Case studies

This case study involves interviews with radiologists of various hospitals and with company personnel. Both primary and secondary data sources have been used. The first-hand perspective from the radiologists highlighted the challenges they face concerning time and the patient load. The company personnel highlighted using machine learning for used cases to make the platform more robust and accurate. This case has been tested with MBA students.

An emerging health-care artificial intelligence (AI) start-up, DeepTek.AI, wants to expand its reach in the radiology market. The company intends to leverage technology to assist radiologists in diagnostics. India's health-care sector faces the challenge of needing more trained doctors and nurses to meet the ever-increasing needs of patients. This case study revolves around the radiologists' concerns about implementing the new technology and its ease of use. The features and benefits of integrating AI in diagnostics are the need of the hour, but the reliability of results needs to be ascertained for adopting it.

This case was written for marketing applications and practices, trends in marketing, marketing strategy and technology adoption in marketing courses at the post-graduate level. Consumer adoption of finance, hospitality, travel and health-care technology is vital for increasing the company's market share and growth prospects. The students will have an opportunity to understand the challenges and the opportunities.

The case study aims to help students/learners to analyse the role of perception and its linkage to an entrepreneur’s decision-making process in setting up a social entrepreneurship venture during the COVID-19 pandemic without any prior entrepreneurial experience; understand the definition and meaning of social enterprises based on concepts/theories of social entrepreneurship; identify if AgriVijay fits the outline of a social enterprise based on its vision, challenges faced and journey as an agriculture-based technology-oriented social venture (AgTech SE); and outline the future path of AgriVijay as an independent business (post its incubation support period) using suitable strategy and funding models related to for-profit social enterprises.

This case study details the fascinating journey of a social AgTech venture – AgriVijay – through the perspectives of the protagonist Vimal Panjwani, a budding agri-business entrepreneur. Fuelled by a desire to empower the farming communities, Panjwani with the support of his dynamic mother, Shobha Chanchlani, embarked on the challenging task of crafting a business model that sought to merge community welfare with profitable enterprise. The case study illuminates the protagonist's background, revealing Panjwani’s motivations, risk-taking tendencies and the pivotal role played by his co-partner and mother, Chanchlani. It also highlights the challenges encountered by the protagonist in setting up a technology-based social entrepreneurship venture along with its success in making a social impact across marginalised farming communities. Through all this, the case study also highlights the major dilemma of the protagonist – that of continuing to balance AgriVijay’s core mission of “empowering the farmers” with profitability and long-term growth beyond its limited incubation support period, and his own dilemma of venturing into a social enterprise as a start-up venture without any prior entrepreneurial experience. The case study through its narrative encourages the readers/learners to understand the evolving dynamics of a nascent social entrepreneurial venture in a developing economy and how such a balanced model can actually be the harbinger of social impact and change in similar economies with large rural farming and marginalised communities.

The case study is most suitable for postgraduate management, weekend executive learning or distance learning students in agri business, sustainable business, social entrepreneurship and allied management domains. It can be used for teaching and learning topics related to entrepreneurship, new venture strategy, leadership and motivation, with a specific focus on agriculture business, agricultural entrepreneurship, social entrepreneurship and sustainable ventures.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

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.

Teaching notes are available for educators only.

CSS5: International Business.

After reading and discussing this case study, students will be able to explain the concept of diffusion of innovation and predict how the passion fruit-infused vinaigrette (PFIV) might spread throughout the Thai market; analyze the market environment for condiments in Thailand and identify specific opportunities that Preedha Vinchit and her team should consider for the successful launch of the PFIV; interpret both qualitative and quantitative data gathered by the new product development (NPD) team and discuss its implications for the product’s market strategy and development; and critique the initial launch plan proposed by Krit Anon, suggest practical strategies and calculate the break-even point necessary to meet the project’s financial goals.

During July 2023, Vinchit, product marketer at the Thani Food Institute (TFI), faced a critical decision regarding the launch of the APFIV. Developed from TFI’s patented passion fruit peel powder, the PFIV offered functional benefits and addressed the sustainable use of passion fruit resources. As COVID-19 restrictions eased, TFI’s board of advisors anticipated a successful market entry for PFIV. Anon, culinologist and chef behind PFIV’s formulation, expressed keen interest in launching it independently with a startup investment of THB 500,000 (US$14,388). Vinchit, with market research and home-use test results indicating positive consumer reception in hand, contemplated whether to proceed with a launch plan of TFI’s design or endorse Anon’s entrepreneurial venture. Critical considerations included market viability, strategic partnerships, target demographics and marketing strategies encompassing pricing, distribution and promotional campaigns. The decision hinged on maximizing PFIV’s market potential amidst Thailand’s robust condiment consumption and growing health awareness.

