Students will learn how to integrate these principles into corporate strategies to achieve a balance between profitability and sustainability.
Learning Objective 4: Equip students with hands-on experience through real business scenarios by addressing dilemmas companies face in the era of climate change and appreciate the role of leadership in driving and implementing sustainable practices. Students will understand how leaders like Dr Nick balance stakeholder interests, ethical standards, and operational efficiency, and how this balance impacts the company’s growth and sustainability objectives.
Case overview/synopsis
This case introduces students to the difficulty an environmental manager faces in balancing the interests of the community at large with the company’s goals. Dr Nick Okello, an environmental manager at Base Titanium, is the protagonist of the case. For several years, Dr Nick has overseen the business’s environmental programs at the high-grade mineral sand mine called Kwale Operation, which is situated along Kenya’s coast. The case allows students to explore how Environmental, Social, and Governance (ESG) principles are applied in a mining company setting by using this case study. Simple assessments can be applied by students to evaluate ESG and discuss their analysis of it. The mining industry’s intricate relationship between corporate governance, business strategy, and environmental stewardship is exemplified by the Dr Nick case at Base Titanium. It provides a critical analysis of the difficulties businesses confront in attempting to strike a balance between sustainable ethical business practices and economic growth, especially in areas where governance issues are common.
Complexity academic level
This case is suitable for use in executive education, MBA, senior undergraduate, and other graduate-level business programs in courses such business management, organizational behaviour, environmental sciences, project management, strategic management, operations, finance, corporate governance, leadership, and sustainable development.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 4: Environmental Management.
Details
Keywords
- Community relocation
- Corporate responsibility
- Ecosystem restoration
- Environmental
- Social and Governance (ESG)
- Ethical dilemmas
- Mining expansion
- Pollution control
- Resource extraction
- Regulations
- Social Impact and Sustainable development
- Environmental issues
- Environment and society
- Manufacturing
- Organizational behaviour
- Stakeholder management
- Relocation
Shalini Aggarwal, Anurag Pahuja, Suchita Jha and Madhvi Sethi
After completion of the case study, the students will be able to analyze the overall competitive environment for telecom sector in India with the use of Herfindahl–Hirschman index…
Abstract
Learning outcomes
After completion of the case study, the students will be able to analyze the overall competitive environment for telecom sector in India with the use of Herfindahl–Hirschman index tool, execute the fundamental analysis of Jio Platforms Limited (JPL) company, understand the concept of net neutrality and its implications for India market, understand the concept of “Zero debt company” and its implication for companies and understand data privacy concerns.
Case overview/synopsis
In early September of 2020, Ashish Aggarwal, a businessman in the northern state of Punjab, India with his usual habit of turning the pages of newspaper on hand and sipping morning chai got excited while reading newspaper with recent investment of Meta Platforms via Facebook buying 9.99% stake in reliance JPL. He explored and saw the potential for small businesses to invest in this and earn money, as a finance-inclined individual Aggarwal thought why not invest and earn from this opportunity. So he started googling and saw all the reviews of analysts on investment site and investors predicted that the deal could be a game changer that would further transform the existing telecom and social media platforms in India. The deal would further open doors for a new market “JioMart” which could be a futuristic design for a “one-stop-shop for e-commerce, social media consumption, instant messaging, and also digital payments”. Mukesh Ambani’s intentions to make the company zero net debt company within next 18 months fascinated him too. All this made Aggarwal interested in investing in JPL on behalf of his company as this investment option was only for business investors. So he called his financial manager, Mr Anish Mahajan for discussing the issue and both started discussing what could be the future of investment, then he told Mahajan to do the complete analysis. Also, Aggarwal was perplexed about the impact that Meta’s investment in Jio would have on consumers, especially in India. How would the telecom regulatory authority in India view it? Aggarwal felt that how the telecommunication industry would plunge into disruption mode in future. What would be the competitors’ stance in India? Would it trigger other players for strategic alliances? Aggarwal was in a dilemma whether he should invest his money in JPL company or not with controversial discussion on net neutrality and data privacy concern?
Complexity academic level
This case study is suited to master degree programs.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 1: Accounting and Finance.
Details
Keywords
After completion of the case study, the students will be able to understand lead and lag indicators, understand job performance and its linkage with job satisfaction, calculate…
Abstract
Learning outcomes
After completion of the case study, the students will be able to understand lead and lag indicators, understand job performance and its linkage with job satisfaction, calculate the cost of turnover and design solutions to the problem of attrition and low satisfaction.
