Case studies

The case is designed to exemplify the following microeconomics concepts:

▪ factors affecting demand and supply;

▪ movement along the demand and supply curves;

▪ shifts in the demand and supply curves;

▪ price elasticity of demand and supply in the short run;

▪ the cross-price elasticity of demand;

▪ regulated markets; and

▪ government import policies.

Dr Sania Rizvi, an agricultural economist and head of the task force committee on rising food prices, was heading the meeting, focusing on the unprecedented increase in food items generally, mainly the trek in tomato prices. Sania, who had ten years of experience in food supply chain dynamics and market analysis, adopted a thorough approach by considering all the elements influencing tomato prices. This included analyzing issues related to production at the farm level, logistical difficulties, market demand and import policies. The year 2022 brought with it exceptional circumstances of massive monsoon floods, affecting the supply and demand factors in the tomato market. This led to sharp hikes in prices, actual and artificial supply shortages and changes in consumer demand because of expectations of future supply shortages. The massive floods during the monsoon season destroyed standing tomato crops and damaged transport infrastructure, creating a supply shortage. Surviving tomato crops were hoarded by profiteers in hopes of driving prices higher. The Government of Pakistan relaxed restrictions and taxes on tomato imports from Iran and Afghanistan to ease the situation. Moreover, the lack of temperature-controlled storage environments for perishable products, such as tomatoes, presented a significant challenge for the tomato supply chain, particularly in times of crisis, such as the one witnessed in 2022 in Pakistan. Sania’s report was anticipated to play a crucial role in formulating initiatives to alleviate the burden on consumers and establish long-term stability in the market.

Undergraduate and graduate-level programs.

This case is designed for undergraduate and postgraduate courses in a management program focusing on microeconomics. In particular, the theme covered is supply and demand and elasticity analysis. It can also be used in agricultural economics, public policy, supply chain management, and executive training to familiarize participants with these concepts.

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CSS 10: Public Sector Management.

After completion of the case study, students will be able to understand the importance of cultivating the ecosystem of a social enterprise and how social entrepreneurs may use them to leverage their success; analyze the rationale of profits for social enterprises; understand the meaning of social franchising and explore the mechanisms for expansion and sustainability of the café; and assess the impact of the social enterprise in terms of advocacy, awareness and implementation at the field level.

This case study aims to provide insight into the sensitive issue of acid attacks and aims to provide an understanding to the struggles of a social enterprise which has a mission to fight for the rights and the betterment of the lives of the acid attack survivors. It delves in to philosophy, business model and the potential future strategies of Sheroes Hangout café which is a project of the Foundation committed with providing decent employment opportunities to the acid attack survivors by providing them treatment, training and rehabilitation. This case study delves with the problem of the co-founders of finding that unique business model which would ensure expansion and sustainability of the café without compromising the core mission of the café – the upliftment of the acid attack survivors.

This case study is suitable for undergraduate students.

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CSS 3: Entrepreneurship.

By analysing and discussing the case study, students should be able to evaluate the factors responsible for social entrepreneurship, more specifically, Harinath Kashiganeshan as a social entrepreneur; explore the entrepreneurial intention of Kashiganeshan; understand the link between social entrepreneurship and community development; examine the role of social entrepreneurship with regard to Sustainable Development Goals; and evaluate the business model, supply chain and marketing strategies in the context of the protagonist’s.

The case study revolves around the entrepreneurial journey of Kashiganeshan, who shunned his lucrative career in the USA to revamp traditional Indian herbs for holistic health care. The protagonist returned to his roots in Pennagaram village, Tamil Nadu, India, back in 2015 and started researching the possibilities of Indian medicinal herbs which have the potential to cure complex diseases like arthritis, diabetes, anaemia and high blood pressure. While researching medicinal plants, he travelled across Tamil Nadu to identify traditional herbs with medicinal properties. He visited the local farmer’s market, interacted with them and shared the importance of organic farming. Subsequently, he became a strong advocate for organic agriculture and traditional medicine. He developed “Moringa Bullets”, made from medicinal plants to treat arthritis, diabetes, anaemia and high blood pressure. Along with preparing herbal concoction medicinal recipes, he started creating awareness towards organic farming among local communities. The motto was to help communities learn this recipe and prepare independently.

