Case studies

The research methodology used for this case study follows a comprehensive approach, combining both primary and secondary sources to ensure a well-rounded understanding of the subject. Primary sources include in-depth interviews with the founders of the company, providing valuable firsthand insights into their experiences and decision-making processes. Multiple company visits were also conducted, enabling a closer examination of the operational aspects and allowing for a more holistic perspective on the case. Complementing these primary sources, secondary sources were used, consisting of a diverse array of articles from leading journals, newspapers, magazines and other reputable sources. These secondary sources offer a broader context and perspective, enriching the case study’s content and ensuring a robust foundation for classroom discussion and analysis.

True Elements was a clean health food brand that emerged from the vision of Mr Sreejith Moolayil and co-founder, Mr Puru Gupta, who recognized the potential of promoting healthy foods in India inspired by the health-conscious lifestyle that they observed during their work tenure in China. The co-founders began their entrepreneurial journey in 2011 with “Healthy World” kiosks inside IT company campuses in Delhi, Mumbai and Pune. However, early challenges surfaced as the target market narrowed. Undeterred, the founders sought innovative solutions to expand their reach and created “True Elements” – a brand that resonated with health-conscious consumers given its positioning as a clean and minimally processed food brand devoid of chemicals, preservatives and added sugars. True Elements excelled in the online market and catered to a few offline markets. To sustain and augment their success, the entrepreneurs sought a strategic partnership and succeeded with Marico Ltd. However, challenges remained on the horizon. One was the need to appeal to a new target group: the 25–45 age group with a lower monthly income of INR 30,000. Another pressing question was exploring the entry into the modern trade sector.

This case can be taught in undergraduate and post-graduate business management programs for marketing, strategy and innovation and entrepreneurship related courses. Apart from that, this case can also be discussed in incubator programs as cases highlighting entrepreneurship can facilitate discussions among early-stage founders, providing practical insights and lessons for their ventures. This case also can be discussed very effectively in management classes for working executives.

This case study was built from secondary data such as news articles and videos. Several drafts of the case study with teaching note were tested in classroom settings and shared at a case writing conference. The case was revised based on feedback from students and roundtable discussions from the conference.

“What’s next: Ever Given after the Suez Canal incident (Evergreen Marine Corporation in, 2022)” explores the situation of the firm Evergreen Marine Corporation, a world-leading cargo shipping company headquartered in Taiwan, and its efforts to deal with challenges stemming from a pandemic and the global supply chain transition. The case provides background on the latest changes in global business environments, the Suez Canal Incident stemming from the grounding of Ever Given and firm-specific information, which would help students to understand the context affecting Evergreen Marine Corporation’s (EMC) strategic decisions. The case enables students to evaluate EMC’s overall position and to analyze the actions that they can take to deal with these challenges in a dynamic global environment.

This case would be appropriate for a course in strategy or international business, especially with the topic of international supply chain management.

This case was developed from secondary sources such as industry reports, articles, news reports and social media sites.

This study offers a fresh perspective on leadership by exploring the nontraditional journey from human resources (HRs) positions to the esteemed chief executive officer (CEO) role. It highlights the transformation of HR from an administrative function to a strategic one. The study emphasizes the pivotal role of chief human resources officers (CHROs) in shaping company culture and ensuring employee satisfaction. It also delves into HR professionals’ unique skills and attributes to the CEO position, drawing examples from successful transitions such as Mary Barra at General Motors, Leena Nair at Chanel and Nigel Travis at Dunkin Donuts. The study addresses the growing trend in contemporary business discussions: the potential reshaping of the traditional CEO role by HR directors. It offers valuable insights for organizations looking to adapt to a rapidly evolving economic landscape by highlighting the synergy between CEO responsibilities and HR expertise.

This case is designed for undergraduates in various courses such as fundamentals of HR management, human capital management, strategic management, leadership development and career planning and management. It is appropriate for sections of the course focusing on managerial decisions and the changing role of HR managers. The case discussion is suitable for classes of 12–40 students and can be easily adapted for online courses using interactive discussion tools. Students are expected to read the case before participating in the discussion.