Case overview/synopsis
Pace Control Gears was a small-scale enterprise based out of Sonipat, India. It was an entrepreneurial venture by Rajesh Kumar, who had set Pace in 2010 to manufacture low-voltage electrical apparatus. Recently, Pace had begun to experience issues with quality control that were largely the result of human error. The company was facing a drop in satisfaction levels and higher attrition levels among the employees. Kumar had to find a solution quickly to address the problem, as it had direct implications for the company’s margins and the assurance of quality that it was associated with in the market.
Complexity academic level
This case study is suited to undergraduate and postgraduate courses in human resource management and general management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resources Management.
Details
Keywords
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.
Details
Keywords
Arvind Shroff and Bhavin J. Shah
The authors have discussed the importance of creating socially transformative health-care ecosystems in emerging economies like India. After completion of this case study and…
Abstract
Learning outcomes
The authors have discussed the importance of creating socially transformative health-care ecosystems in emerging economies like India. After completion of this case study and assignment questions, the students will be able to apply the case experience to comprehend the underlying factors influencing the decision of the implementation and replication of the Sanjeevani health-care service delivery model, understand the impact of free and subsidized health-care service delivery models on social transformation, evaluate the operational performance of health-care institutions using the balanced scorecard model and create practical relevance when implementing novel health-care solutions like Sanjeevani, which has been successful due to its singular pin-pointed focus on solving the issue of congenital heart diseases (CHDs).
Case overview/synopsis
Forty thousand surgeries against 0.3 million new CHD patients every year was the unbalanced equation of pediatric cardiac care in India. It also contributed to almost 46% of total CHD prevalence in the world. This case study explores the evolution of the affordable health-care ecosystem provided by Sri Sathya Sai Sanjeevani Hospital (Sanjeevani), Raipur, Chhattisgarh, which included services ranging from OPD to postoperative surgical care, including accommodation and food, completely free of cost. Over the past eight years, it had managed over 80,000 pediatric cardiac outpatients and performed over 9,000 surgeries. This case study also outlines the execution of Sanjeevani, as an affordable health venture aimed at producing social transformation. The pertinent question to be explored is, “Can the Sanjeevani healthcare ecosystem be replicated, both operationally and financially?”
Complexity academic level
This case study is suited to undergraduate Bachelor of Business Administration, Master of Business Administration (MBA) and executive MBA.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 2: Built Environment.
Details
Keywords
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.
Details
Keywords
The learning outcomes are as follows: to analyse the issue(s) presented within specific case study context (C4); to formulate solutions to identified issue(s) within specific case…
Abstract
Learning outcomes
The learning outcomes are as follows: to analyse the issue(s) presented within specific case study context (C4); to formulate solutions to identified issue(s) within specific case study context (C5); and to synthesise a group plan to solve issue(s) within specific case study context (A4).
Case overview/synopsis
In 2017, China proclaimed that it would no longer accept plastic waste for recycling, this was in-line with China’s Operation “National Sword” to review the quality of these plastic imports to ensure their recyclability. This sent shock waves through a now globalised recycling network, with China previously having imported 95% of the EUs and 70% of US plastics that had been collected for recycling. This plastic backlog was then diverted to South-East Asian nations, particularly Malaysia, which this case focuses the discussion upon. While the potential for significant economic benefits drew the attention of illegitimate and unscrupulous businessmen alike, the environmental degradation from the often, low technological recycling processes and even burning of low-grade plastics brought profound negative impacts. This case focuses upon, then Minister, Yeo Bee Yin who led the Ministry of Energy, Science, Technology, Environment and Climate Change, in which she took an active and aggressive stance in attempt to stop Malaysia becoming the dumping ground for the global plastic crisis.
Complexity academic level
This case is appropriate for final year undergraduate and any postgraduate degrees in Business.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 4: Environmental Management.
Details
Keywords
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
Keywords
Sunil Kumar and Ravindra Shrivastava
Risk identification and qualitative assessment are the learning outcomes.
Abstract
Learning outcomes
Risk identification and qualitative assessment are the learning outcomes.
Case overview/synopsis
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?
Complexity academic level
Undergraduate and post graduate courses in project management, civil engineering and architecture domain.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 2: Built Environment.
Details
Keywords
Subject
Country
Case length
Case provider
- The CASE Journal
- The Case for Women
- Council of Supply Chain Management Professionals
- Darden Business Publishing Cases
- Emerging Markets Case Studies
- Management School, Fudan University
- Indian Institute of Management, Ahmedabad
- Kellogg School of Management
- The Case Writing Centre, University of Cape Town, Graduate School of Business