This case study can be used in undergraduate and graduate courses in entrepreneurship, food product development, marketing strategy, market research and innovation on topics including NPD, opportunity identification, concept testing, consumer research analysis, marketing strategy formulation, business/financial analysis and launch strategies. This case study may be more useful in the middle or later parts of a course or module when an instructor is focusing on any or all stages of the NPD process and the strategic decisions, particularly for aspiring entrepreneurs with limited resources. Additionally, students should have developed at least some preliminary understanding of qualitative and quantitative research methods. This case study has been very effective in demonstrating various organizational processes and decision-making tools, which allow students to apply strategy frameworks and systematically evaluate several alternatives.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to analyze the FinTech industry in emerging markets, distinguish the growth strategies for startups in the hyper-growth phase, using the Ansoff matrix, evaluate and select geographical markets for expansion (foreign country selection) and understand the liability of foreignness concept.

In 2015, Islam Shawky, Alain Al-Hajj and Mostafa Menessy founded Paymob in Egypt, a FinTech start-up providing technological and financial solutions to consumers and merchants in the country. The company had grown into one of Egypt’s most prominent digital payment providers by deploying infrastructure and technologies that empower the underserved with access to financial services. In 2021, Paymob had gained a lot of support from venture capital investors that ended with closing the largest in Egypt Series A fund of $18.5m led by Dubai-based venture capital firm Global Ventures. Although Paymob had already reached great success in Egypt, the founders’ vision was to become the regional leader of digital payments, focusing on small and medium-sized enterprises. So, they are considering regional markets similar to Egypt’s, such as the Kingdom of Saudi Arabia, a call with a lot of structure but a lot of competition, and Pakistan, a market with much less competition but relatively unstructured. The founders found themselves in early 2022 deciding between these two markets in preparation for the next round of Series B $50m funding.

This case study can be useful for courses in executive education.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

MBA.

Master’s level in Change Management, Organizational Leadership and Human Resource Management.

Mr Sharma, the dynamic and entrepreneurial Chief Executive Officer (CEO) of the newly formed Soni Manipal Hospital (SMH), Jaipur, and Unit Head, Manipal Hospitals [Manipal Health Enterprises Pvt Ltd. (MHEPL)], in a meeting with SMH’s Head of Human Resources and the Head of the Nursing Management, Mr Yaduvanshi realised the exponential growth of employee resistance, their lack of skills and technological advancements for documentation hindering the hospital's transformation goal. The case study highlighted the challenges the protagonist faced when taking charge as the CEO after nine months of acquisition and the factors contributing to them.

Students reading this case are expected to understand leadership theories, strategic and quality management approaches, and theories of social behaviour, such as Herzberg’s two-factor theory and social exchange theory (SET) and the application of these concepts in acquired organisations to develop healthy leadership–employee relations and change management theories.

Teaching notes are available for educators only.

CSS 6: Human resource management.

After completion of the case study, the students will be able to explore the challenges involved in growing a business during its early stages inorganically, discuss the challenges faced by start-ups in their quest for growth in an emerging market, investigate the reasons behind the mergers and acquisitions, comprehend the issues in the merger of a start-up and a conventional bank, identify the various possible synergies out of the merger and examine the growth strategies that a troubled start-up such as Slice can follow to survive and expand its business operations.

The case study discusses the challenges that Slice, a modern fintech organization, and North East Small Finance Bank (NESFB) face due to the changing business and regulatory environment. After working tirelessly to earn the trust of India’s banking regulator, Slice got the approval for its merger with NESFB. While Slice and NESFB got a new lease of life after the approval of their merger, Rajan Bajaj, founder of Slice, needed to make the merger a success by leveraging on the strength of the combined entity and meeting all the lending and other regulatory requirements applicable to small finance banks.

This case study is suitable for MBA/MS/BBA/BS students.

Teaching notes are available for educators only.

CSS 11: Strategy.

By the end of the lesson, students should be able to identify and think critically about common business problems and come up with possible solutions, explain how a business owner’s attributes can influence the business decisions they make, use available information to assess the viability and sustainability of a business model/strategy, determine the strengths and weaknesses of a particular marketing strategy and suggest ways to improve it and use the information provided to evaluate the risks and benefits of business growth strategies and determine their appropriateness for specified circumstances.