After completing this case study, students will be able to understand the issues firms, brands and influencers face due to sponsorship disclosure regulation and the impact of self-regulation on firms engaging in influencer marketing, explain the challenges regulators face in ensuring compliance in an emerging market, explain Advertising Standard Council of India (ASCI)’s challenges in adopting influencer guidelines from emerged markets and recommend ethical theory (or theories) and strategies to firms engaged in influencer marketing.

This case study centers on Mr Manish Chowdhary, co-founder of WOW Skin Science, who started the beauty and personal care business with his brother Karan Chowdhary in 2015 in Bangalore, India. The company successfully built its brand through influencer marketing but faced challenges after the ASCI implemented new influencer guidelines. On May 31, 2021, he expressed disagreement with ASCI guidelines during an interview with Akansha Nagar from Buzz in Content, particularly the requirement to label every product or service received by influencers as an advertisement. He expressed concern about certain rules, fearing they might harm organic content and reduce viewership and followers. Subsequently, ASCI registered noncompliance cases against the company and communicated with them about complaints regarding influencer guideline violations. In this situation, Manish needed to evaluate his decision on noncompliance with regulation and required an action plan to strategically manage its influencer marketing campaign by incorporating ASCI’s guidelines. Overall, this case study highlights the journey of WOW Skin Science and its challenges with self-regulatory authorities over its influencer marketing strategy in an emerging market. Additionally, students can gain insight into the marketing communication ethics of a startup operating in an emerging market by embodying the protagonist’s role.

This case study is suitable for postgraduate level students pursuing a Master of Business Administration program. The difficulty level ranges from moderate to complex. It fits well into integrated marketing communication and marketing strategy courses. This case study discusses marketing ethics, advertising and promotion regulation.

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After completion of the case study, students will be able to: 1. understand the basis for developing global supply chains for exploring international markets, 2. identify the various sources of geopolitical risk while expanding globally, 3. assess the market entry or exit decisions from a principled and commercial perspective and 4. identify and weigh different options when faced with an exit situation under conditions of geopolitical risk.

The Japanese fast fashion brand Uniqlo opened 45 stores in Russia as a part of its international retail expansion strategy. The brand provided affordable fashion for everyone. However, the Russia–Ukraine armed conflict had put the company in a dilemma. The Japanese Government and the public joined the broader global community in condemning Russia’s armed intervention in Ukraine. These countries also imposed economic sanctions on Russia, resulting in many multinational companies winding up their operations in Russia. Uniqlo faced a market exit dilemma. Russia had the largest number of Uniqlo stores in Europe. The company CEO also highlighted the necessity of meeting the clothing needs of the Russian people. However, people in Japan and elsewhere considered Russia as an aggressor nation. Any economic link with the Russian market would be ethically wrong, and consumers in Japan, the USA and the European Union might see this as support for Russia’s war efforts. The company had to choose between continuing operations in Russia or exiting the Russian market.

This case study can be used in basic marketing management and international business courses to discuss the market attractiveness and risk aspects for market entry or exit decisions. It can also be used in advanced courses such as strategic management, global strategy and global political economy, highlighting the impact of geopolitical conflicts on business operations.

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After reading and analyzing the case study, the students will be able to recognize the role of the mega environment in shaping business strategy, explore the challenges and opportunities in a mature industry (Foam), understand the business context of a family-owned firm and assess the implications and recommend managerial strategies.

In July 2019, Unifoam, a leading foam manufacturer, found itself at a crossroads as the company leadership grappled with diverging vision and future course of action. The newly appointed chief executive, Mr Faraz Khalid Shaikh, had overseen significant investments in expanding production capacity, and the time had come to reap the rewards. However, a series of unexpected events had unfolded, presenting the company with a unique set of challenges. Unifoam relied heavily on imported raw materials from China. Unifoam had high hopes of capitalizing on the opportunities presented by the China Pakistan Economic Corridor. However, the newly formed government had made significant policy changes regarding currency valuation and borrowing rates. This had increased the company’s working capital cost by 40%. This unexpected development had divided the board on the future direction and had forced the leadership to confront a crucial question: Should they hit the brakes or accelerate their growth strategies? This case study explored into the dynamic interplay between external factors, internal divisions and the family-owned nature of Unifoam. The analysis recognized the influence of the mega environment on the company’s strategy, exploring the challenges and opportunities within the mature foam industry and assessing the implications of conflicting approaches. This case study also offered valuable insights and managerial recommendations to guide the company’s path forward. Through embracing discomfort and confronting strategic dilemmas head-on, Unifoam sought to navigate uncharted waters and emerge as a resilient player in the evolving foam industry.