This case study is suitable for postgraduate students.

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CSS 3: Entrepreneurship.

Students will learn to:

1. Assess the hiring challenges of HR managers in emerging markets.

2. Illustrate the application of generative artificial intelligence (GenAI) tools in the hiring process of new ventures.

3. Evaluate the effectiveness and challenges of technology-based hiring.

The case study centres on Hamada Tea Co. Ltd., exploring its hiring challenges in emerging markets. The protagonist, Hema, the company’s executive director, is grappling with whether to invest in GenAI-based hiring tools or continue with the manual scouting process. The case highlights her journey in recruiting a retail sales executive, providing a detailed look into the hiring difficulties unique to new ventures. Designed for students interested in understanding recruitment processes, this case aims to teach the complexities of hiring in new ventures with resource constraints. Through this case, students can examine how GenAI can potentially overcome these challenges and enhance the effectiveness of hiring processes.

This case can be used for undergraduate and postgraduate students to teach the hiring process and its challenges. It is suited for courses that cover introduction to human resource management, digital transformation in HR, entrepreneurship, talent management practices and GenAI in recruitment.

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CSS 6: Human Resource Management.

At the end of the case discussion, students should be able to trace the journey of launching a start-up by evaluating how opportunities and hurdles can be navigated throughout the international entrepreneurial process; assess the increasing trend towards internationalisation for start-ups and identify a range of factors contributing to the growth in global entrepreneurship; formulate an argument highlighting the role of the networking and partnerships when adopting a global strategy; propose how a firm could develop a unique mix of resources to obtain a sustained competitive advantage globally against other firms; and make an informed decision regarding various issues that entrepreneurs need to consider when going global and analyse how they can effectively deal with a crisis they may face.

Oryx Desert Salt is sourced from ancient, unpolluted, sustainable underground salt lakes in the pristine and remote uninhabitable Kalahari semi-desert of South Africa. Samantha Skyring is the founding CEO of Oryx Desert Salt. Her inspiration for the name was her 120-km, one-week walk through the Namib Desert in 2000, when she had several close encounters with the Oryx Gazelle, becoming the symbol of that Kalahari experience. Oryx products currently feature on the tables of between 1,500 and 2,500 local restaurants country-wide, and in the retail sector, Oryx salt is on the shelves of about 1,000 stores of retailers, plus in several health shops and deli’s countrywide. Regarding the business’s global footprint, Oryx Desert Salt currently exports to 23 countries and is also available on Amazon.com. Notwithstanding that Samantha Skyring has succeeded in making Oryx Desert Salt the well-known local household brand she had intended; she is contemplating greater international expansion and reach. She has envisioned Oryx salt to become a respected global household brand, in the same way Himalayan pink salt gained popularity worldwide as a gourmet salt. Given Samantha’s challenge of finding suitable speciality distributors in the different countries to help get her product in restaurants and retail, what would be the best approach to achieve her vision of becoming a global brand? To what extent could she capitalise and leverage various resources to further globalise Oryx’s business operations? How could she ensure that the extent and diversity of global reach provides Oryx Desert Salt with a sustained competitive advantage?

Master of Business Administration (MBA), Master of Management, Executive Education

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CSS 3: Entrepreneurship.

The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian social entrepreneurs. The case study offers a rich educational experience spanning diverse fields, including business operations, entrepreneurship, sustainable products, social innovation and financial planning. The case study on social entrepreneurship will guide students to comprehend its concept, significance, challenges and understand how businesses can be a force for positive social impact. The case study serves as a valuable tool for graduate students, helping them improve their critical thinking and solution-focused skills in preparation for their future entrepreneurial endeavors. Students should be able to analyze the case study, answer questions and evaluate the co-founder’s business expansion dilemma.