Mambokadzi is a small business with considerable potential in Zimbabwe’s beauty and personal care industry. The case study spans several years, highlighting Sharon Chingwaro’s journey as she navigates the difficulties of starting and growing a business with limited resources. The case study delves into various aspects of running a small business, such as production, marketing, distribution, human resources and intellectual property. It also discusses the value of resilience and endurance, as well as the need for resourcefulness when starting and growing a business under difficult circumstances. This case study is intended to teach entrepreneurship and marketing strategies to both under- and postgraduate students, with a particular emphasis on the difficulties of starting and growing a business in a limited-resource environment. It has applications in a variety of fields, including entrepreneurship, strategic management and marketing.

This case study is suitable for undergraduate and postgraduate students.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case study is based on primary data collected through interviews with the company’s founder and CEO. It also includes secondary data collected through the Glassdoor job search and career community site. The names of the company and the employees have been disguised. However, the figures included accurately represent the primary data and the quotes are directly from the company representative.

When it was founded in 2009, employees were excited about the prospect of working at Wombat alongside its founder and CEO Dan Wallace. They had looked forward to making a difference in the lives of college students with the company’s higher ed-focused digital communication platform. But by 2022, Wallace could not ignore the significant change in these employees’ attitudes. Anonymous feedback pointed to employees’ commitment to Wombat having wavered, and employees’ reception of post-COVID organizational changes had become concerningly critical. Though he knew enough to be concerned, Wallace felt unsure of how to move forward based on the anonymous feedback alone. He was left wondering: how should Wombat communicate with employees to boost their attitudes and strengthen their commitment while making the hard decisions that best serve the company?

This case study is appropriate for upper-level undergraduate and graduate students in organizational communication courses. It can constitute the employee communication module in a class that surveys strategic managerial communication, or it could be used as one of many examples in a course specifically focused on the internal communication component of the discipline. Students will need an understanding of communication theory, specifically interpretive organizational communication theory, to grasp the complexities of the case. While the focus company is in the educational technology industry, the themes presented are faced by companies of all sizes in all sectors.

After completion of the case study, the students will be able to[1] review the industry analysis using Porter’s five forces and strength, weakness, opportunities, threats framework and understand how a firm can achieve a competitive advantage, analyze the stakeholder theory and the salience of stakeholder mapping for enterprises with large number of stakeholders, apply the Mendelow framework of stakeholder mapping in this context and integrate it with stakeholder engagement for small enterprises and examine and evaluate how new age enterprises can engage better with stakeholders to provide a higher value creation.

Ayushi Srivastava started her enterprise, Beeyond Foods, in early 2021 with the aim to provide unadulterated, raw honey to consumers. She also wanted to help the beekeeping community by providing the beekeepers with a fair price for the procurement of honey from the bee hives. Beeyond Foods was a small enterprise in India that sold two variants of honey to consumers. The first variant was sourced from the Himalayan region of India, whereas the second was sourced from the Western Ghats of India. The primary distribution channel was trade fairs, where Srivastava would assemble her stall and sell honey to potential customers. Furthermore, a part of the sales was also driven by an electronic channel, which was through the company website. Customers could place their orders, and the honey would directly be delivered to their homes. With a successful start to the business, Srivastava was interested to scale her business and reach more customers. However, she was mindful that there were multiple stakeholders involved in the business. Srivastava had to study the values and needs of each stakeholder, while simultaneously formulate a strategy to expand her reach. This case study is designed to teach the concept of stakeholder value creation for small business enterprises.

This case study is well suited for an entrepreneurship and strategy course at the postgraduate (Master of Business Administration) level. This case study can also be taught in a marketing course.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

The case is a secondary sourced case. Information for the case was found from news articles and interviews.

David’s Bridal was a privately held corporation generating $1.3bn in annual revenue and employing over 12,000 employees. David’s Bridal filed bankruptcy not once but twice. This case examines the bridal industry and the environmental factors that led to the two bankruptcies. Bridal dresses are at the top of wedding categories. Environmental factors causing bankruptcy included online competition, reputation as seen through the eyes of the consumer, COVID, and supply chain challenges. David’s Bridal first looked to Jim Marcum to turn the corporation around and when this failed, they created a new management team after the second bankruptcy to save the company.