This is suitable for BBA or at the very start of MBA in the strategy courses, mainly business strategy and strategic management, and the case study can be positioned during the initial weeks in the course to provide a quick review of the basic analysis frameworks used in strategic decision-making.

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This case study was based on an in-depth investigation of multiple interactions with the Chief Executive Officer (CEO) and feedback from customers. Secondary research approaches involved reviewing articles and reports published on various media platforms. One of the authors has direct access to the CEO and staff members to collaborate on data and information for this case study.

The case study is about a dairy company operating its business in Manipur (Northeast India).YVU Milk Producer Company Limited (YVUMPCL) is focusing on the growth of its brand YVU Dairy in the northeast Indian market and neighbouring country Myanmar. It was founded in 2013 to provide a livelihood for dairy farmers and fill a demand gap for dairy products in Manipur. Despite numerous opportunities, competencies and efforts, the firm has yet to expand its business significantly. It faced several challenges in expanding the business. This case discusses the strategies adopted by YVU to overcome those obstacles and emphasises the strategy for its expansion.

This case study is designed for use in courses in the Bachelor of Business Administration and early Master of Business Administration program. It is ideal for topics such as international marketing, marketing, strategy and entrepreneurship.

After completion of the case study, the students will be able to understand the complexity of diversification and market expansion strategies in a growing consumer-driven market context, apply strategic frameworks to analyze the Indian oral care market, analyze brand positioning principles to develop a marketing strategy for Aquawhite and evaluate and identify the pros and cons of the various decisions taken during market diversification.

This case study seeks to examine the market expansion dilemmas faced by Aquawhite, a brand in the oral health-care sector, and the role of key decision-makers in addressing these challenges. This case study aims to provide insights into the complexities of brand extension and market expansion strategies in the context of a developing consumer-driven market. This case study is structured as a qualitative analysis based on publicly available information, including Aquawhite’s historical data, market trends and industry reports. Additionally, insights from relevant interviews with key stakeholders within the company have been considered to present a comprehensive view. This case study highlights the dilemmas faced by Aquawhite as it navigates market expansion. It reveals the critical role of Nikhil Nanda, the managing director in addressing these dilemmas and shaping the brand’s future. This case study emphasizes the need for a strategic approach that balances market dynamics with brand identity.

This case study is suitable for use in undergraduate and postgraduate-level courses on marketing management and strategic management. This case study provides insights into brand development, market entry and expansion strategies. It can be used to discuss the marketing mix, segmentation and targeting, as well as competitive analysis.

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The case study’s learning objectives, structured according to Bloom’s taxonomy, engage students in higher-order thinking for critical analysis and strategic decision-making. After completion of the case study, students will be able to analyze sustainability practices and evaluate the family’s distribution model for alignment with sustainability and potential expansion strategies; explore adaptive strategies to identify adaptive solutions to challenges such as climate change and economic fluctuations; apply theoretical frameworks to balance exclusivity and growth in the olive oil industry; and assess strategic decisions considering financial viability, environmental responsibility, community engagement and sustainability.

The case study centers on the Abi Raad olive farm, a multigenerational family-owned business deeply rooted in olive cultivation traditions in Selfaya village, within Mount Lebanon’s Aley district. Led by Richard Abi Raad, the family specializes in olive cultivation, olive oil production and handmade soap manufacturing within the agriculture sector. In 2023, the organization faces significant challenges such as rising labor costs and the exploration of sustainable labor sources for future growth. Abi Raad, the primary protagonist, grapples with critical decisions regarding maintaining traditional distribution methods versus expanding into broader markets. His choices must balance the preservation of cultural heritage with the need to uphold brand integrity and competitiveness. The case study traces the family’s historical journey in olive farming and explores their contemporary strategic dilemmas, offering insights into sustainable agriculture, entrepreneurship and navigating modern challenges while honoring tradition. Through the narrative of the Abi Raad family-owned business, the case study provides profound lessons in strategic decision-making and ensuring long-term sustainability.

This case study is suitable for students studying master’s in business.