Social entrepreneurs are vital in tackling pressing societal issues, fostering innovation and creating lasting solutions for rural communities. However, their unique challenges often go unnoticed. This case study highlights the journey of Dr Saji Kurungatil Varghese, the co-founder of Sunbird Straws, an eco-friendly startup, and the complexities they faced while considering business expansion. The purpose of this case study is to provide insight into the world of social entrepreneurs and emphasize their importance and contribution on a wide scale.

This case study is suitable for undergraduate and postgraduate students.

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CSS3: Entrepreneurship.

Students studying this case study will critically evaluate business scenarios to develop strategic decisions, incorporating ethics, stakeholder impacts and long-term outcomes; assess managerial competencies and offer recommendations for growth, stability and employee engagement; identify entrepreneurial traits and characteristics, analyzing their impact on strategic planning and growth; evaluate leadership styles and their influence on organizational culture, motivation and success; and apply theoretical frameworks to assess Slimnastics’ challenges and propose data-driven growth strategies.

This case study focuses on a critical dilemma faced by Passant Esmail, founder of Slimnastics School of Ballet in Egypt. With the business recovering from the effects of the global pandemic and Esmail considering a personal relocation, she faces a key strategic decision: whether to sell Slimnastics for a profit, risking its legacy or to distribute equity among the management team, ensuring continuity but potentially compromising operational growth and future scalability. This dilemma forces her to weigh the sustainability of the business, ethical concerns and the impact of her decision on employees, students and the broader community.

This case study is designed for both undergraduate and postgraduate level students and is ideal for courses in entrepreneurship, strategic management and leadership in sports management.

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CSS3: Entrepreneurship.

This case highlights the social entrepreneurship exhibited by Dr Shyam Sunder Paliwal, former Sarpanch (head of village council) of Piplantri Gram Panchayat of Rajsamand district of Rajasthan State in India. After completion of the case study, the students will be able to identify the factors that enabled social change, discuss the role of women in the social change at Piplantri and how their participation can be leveraged in similar contexts, evaluate the measures for addressing the ethical dilemma faced and develop strategy for sustaining and augmenting social change.

Dr Paliwal, former Sarpanch (head of village council) of Piplantri Gram Panchayat of Rajsamand, India was having a deeper look at one of the highest civilian award “Padma Shri”, bestowed upon him by the Government of India. Fully immersed in his 18 years of public service, he started recollecting his journey in the chilly winter of November 2023, which began in the year 2005 as the Sarpanch of Piplantri Gram Panchayat. After toiling hard to improve the basic infrastructure of his Gram Panchayat, his focus quickly shifted to plantation of trees, improving the water level and addressing other social issues such as social entrepreneurship through ecofeminism. He had a larger goal of uplifting the Gram Panchayat community in the barren, parched and encroached land. He vividly remembered the public participation in this drive, especially the women. Through effective utilisation of various government schemes, by 2022, the panchayat could witness more than four and a half lac (0.45 million) trees planted and a large number of functional water repositories enabling socio-economic development of the villagers. Numerous accolades displayed in his office; were the testimony of his work and challenges faced on many fronts. He started reflecting about various factors including ecofeminism that led to the success of his social entrepreneurship activities. He was also concerned about the sustainability of his efforts and scalability of activities while ensuring that developmental activities did not harm the natural environment.

This case on social change journey at Piplantri village can be taught in MBA programmes in social entrepreneurship course.

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CSS3: Entrepreneurship.

This case study is tailored for audiences engaged in subjects such as entrepreneurship, strategy and foundational marketing principles. The academic focus aligns with the business model conceptualized by Osterwalder and Pigneur. This case study targets both undergraduate and graduate students at the university level, catering to interdisciplinary groups enrolled in courses related to entrepreneurship, strategy, marketing fundamentals and more. The objective is to equip students with the skills to construct diverse business models based on various potential alternatives. This case’s adaptable design and straightforward cost and revenue formulation facilitate comprehension for nonbusiness students, enabling them to grasp the multifaceted dimensions of a business model and project figures using basic arithmetic.