The case is designed as an interdisciplinary case for undergraduate leadership, advanced accounting or undergraduate strategy courses. The case was tested in MGMT 330: Leading People in Organizations. This case is appropriate for junior- and senior-level students.This case will be used in ACCT 402: Advanced Accounting – a senior-level course. The case gives perspective on going concern opinions and the strategic implications of bankruptcy.Possible textbooks▪ Christensen, T., Cottrell, D. and Budd, C. (2023). Advanced Financial Accounting (13th ed.). McGraw-Hill.▪ Hoyle, J., Schaefer, T. and Doupnik, T. (2024). Advanced Accounting (15th ed.). McGraw-Hill▪ Rothaermel, F. T. (2024). Strategic Management (6th ed.). McGraw-Hill

The case study can be used for the course of entrepreneurship and is appropriate for postgraduate students. Discussion would be the most appropriate method for teaching this case study. Through Nutan’s words, students could gain a first-hand glimpse into the transformative journey of a rural woman entrepreneur.

In 2018, Nutan Jha embarked on a remarkable journey by establishing Nutan Creations, a micro-enterprise situated in Kharrak village, Jhanjharpur, Bihar (India). This case study aims to achieve multiple objectives: understanding the operational obstacles confronted by a rural woman entrepreneur, acknowledging the inseparable connection between business and social issues in rural contexts, moreover shedding light on the intersection of gender, entrepreneurship and cultural preservation through traditional Madhubani painting art form products. This distinctive combination brings a fresh perspective to the research, offering unique insights into the challenges and triumphs experienced by rural women entrepreneurs. The findings of this case study exemplify the intricate interplay between business and social concerns in rural areas, portraying an inspiring depiction of how determination, adaptability and robust support networks can conquer hurdles and foster transformative changes.

The case study has been designed for the students of business administration and entrepreneurship who have completed their elementary model on marketing comprehend. The students should need to understand the concept of entrepreneurship and the basics of digital marketing strategy to ensure effective learning.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case study used a mixed-method approach, combining qualitative data from interviews with Ross Black and quantitative data from company financials and market reports. The analysis focused on understanding the strategic decisions, operational challenges and market positioning of Get Simple Box.

Get Simple Box, led by Ross Black, specializes in versatile portable storage solutions, offering container rentals, sales, modifications and delivery services across seven locations. With a focus on simplicity and essential modifications like windows and AC units, the company has generated over $10m in revenue, primarily from container sales. Using a service-oriented approach, Get Simple Box emphasizes direct local business communication and cost-effective solutions, differentiating itself from competitors. Applying Oliver Gassmann’s Magic Triangle framework, the company targets diverse customers, maintains streamlined operations and provides practical value, positioning itself strongly in the growing market for shipping container solutions.

Undergraduate Business Students in Management, Marketing and Entrepreneurship.

After reading and analyzing this case study, students will be able to describe the challenges of creating an electric vehicle (EV) start-up with the objective of zero-carbon emissions, identify opportunities and challenges for Satyadarshan Technologies & Services (STS) in enhancing the B2B customer base and sales volumes in the EV market, identify and assess government incentives to reinforce STS’s existing EV business and compose an understanding of and determine an ability to use various industrial marketing and promotion strategies for STS in the present environment.

STS was launched in 2020 to provide environmentally conscious urban commuting. Himanshu Purohit, the founder of STS, commenced an e-bicycle assembly unit and produced the first advanced electric drivetrain technology. The vision was to transform how people viewed mobility and make EVs the standard for a healthier globe. Nurturing a start-up with zero-carbon emissions was tedious due to limited infrastructure, high costs, low market acceptance and supply chain constraints. With the relentless pursuit of excellence, STS constantly pushed the boundaries and crossed the break-even ceiling in the year 2022. As a budding player in the souk, the company expected to gain a strong presence in the EV market with particular attention to the B2B customer segment. At the same time, the company aimed to ensure business sustainability by leveraging government incentives. The company needed to expand its corporate sales volume and craft a sustainable competitive advantage. Purohit recognized various challenges to the sustainability of STS that stood between the company's goals and their realization, particularly in achieving a sustainable move in the EV segment. Consequently, Purohit found himself at a critical juncture to pave the path toward the growth of the start-up. Eventually, analysis of the company's business challenges, industrial marketing and promotional strategies required strategic planning to appraise and evaluate the business model.