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This case is based on secondary information and data about the Goldman Sachs One Million Black Women initiative and youth entrepreneurship programs from press releases, news articles and websites. The protagonist has been disguised. This case has been classroom-tested in a core MBA course in both face-to-face and online delivery methods.

In March 2021, Goldman Sachs launched its One Million Black Women initiative which expanded its inclusive growth goals to support Black women entrepreneurs who were under-represented and under-resourced. This initiative is one of Goldman Sachs’s sponsored programs that aid existing entrepreneurs. This program would invest $10bn over the next decade to advance racial equity, promote entrepreneurial activity and increase and economic opportunities for these highly motivated and resilient Black women. With the buzz from this initiative, Johnnetta who was a Black female manager at a financial services competitor of Goldman Sachs conceived another approach to groom and grow future generations of women of color entrepreneurs. Her idea was to implement youth entrepreneurship programs in middle schools in states with high populations of students of color. Based on a psychological theory of entrepreneurship approach, these students would learn about entrepreneurship and gain hands-on experience with starting and operating a business. The program was called “Planting 1000 Seeds of Entrepreneurs” to develop a pipeline of savvy, well-prepared future women of color entrepreneurs. Johnnetta’s dilemma was whether to pitch this new youth entrepreneurship program as an employee at her employer as a diversity, equity and inclusion (DEI) initiative or start this program as an entrepreneur of a nonprofit in which she would have sole autonomy to administer this program. This case will enable students to develop ideas into a compelling business pitch while sparking debate about approaches to foster DEI initiatives that will have impactful economic benefits for women of color entrepreneurs.

This case is best suited for upper-level undergraduate or graduate students taking business administration courses in management, entrepreneurship, women studies or other courses that cover topics or modules related to DEI initiatives involving women in business.

Through analysis and discussion of the case study, students should be able to understand the marketing mix concept in the context of the retail industry, analyse how the adoption of new media such as social media transforms the elements of the marketing mix and evaluate the marketing mix strategies and their influence on future buying behaviours.

Founded in 2012, “Gecko Kids” is a designer clothing brand based in Mauritius, renowned for its vibrant and playful designs catering to children's fashion and lifestyle. Inspired by the lively spirit of Mauritius, Gecko Kids offers a diverse range of clothing and accessories designed to ignite children's imaginations and celebrate their sense of adventure. In addition to its captivating designs, Gecko Kids, under the leadership of its lead designer, Varnee Moodely, is committed to sustainability, using organic and ethically sourced materials wherever possible. Through responsible manufacturing processes and partnerships with local artisans, the brand strives to minimise its environmental footprint while supporting the communities that inspire its creations. After 32 years in operation, the brand finds itself struggling with challenges stemming from its current marketing mix strategy. This case study delves into the brand’s struggles across the 4Ps – product, price, place and promotion – and explores potential solutions, especially in the 21st century where most companies are adopting digital marketing strategies. Can the company rectify the repercussions of an inadequate marketing plan to sustain the Gecko Kids brand as a thriving local Mauritian entity?

This case study is suitable for undergraduate-level programmes in marketing.

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After completion of the case study, the students will be able to critically analyze the business model of Desiri Naturals, analyze the pricing strategy of Desiri Naturals, examine the importance of experiential marketing in the success of an environment-friendly business, identify the challenges faced by new entrepreneurs and evaluate the sustainability practices of Desiri Naturals.

This case study discusses the business model of an environmentally friendly business. The challenges and obstacles faced by entrepreneurs are illustrated in this case. The entrepreneurs’ vision to provide chemical-free food is highlighted and their business operations as a means to fulfill this vision are explained. Desiri used an age-old bull-driven method of oil extraction (Ghana). Challenges in pricing due to the availability of low-priced mass-produced edible oil using the solvent extraction process are presented in this case. The entrepreneurs faced the pricing dilemma at the inception of the business, as oil produced using the natural cold pressing method cost three times the selling pricing of solvent-extracted oil. Innovative methods of experiential marketing such as Ghana tourism are explained in this case. This case study also explains the sustainable and natural farming techniques propagated through its network of farmers. This case study provides insights into the scalability of this model and the scope for employment generation in rural India. The environmentally friendly practices followed by Desiri, such as the use of glass bottles and reusable steel containers for packaging oil are emphasized. Finally, this case presents the marketing and operational challenges faced by entrepreneurs in their quest to expand their operations.