Fookifun emerged as a company born from Mrs Alejandra Padilla’s insightful grasp of the market. With the initial investment from her husband, she initiated a venture focused on delivering high-quality theatrical performances for children in the city of Barranquilla, situated in the northern region of Colombia. This narrative unfolds through early scenarios, illustrating the strategic decisions made by the entrepreneurs and the meticulous calculation of their costs and expenses. Alejandra steered her enterprise from 2014 to 2017, navigating through various alternatives and their associated costs. The narrative delved into 2017, depicting Alejandra’s pivotal decision-making process. Faced with the challenge of insufficient profitability, she contemplated the sustainability of the business. This period prompted her to reassess whether to persist with modifications or relinquish the venture altogether. The crux of Alejandra’s dilemma laid in the business’s meager profitability, which failed to generate adequate income for sustainability. It became imperative for her to make informed decisions, identifying modifiable variables within the business model and assessing their potential impact, particularly on the income generation model. This case study is tailored for audiences engaged in subjects such as entrepreneurship, strategy and foundational marketing principles. The academic focus aligns with the business model conceptualized by Osterwalder and Pigneur.

Given the characteristics of this case, it can be used for the teaching and learning of business or business administration, marketing, economics or related students, at higher or postgraduate levels (graduate school).

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CSS3: Entrepreneurship.

The learning outcomes are as follows: determine the conditions founders encounter when their company is not on the right track; examine the importance of ethics in entrepreneurship; draw up a broad framework to understand the degree of trouble an organization is in and how far it has gone since the early warning signs of trouble; and formulate a comprehensive solution for entrepreneurial founders to extricate their ventures from a crisis.

India-based Edtech company Byju’s was facing a slew of challenges as of mid-2023. Its founder and CEO Byju Raveendran needed to steer the company out of trouble.

Post Graduate/Executive Education.

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CSS3: Entrepreneurship.

This case study offers the following learning opportunities for students: to identify and assess how a management team can establish effective working relationships to build a cohesive team during times of severe crisis and to prepare business for the restoration period; and to find alternative ways aimed at restoring the company’s operations and suggest ways of adapting to the new, normal situation.

This case study examines the strategic decisions of IT-Integrator, a Ukrainian IT company, during the Russian invasion of Ukraine in 2022. It highlights the leadership of vice president Nadiia Omelchenko in navigating the crisis, focusing on initial chaos, the development of a business continuity plan and efforts to restore operations and ensure employee safety. Despite warnings, the outbreak of war on February 24, 2022, was unexpected, with no established emergency protocols. Companies independently decided on measures for safety and business continuity, especially those critical to infrastructure and banking. In 2021, IT-Integrator faced reluctance within its executive team regarding resource allocation for wartime scenarios. Omelchenko’s push for a comprehensive business continuity plan proved crucial. Despite the plan’s effectiveness, unpreparedness for the crisis’s scale hindered recovery efforts. During the early days of the invasion, Omelchenko managed the dual challenge of safeguarding the business and its employees amid uncertainty and workforce reduction. Each decision had significant implications, requiring a balance between immediate survival and future stability. The case of IT-Integrator underscores the importance of proactive crisis management, strategic planning and resilient leadership. Omelchenko’s experience offers valuable lessons for businesses facing similar crises, emphasizing preparedness, adaptability and a focus on both immediate and long-term recovery.

This case study is suitable for MBA and executive development programs.

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CSS 6: human resource management.

This case study provides students/managers an opportunity to learn about the following: to infer the challenges involved in the downsizing of employees; to asses and evaluate BYJU’S organizational culture; and to determine the impact of workplace toxicity.