This case study is designed for new-age Master of Business Administration and executive management programs. It should be used in entrepreneurship and strategic management courses to discuss small innovative e-bike start-ups. This includes conducting a competitive analysis and self-assessing a firm's market-oriented strategies. Prima facie, undergraduate and postgraduate students are beneficiaries of this case. This case study may also be conducive to teaching how to initiate a sustainable and green vehicle business. This case study guides students entering the EV business, addressing industry-specific challenges and conducting market analysis.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

The case was developed from two 2-h interviews with the Chief Operating Officer of A-Basin, Alan Henceroth; there is no CEO of A-Basin. The second interview was recorded on a Zoom call to provide accuracy of quotations and information. A variety of secondary sources were used in terms of better understanding the current state of the ski industry, as well as its history.

Arapahoe Basin (A-Basin) is a historic, moderately sized, ski area with proximity to metropolitan Denver, Colorado. For over 20 years A-Basin partnered with Vail, allowing skiers to use the Vail Epic Pass, for which A-Basin received some revenue from Vail for each skier visit. The Epic Pass allowed pass holders unlimited days of skiing at A-Basin. More and more skiers were buying the Epic Pass, thus increasing the customer traffic to A-Basin. However, the skier experience was compromised due inadequate parking, long lift lines and crowded restaurants. The renewal of the contract with Vail was coming due, and A-Basin had to consider whether to renew the contract with Vail. The case is framed primarily as a strategic marketing case. The authors use Porter’s five forces model to assess the external environment of A-Basin, and the authors use the resource-based view and the VRIO tool to assess A-Basin’s internal strengths. Both frameworks provide useful analysis in terms of deciding whether to continue A-Basin’s arrangement with Vail or end the contract and pursue a different strategy. In 2019, after consultation with the Canadian parent company Dream, A-Basin made the decision to disassociate itself from the Epic Pass and Vail to restore a quality ski experience for A-Basin’s customers. No other partner had ever left its relationship with Vail. An epilogue details some of A-Basin’s actions, as well as the outcomes for the ski area. Generally A-Basin’s decision produced positive results and solidified its competitive position among competitors. Other ski areas have since adopted a similar strategy as A-Basin. A-Basin’s success is reflected in a pending offer from Alterra, Inc., to purchase the ski area.

The A-Basin case can be used in both undergraduate and graduate strategic (or marketing) management courses. It is probably best considered during the middle of an academic term, as the case requires students to apply many of the theoretical concepts of strategy. One of the best books to enable students to use Porter’s five forces is Understanding Michael Porter by Joan Magretta (Boston: Harvard Business Review Press, 2012). Magretta was a colleague of Porter for many years and was an Editor of the Harvard Business Review. For a discussion of the VRIN/VRIO concept, see Chapter 4 of Essentials of Strategic Management by Gamble, Peteraf and Thompson (New York: McGraw-Hill Education, 2019).

This case was developed via primary data collected from personal (one to one) interview with the CEO and founder of Dialogue in the Dark Malaysia (Dialogue Malaysia), Stevens Chan. With Stevens’ contact, the authors also conducted personal interviews with Kaye Chan (co-founder and wife of Stevens Chan), Lynn Foo (project manager since inception until early 2022) and Dr Foo Yin Fah (academic researcher in social entrepreneurship and advisor for Dialogue Malaysia). Secondary data included reports on visually impaired context in Malaysia, Dialogue Malaysia’s annual reports and online articles. Prior to the primary data collection, the authors obtained ethics approval from the University Human Ethics Committee (Project ID: 35461).

This case narrative focuses on Stevens Chan, a blind social entrepreneur who champions the empowerment of the disabled and marginalised community. Through a social franchising model, Stevens founded Dialogue in the Dark Malaysia in 2012. As a social start-up, Stevens showcases the strengths of blind and visually impaired individuals through transformative experiential encounters and reimagining future possibilities. Although there are constant challenges in securing financial and human capital, Stevens never lacks psychological capital, characterised by hope, self-efficacy, optimism and resilience. His vision is to educate society on the power of empathy (and not sympathy) and to create a holistic experience of celebrating diversity and inclusion through an innovative discovery centre, where the elderly and the disabled community (including the deaf, mute and those with mobility issues) share their lives with the public through fun activities. However, the future of this social enterprise is uncertain, and this case invites participants to embark on this journey with Stevens to uncover future pathways for growth and social impact.