This case study can be used by postgraduate and undergraduate students studying marketing, entrepreneurship, sustainability and operations management courses in commerce and business management streams.

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After completion of the case study, students will be able to appreciate the challenges in managing a pharma sales team by learning the nuances of business hygiene, learn how new managers taking over a pharma sales team analyze data of a sales territory by balancing both quantitative and qualitative factors, evaluate the challenges of performance management of sales teams and balancing the expectations of various stakeholders, understand the approach of sales and effort hygiene – correlating data points that may not be directly connected but have a dependency and learn to forecast and build a business projection

Innov-Health’s dermatology (skin and hair) division in West Bengal, an Eastern state of India, recently hired Pradeep Vir as the area business manager. Innov-Health, a leading 100-year-old global healthcare player, was headquartered in the USA, with categories spanning oncology, immunology, neurosciences, metabolic, dermatology and pain management. Its brand Acnend, an acne cream, the only product in the division, was a market leader in India. Acnend required doctors’ prescriptions to be bought and was sold by pharmacies via distributors. In India, Acnend was doing well at the end of the first quarter (January–March) of 2022 in a highly competitive product category. Vir had just joined the West Bengal territory with four major cities, each with a district manager (DM). The position had been vacant for the past three months, but the DMs had done well in their sales performance for Quarter 1. All of them had achieved their targets, so Quarter 2, when he joined, started on a high note. But Salil Govind, the regional sales manager, his boss, was very concerned that a territory that had no manager had been consistently doing so well. He was concerned that the territory had far greater potential than the Quarter 1 projections had laid out. Govind now wanted Vir to re-work the Quarter 2 projections of West Bengal on priority since April had already begun. As Vir started working on the data, he was perplexed. While at a very obvious level, all four DMs were outperforming, there were gaps in varying degrees in the effort levels of each. The cumulative key performance indicators such as inventory, call average and doctor coverage and the data essentials for business hygiene[1] were worrisome and needed to be addressed. In addition, the doctor coverage, resulting in conversion, left a lot to be desired. However, he was conscious that he was new to the organization and would have to tread carefully. He wanted to do well. Vir got down to analyzing and taking action.

This case study is suitable for use in graduate-level management programs. It can be useful in courses such as sales management, marketing strategy and marketing analytics. The case study is also well suited to introducing students to the basics of sales, sales productivity, territory management, managing a team and business forecasting. The case study provides students a step-by-step understanding of business hygiene, and how just looking at overall sales numbers may not be conclusive, but a deep dive into effort and productivity is far more useful for forecasting.

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After completion of the case study, students will be able to enumerate the unique characteristics of business-to-business (B2B) versus business-to-consumer marketing, explore strategic positioning and how niche marketing can create a competitive advantage, deduce the significance of core values in corporate culture and decision-making, explore innovative partnership and talent acquisition models, infer the role of educational marketing in sectors where clients are not fully aware of their needs and apply strategic decision-making to balance short- and long-term goals in terms of profitability and growth.

This case study tells the story of BarkB2B, a boutique marketing firm specialized exclusively in B2B marketing. Founded in Egypt in 2018, BarkB2B focused on creating long-lasting partnerships with clients in industries such as IT, logistics, construction and renewable energy. The case explores the critical aspects of BarkB2B’s business model and offers a comprehensive view of real-world challenges and opportunities in the B2B marketing landscape. It helps learners understand strategic positioning, core values in decision-making, innovative partnership-based business models, the role of educational marketing and the complexities associated with growth. It concludes by highlighting the dilemma faced by BarkB2B’s founder and managing director Naela Sakr as she reflects on the challenge of maintaining the company’s positioning while achieving greater profitability and growth.

The case study is intended for undergraduate and graduate students in marketing, strategic marketing, consumer behavior and entrepreneurship courses. It is also beneficial for marketing professionals, entrepreneurs, corporate training and executive education programs.