The focus of this case is the controversy faced by BYJU’S due to its mass layoffs and toxic work culture. This case discusses the CEO’s dilemma in resolving the controversy. Two rounds of mass layoffs at BYJU’S are discussed in detail. The industrial dispute filed by Employees Union against BYJU’S accusing it of denying due compensation to laid-off employees is also discussed. This case consists of a section explaining the toxic work culture at BYJU’S, which is supported by employee complaints. The CEO’s justification and apology have been illustrated in this case. The case ends with a closing dilemma and challenges faced by the CEO.

The case is best suited for undergraduate students studying Human Resources Management subjects in Commerce and Business Management streams. The authors suggest that the instructor inform students to read the case before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.

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CSS 6: Human Resource Management.

The learning outcomes are as follows: to comprehend the dynamics of crisis management in the airline industry and appreciate how sudden shifts in critical human resources, like a pilot exodus, can impact an airline’s operations and its market position and image; to explore the legal and ethical considerations involved in managing employee contracts and transitions, emphasizing the complexities and responsibilities in this process; and to evaluate human resource retention strategies in a competitive market highlighting the importance of these strategies in maintaining a stable and skilled workforce.

In August 2023, Akasa Air, an emerging Indian airline barely a year old, found itself entangled in a challenging predicament due to an abrupt pilot exodus to rival Air India Express. This development resulted in significant operational setbacks for Akasa Air, notably the cancellation of over 800 flights as 43 pilots departed within weeks. In reaction, Akasa Air initiated legal proceedings against the pilots, accusing them of contract violations for not adhering to the required six-month notice period. Represented by Nora Chambers, a leading company law firm, the airline navigated a complex legal landscape, contending with both the pilots and Air India Express. The defense from Air India Express hinged on the argument that the pilots had settled their early departure through substantial bond payments, alleged to cover training expenses. This legal conflict occurred against a backdrop of broader challenges within Akasa Air, particularly concerning the viability of their business model in a fiercely competitive aviation market. The airline’s strategy, involving a significant increase in pilot salaries, mirrored industry-wide efforts to secure and retain skilled aviation personnel. The crisis at Akasa Air underscored the turbulent dynamics of the Indian aviation sector, already shaken by similar issues in other airlines like Indigo. Confronted with this critical situation, the leadership at Akasa Air was compelled to make a pivotal decision: either to overhaul their recruitment and retention policies, engage in negotiations with Air India Express or aggressively pursue legal action against any entities hiring their pilots. This strategic choice was not only vital for Akasa Air’s immediate trajectory but also for shaping its influence in the competitive Indian airline industry.

This case is ideal for Masters-level courses in Strategic Management, Human Resource Management and Aviation Management. It also fits well into executive education and professional development programs, particularly for those focused on crisis management and legal aspects of employee relations in the aviation sector. Suitable for a 60–80-min class discussion, the case is beneficial for both management students and professionals, offering practical insights into managing complex industry-specific challenges.

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CSS 6: Human Resource Management.

After completion of the case study, the students will be able to make strategic decisions for social entrepreneurship and carry out a sustainability and social impact analysis, assess the benefits of a circular economy-based retail model and investigate ways to preserve these benefits and recognize the ethical and sustainable issues facing the fast fashion sector and how social enterprises are addressing them.

The culture of fast fashion had proven to be dangerous for the environment as it had promoted a culture of consumerism and materialism. It had also increased the landfills in different countries. The need of the hour was to upcycle used and unwanted clothes into new innovative items. This idea had been practically implemented by Mrs Sujata Chatterjee of the Twirl Store, the protagonist of this case study. Chatterjee was a social entrepreneur who recognized the environmental and social problems caused by rapid fashion and abandoned apparel in landfills. She launched the Twirl Store, a social enterprise with the mission of advancing circular economy and sustainability practices in the textile sector. Rural women were economically and culturally empowered by the enterprise’s upcycling of used clothing using their abilities, and a sustainable source of income was created. Finding abandoned clothing, sorting and processing it effectively and locating clients who share her commitment to sustainability were difficult tasks for Chatterjee. Despite the difficulties, the Twirl Store served as an example of how circular economy concepts, cultural sustainability and women’s empowerment might be combined, highlighting the importance of social entrepreneurship in addressing global concerns and fostering positive social effects and economic impact.