The case is tailored for higher level undergraduates and entry-level and mid-level managers of executive education programs.

The main data used to develop this case were remote, synchronous interviews with the three characters in the case. The authors conducted two interviews with the main character in the case, Geoff Brown, specifically: (1) an initial 30 min interview to determine the fit and focus of the case and to help create the interview protocol for the full case interview (this initial interview was conducted on March 12, 2024); and (2) an hour-long interview to ask targeted questions to fully develop the case narrative (this interview was conducted on March 28, 2024). Geoff Brown was also involved in reviewing drafts of the case, approving the final version of the case and reviewing the assignment questions in this instructors’ manual (IM).

This case focuses on Geoff Brown, Executive Director at Alberta Chicken Producers (ACP), which is a not-for-profit organization in Alberta, Canada, that is responsible for representing 250 regulated chicken producers. Brown is grappling with what to do with the remote/hybrid work policy at ACP. Part of the impetus for reconsidering this policy was the comments from ACP’s long-tenured Office Manager and Executive Assistant, who had been asking Brown to bring this policy forward to a staff meeting for discussion throughout the past year. Brown now feels ready to move these discussions forward but is unsure of how to proceed and what the best practices would be to ensure that the policy in place for remote work is beneficial for work engagement, individual and organizational work performance, work–life balance, employee relationships and fairness perceptions.

The target audience for this case is undergraduate and graduate students taking a course in the disciplines of human resources management or organizational behavior. This case will be especially relevant for a human resources management course when studying the topics of employee benefits (e.g. work–life balance), health and safety (e.g. stress) and work design (e.g. telecommuting), and this case will be especially relevant for an organizational behavior course when studying the topics of motivation (e.g. fairness), communication, organizational culture and decision-making.

The case was devised using secondary sources of data collection from annual reports, sustainability reports and the Hindustan Petroleum Corporation Limited (HPCL) website. These documents provided insights into the HPCL’s sustainability initiatives, financial performance and disclosure practices. Other data were obtained through the websites of the relevant businesses/sectors.

In March 2022, Pushp Kumar Joshi, chairman and managing director of HPCL, contemplates the oil giant’s sustainability strategy amid challenges. Despite a 38% revenue increase in financial year 2021–2022, profits dropped because of reduced refinery capacity. HPCL, a major player in India’s oil and gas industry, recognized the need to align with climate goals and changing consumer expectations. Joshi emphasized stakeholder engagement, carbon mitigation, technology adoption and transparent environmental, social and governance (ESG) reporting. A materiality assessment highlighted key issues like gender diversity, air quality and the low-carbon transition. Joshi grapples with balancing profitability and sustainability amid stakeholder pressure and market fluctuations, seeking advice from the sustainability team for the future.

This can potentially be a case study for a business management course, particularly focusing on sustainability, corporate social responsibility and strategic decision-making. It could be used at both the undergraduate and graduate levels in courses related to business administration, sustainability management, corporate strategy, environmental management or stakeholder engagement. The case could be analyzed to discuss the challenges and opportunities faced by a company like HPCL in balancing profitability and sustainability, developing effective sustainability strategies, integrating ESG considerations and managing stakeholder expectations.

Teaching notes are available for educators only.

This case was written with publicly available information about Nintendo.

In the 1980s and 1990s, Nintendo dominated the video game industry with a market share of 90%. In 2020, Nintendo’s market share dropped to nearly 31%. This case examines a 40-year history of Nintendo, including its core strategy of video game and video game console development and its growth strategy using its intellectual property. Throughout its history, Nintendo has faced and continues to face stiff competition from Sony, Microsoft and new emerging technologies like virtual reality video games. Nintendo has the challenge of competing in a rapidly changing industry with changing customer preferences where it once had a dominant market share. Can Nintendo continue competing, relying on its core competency of developing new video games and consoles? Or moving forward, should it further define itself more broadly by continuing to leverage its intellectual property in the entertainment industry?

This case is suitable for undergraduate courses in marketing, marketing management and business strategy, or where an instructor focuses on strategic decision-making. This case will provide valuable in-class discussions on the importance of defining what a business should do and how it should grow. Additionally, this case will be useful for courses that include advanced discussions on tradeoffs between focusing on core competencies and growth by expanding into other opportunities that are not necessarily part of a business’s core strategy. A portion of this case was tested in an undergraduate marketing strategy and marketing principles course. The case created an excellent environment for critical thinking and analysis.