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The learning outcomes focus on enabling higher-order learning for students to critically assess Agile project management in philanthropic settings, specifically compare and contrast Agile project management versus traditional project management in the context of a non-profit organisation (The Solidarity Fund) during a crisis; discuss and evaluate the role and contribution of philanthropy during times of crisis; rate the value additions and contributions of Agile approaches in philanthropy; evaluate the phases of Agile (unconventional) project management executed by The Solidarity Fund; and develop a review of the impact of the work done by The Solidarity Fund in terms of the approach that the Fund used. How effective/not effective was it?

Chaos, crisis and confusion: the three “C”s that succinctly condense the status quo during the COVID-19 pandemic. The roles and contributions of non-profit organisations gained recognition as countries worldwide responded to the crisis to save lives and livelihoods.

In South Africa, there was a sense of urgency and considerable pressure for a multi-stakeholder approach led by the government to save as many South African lives as possible. The conditions, however, were the opposite of traditional project management methodologies that advocate for the management of the triple constraints, namely, cost, time and scope.

How could cost be managed in a project without a set budget and which was reliant on philanthropy? How could time be managed without a set deadline and while tackling an invisible enemy – a virus that changed dynamics on a daily basis and – how could scope be managed in a context where the future was increasingly uncertain?

This case study can be useful for students undertaking postgraduate diploma in business, master of business administration (MBA), master of management courses.

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In writing this case, the authors collected both primary and secondary data. Primary data were collected through personal observation and semi-structured interviews with Konstantinos Papageorgiou Jr, Papageorgiou Transports & Logistics’s (PTL) CEO. In 2014, Konstantinos Jr participated in an entrepreneurship course for executives instructed by the first author at the National and Kapodistrian University of Athens. Since then, the first author has served as an advisor to PTL’s CEO. Furthermore, Konstantinos Papageorgiou Jr presented his case during an undergraduate management course at the Department of Business Administration at the National and Kapodistrian University of Athens in November 2020. Finally, three semi-structured interviews with the CEO were conducted from December 2020 until March 2021. Secondary data were collected from the company’s website and social media, as well as databases and annual reports. Since the academic year 2021/2022, the authors have each independently taught the case study in various courses, including strategic management (undergraduate and postgraduate), entrepreneurship (undergraduate) and innovation management (undergraduate and postgraduate). Testing the case in class has shaped the instructor’s manual.

The case study of PTL highlights a remarkable transformation in response to a critical business challenge. Facing the abrupt loss of their main client in 2010, PTL, led by Konstantinos Papageorgiou Jr, swiftly recovered and sought to proactively mitigate future shocks. Operating amid the Greek economic crisis, Konstantinos Jr recognized an opportunity in the niche market of juvenile Mediterranean fish (fry) transport. Despite lacking prior expertise in this field, PTL engaged in open innovation, collaborating with a variety of partners to acquire the necessary knowledge and capabilities. By 2013, PTL had successfully entered the niche market of fry transportation. Over the subsequent years, this venture grew, and by the end of 2022, PTL operated four trucks dedicated to this niche market. The company’s remarkable transformation exemplifies how a small and medium-sized enterprise (SME) can adapt, innovate, and diversify its offerings beyond its comfort zone, ultimately achieving a tenfold increase in turnover. PTL’s journey showcases the strategic value of partnerships and the potential for SMEs to evolve into “innovation producers” in the face of adversity.

The PTL case is suitable for management, strategic management, innovation management and entrepreneurship courses. The case is recommended for use at both undergraduate and postgraduate levels (a different teaching plan is proposed for each level). It provides both undergraduate and master’s students studying business administration the opportunity to explore issues associated with the management of SMEs, the formulation and implementation of a business strategy and the management of innovation in SMEs.

This case study exposes students to the process of decision-making given the market uncertainty, evolving shareholder expectations and other variables that executives and managers must consider ensuring business continuity and growth and helps students develop an appreciation of the impact emerging technologies are having on organizational digital transformation. This case study evaluates the strategic considerations for whitespace digital solutions into existing organizational operations, balancing innovation with core operating principles; exposes the students to the drivers of fostering a culture of innovation and employee buy-in during strategic digital transformation initiatives; and evaluates and appreciates the role of key stakeholders, such as customers, employees and executive management, in shaping a successful digital transformation strategy and promoting sustained business growth.