This case study is applicable for undergraduate as well as post graduate students of management studies.

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CSS 3: Entrepreneurship.

After completion of the case study, students will be able to discuss the characteristics of sustainable enterprises driving the innovation; analyze the concept of waste to wealth, along with its associated benefits and challenges; provide an example of a sustainable start-up that operates conventionally and is attempting to increase production capacity through automation; and describe the strategies for scaling up the business.

Mr Manigandan Kumarappan’s goal was to provide the world with alternatives to plastic and other nonbiodegradable articles used in homes, offices, hotels and other places which compelled him to leave his corporate life behind and become an entrepreneur. His knowledge, expertise and creativity made him work toward providing a sustainable solution to the plastic-free world which made him create leafy straws for the world. His start-up Evalogia made 10,000 straws a day, mostly with manual production and machine-assisted in part of the processes. Evalogia got orders from all over the world after the ban on plastic from many countries. However, Evalogia was unable to meet the demand, as the manufacturing process mostly depended on manual production at present. Hence, the company planned to scale up its production capacity from 10,000 straws per day to 100,000 straws to meet the demand through automation or by increasing the production units to meet the growing demand from domestic and international markets. Kumarappan wondered if increasing the number of manufacturing facilities would make it harder to hire new staff, manage existing ones, train them and provide overall supervision; if these tasks were not completed well, the product’s quality and, subsequently, its demand, might suffer. The automation process required huge investment, time and a great deal of skepticism for its success. Kumarappan was stuck over whether to add more production units or automate the process to increase production.

This case study is suitable for graduate students.

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CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to discuss how social entrepreneurs identify problems and convert them into opportunities, analyze the challenges faced by social entrepreneurs in setting up and growing a new venture and formulate an expansion strategy for a startup.

Over 2.6 billion people worldwide needed access to sanitation services, and most of them stayed in rural areas. Lack of access to sanitation had several negative consequences. In the Middle East North Africa (MENA) region, sanitation was one of the major challenges, with 66 million people still lacking basic sanitation facilities. Additionally, a very small proportion of the wastewater was properly treated. This lack of access to sanitation was a major barrier to economic development and poverty reduction. Out of the 17 most water-stressed countries in the world, 11 were in the MENA region. About 15 million people in rural Morocco did not have a proper and sustainable sanitation system. However, there was an enormous opportunity to use wastewater as a resource. The global market for wastewater treatment services was valued at US$53bn in 2021, and it was expected to grow to more than US$71bn by 2026. Two Moroccan scientists – Dr Salma Bougarrani and Dr Lahbib Latrach, who were born and brought up in Morocco and had seen the wastewater problem very closely, decided to help the people at the bottom of pyramid (BoP) after completing their PhD in environment and water treatment technologies and multisoil-layering technology. They founded GREEN WATECH, a social enterprise, in 2018, which provided a low-cost, efficient and practical solution for wastewater management in the rural areas of Morocco. GREEN WATECH won many awards and cash prizes for its product and business plan. The company had already reached five regions of Morocco and positively impacted the lives of thousands of Moroccans. The founders were planning to expand to areas in the rest of Morocco and other African and Middle East countries. GREEN WATECH had the potential to significantly impact the lives of people in rural areas and help improve wastewater management systems in developing countries through its patented technology. However, the founders faced several challenges in making their dream a reality. They needed a bigger team to expand to different locations and countries but were finding it difficult to get the right people. They also needed funds to expand their geographical reach but found it tough to get investors as they were still unable to break even. It remained to be seen how the founders of GREEN WATECH would achieve their expansion goals and help people at the BoP in other developing countries.

This case study is suited to the Master of Business Administration/Master of Science and executive program.

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CSS 3: Entrepreneurship.

After completion of the case study, students will be able to identify the traits required in child leadership and the ability to apply “The Whole Leadership Framework” child leadership model today, identify and discover opportunities to promote child leadership and analyse its sustainable impact and analyse how innovation clubbed with sustainability will create a competitive advantage with special reference to the innovative ultraviolet-C light sterilisation Suraksha Box.

Aditya Pachpande was a child prodigy of India, who had stunned the world with his trailblazing attitude ever since the tender age of 12. Aditya’s father, Sandeep Pachpande, a Harvard alumnus, wondered – “My son is ahead of his time. Would institutions ever acknowledge my innovative boy as a child leader? Will my child become a teen chief executive officer (CEO)? Will he ever get accepted?” Aditya leads by example as a student, changemaker, edupreneur, innovator and keynote speaker. He thinks, “Age is just a number”, but has had to shout out loud to be heard. With the nickname “Lecture man” given by his teachers and peers, he went on to contribute in endorsing skill-based experiential and discovery-based teaching-learning that addresses real-world issues and sustainable development goals. A CEO at the age of 11 years, he co-founded NextGenInnov8 Global Solutions Private Limited and NextGenInnov8 Social Foundation. Although achieving these milestones, he had to manoeuvre through several curve balls hurled at him by the system. Not the one to ever compromise on ethics, values and purpose, today he was at the crossroads – whether he should choose social change over-commercialisation of his business, simplicity and minimalism over product perfection, crowdfunding over loans or angel investors, manufacture in China or make in India just to name a few. The unstoppable Aditya, aspiring for acceptance, dreamt that someday, these policymakers and businesses would acknowledge child innovators and not write them off just because they were adolescents. Aditya, standing on a precipice, dreamt along.

This case has been particularly focused on postgraduate-early stage-level students pursuing business or entrepreneurial education-related programs.

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CSS 3: Entrepreneurship.

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.

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CSS 3: 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.

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CSS 3: Entrepreneurship.

The case study aims to provide students with an understanding of child labour in India and how the Bachpan Bachao Andolan (BBA) movement is facilitating the eradication of child labour in India. The key objectives are to understand the challenges of eradicating child labour in India, assess the approaches to rescue and rehabilitation for the protection of a child in India, analyse the personality traits of a leader and evaluate the charismatic leadership of a leader.

The case study discussed child labour and the movement started by Kailash Satyarthi to protect children through the BBA or Save the Childhood Movement in India. He was awarded the Nobel Peace Prize in 2014 for his contribution to creating an environment to abolish child labour. Headquartered in New Delhi, BBA was established in 1980 to eliminate child slavery and violence against children (BBA.org.in, 2017). Satyarthi’s effort brought regulatory changes in the Indian constitution in the form of “Education as a fundamental right” (The Novel Prize, 2023). As per census 2011, more than 10 million children were involved in various industries in India (Drishtiias.com, 2019). Satyarthi and his BBA were far behind the mission they were to achieve. How should he move to eliminate child labour from India? Will he be able to create any impact on citizens, society and government through his new approaches?

The case study is ideal for courses on understanding strategy, leadership, personality traits and labour laws. This case study is designed for use in undergraduate and graduate early-stage programmes. The main purpose of this case study is to be used in programmes leading to a Master of Business Administration or a Bachelor of Business Administration. This case scenario focused on the BBA movement in India and its aim to eradicate child labour in India. It discussed the child labour scenario in Indian industries and how Satyarthi started the BBA movement to protect the future of underprivileged children in India. The case study discusses the challenges faced in rescuing and rehabilitation of children in India. The authors applied the big five model to analyse the personality of Satyarthi in the case context. The authors also used the concept and components of charismatic leadership to evaluate the traits of charismatic leaders from a case perspective. This case study will benefit students by focusing on traits related to personality and charismatic leadership concepts. Students will get the opportunity to explore the practical and theoretical concepts that interplay in this study.

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CSS 6: Human resource management.