Vidhii Partners, a leading Indian law firm, grapples with the burgeoning demand for legal services in a rapidly evolving market. Traditional methods may struggle to keep pace, prompting Vikram Wadehra, a partner, to champion the adoption of Generative artificial intelligence (GenAI) technology. Vidhii Partners embarks on the development of two GenAI tools: VidAI, an AI-powered chatbot designed to democratize access to legal information, and VidAI Pro, a business-to-business offering aimed at streamlining legal research and drafting. Wadehra envisions these tools not only enhancing efficiency but also fostering a culture of legal awareness and generating new business opportunities. However, crucial decisions remain. Can Vidhii Partners bridge the potential gap between innovation and the firm’s established practices? How can they effectively integrate GenAI into their operations while ensuring user trust and employee buy-in? This case study presents a rich opportunity to explore the challenges and opportunities associated with digital transformation in the legal sector. Students will grapple with themes such as navigating market uncertainty, fostering a culture of innovation within a traditional organization and developing effective strategies for stakeholder management during change initiatives. Through the lens of Vidhii Partners’ GenAI journey, students gain valuable insights into the complexities of embracing disruptive technologies within a dynamic business landscape.

This case study is designed for masters level (MBA).

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At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage.

In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy.

This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management.

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This case study is designed to enable students to understand the reasons behind the launch of a beauty brand grounded on traditions and culture, understand the strategies adopted by Florasis to establish its presence in the C-beauty space and emerge successful, analyze the positioning of a C-beauty brand in a highly competitive beauty market, identify the issues and challenges faced by a C-beauty brand in its efforts to disrupt the C-beauty space and suggest strategies that Florasis can adopt to emerge as a market leader in the global beauty industry.

Set in 2021, the case study discusses about the emerging C-beauty brand Florasis innovative strategies to promote the brand. Florasis was founded in 2017 with a vision to become a century old national makeup brand of China. Florasis was successful in getting on board a story-telling experience that featured traditional Chinese culture, aesthetics and heritage. It sold cosmetic products with retro packaging, concepts derived from traditional Chinese style, promoting a sense of national pride and nostalgia. The case study highlights the innovative strategies Florasis adopted like influencer marketing through key opinion leaders and key opinion customers, celebrity endorsements, user co-creation programs, social content and network marketing, brand crossovers and collaborations, etc. In April 2021, Florasis became the No. 1 cosmetic company in China with a gross merchandise value of 218m yuan and further the total sales for second quarter of 2021 reached 830m yuan, endorsing its supremacy over other global and local beauty brands in China. However, with success came along a set of challenges. Some analysts pointed that the brand was slow in innovating its product line-up, it focused more on promotions and advertisements and the brand positioning with a single sales channel, the cost performance and quality of the products and excessive marketing campaigns targeting a niche segment. Going forward, what should Florasis do to conquer the global beauty space? Can Florasis aspire to become a digitally empowered global beauty brand? Has it got the momentum? Will its direct-to-consumer model and unprecedented marketing and promotion gimmicks, help it achieve the lead in the global beauty space?

This case study is suitable for students of the graduate and undergraduate programs in management.

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This case was developed by using primary data collected from two separate one on one interviews, a panel interview in which Josee was featured and secondary data collected from news articles and publications featuring Josee. Information specific to Atikuss’ offerings was found through the Atikuss website. A translation software was used to understand many of the articles about Josee, as many were in French.

Atikuss (meaning young caribou in Innu) is the sustainable business founded by Josee LeBlanc, an Indigenous woman from Northern Quebec. As a workshop-boutique, Attikuss offers a diverse selection of hand-made traditional Indigenous items from her own Indigenous culture. Hopeboots is a project run through Atikuss which allows customers to create their own Mukluks while learning about Indigenous culture and the story behind every design. When starting her business, Josee learned that the women making mukluk boots were not earning a livable wage for their work. Her dilemma when creating a sustainable business was whether to increase the beaders wages to a fair wage, costing her and the consumer more, or maintaining the status quo by continuing to pay the beaders less then five dollars an hour. Josee’s decision to increase wages generated opportunities and increased well being through social investments in her community. This decision considers the cost to many stakeholders and offers an Indigenized perspective to entrepreneurship. This case is relevant to Indigenous entrepreneurship, sustainability, social innovation, business ethics, and corporate social responsibility.

This case is targeted toward university-level students and can be relevant to graduate-level students as well.