Case studies

Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.

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Case study
Publication date: 12 February 2025

Richa Jain

After completion of the case study, students will be able to enumerate the unique process of project management, address unforeseen challenges in large-scale projects and develop…

Abstract

Learning outcomes

After completion of the case study, students will be able to enumerate the unique process of project management, address unforeseen challenges in large-scale projects and develop strategies for mitigating risks. This case gives an opportunity to learners to analyses the time impact of failure of such infrastructure projects using project evaluation technique. The students would be able to discuss the social and financial implications of such mishaps on the overall economy.

Case overview/synopsis

The case tells the story of Gokhale Bridge in Andheri, Mumbai which serves as a vital link between the densely populated suburb’s, eastern and western part. Originally built in 1975, the bridge collapsed in 2018. The 90-m bridge reconstructed in just 15 months was lauded as an “Engineering marvel” by Brihanmumbai Municipal Corporation (BMC), a civic body responsible for Mumbai’s infrastructure. However, during the grand inauguration on February 26, 2024, a critical misalignment with the adjoining CD Barfiwala Flyover was revealed. This 2-m gap rendered the bridge inaccessible to motorists, undermining its intended purpose and frustrating commuters and residents. The case highlights systemic issues in operations and challenges faced by the BMC. Despite the BMC’s substantial budget and history in managing Mumbai’s infrastructure, the Gokhale Bridge debacle raises serious questions about project management. Amidst public criticism, BMC threw the buck on railways and hired two reputed Engineering colleges to propose solutions to rectify the menace. This situation emphasizes the need for meticulous oversight and risk analysis in civic projects, making the Gokhale Bridge a symbol of both ambition and caution. The case study is intended for Graduate, Postgraduate students in Project management and operations. It is also beneficial for Executive education programs intended government officials, civil servants and project managers.

Complexity academic level

Undergraduate, Postgraduate, Executive education.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and Logistics.

Details

Emerald Emerging Markets Case Studies, vol. 15 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 10 February 2025

Sunil Khandbahale, Ramkishen Yelamanchili and Sachin Pachorkar

The case study aims to achieve the following learning objectives, structured according to the Revised Bloom’s Taxonomy: First, explore the corporate governance framework: recall…

Abstract

Learning outcomes

The case study aims to achieve the following learning objectives, structured according to the Revised Bloom’s Taxonomy: First, explore the corporate governance framework: recall the roles and responsibilities of key stakeholders at UCICI Bank and AUDIOCON Group and their coordination in governance structures; interpret the principles of stakeholder theory and their application in governance decision-making processes; apply ethical frameworks like the Markkula Center for Applied Ethics Framework and the Josephson Institute Ethical Decision-Making Model to evaluate governance effectiveness; analyse governance lapses and identify gaps in oversight and stakeholder coordination; and propose reforms in governance frameworks to prevent future fraud; evaluate how effectively the governance structure addresses corporate fraud. Second, examine the concept of conflict of interest: understand the ethical and legal implications of conflicts of interest presented in the case; apply knowledge to assess corporate governance failures related to conflict of interest; analyse oversight lapses and identify causes for governance failure; evaluate SEBI regulations on conflict of interest and recommend strategies to mitigate such conflicts in corporate settings; explore the concept of related party transactions (RPTs); understand how RPTs influence governance and stakeholder interests; apply governance principles to assess the legality of RPTs in the case; analyse risks and ethical concerns associated with RPTs and governance failures linked to these transactions; and evaluate proposed regulatory reforms to enhance oversight and transparency. Third, derive key lessons from the case: understand areas for improvement in corporate governance practices, internal reporting mechanisms and whistleblower protections; apply lessons to create strategies for improving governance practices and protecting stakeholders; analyse systemic governance flaws that contributed to the fraud; evaluate the effectiveness of governance practices in preventing similar frauds in the future; and create recommendations for improving governance, ethics and whistleblower policies. Fourth, examine basic issues and remedial measures: understand the root causes of governance failures in the case; apply knowledge of corporate governance principles to recommend reforms in regulatory and accountability frameworks; analyse weaknesses in the existing governance system that enabled fraudulent activities; evaluate the feasibility of proposed remedial measures for transparency and ethical practices; and create new governance policies to enhance accountability and prevent future frauds.

By studying the UCICI AUDIOCON Loan Fraud Case, the above objectives are aimed to shed light on the complex dynamics of corporate governance, conflicts of interest, regulatory compliance, wrongdoing reporting mechanism, whistle-blower policy and reputation risks within the banking industry. The findings and insights from the case study can contribute to improving governance practices and strengthening the integrity of financial institutions.

Case overview/synopsis

The UCICI – AUDIOCON loan fraud case epitomises a crisis in corporate governance, spotlighting ethical breaches at the highest echelons of leadership. This case study delves into the dilemma faced by UCICI Bank’s Board of Directors regarding the prosecution of its former CEO, Mhanda Mochhar. Accusations of impropriety stem from a suspicious loan of US$391.57m to AUDIOCON Group, allegedly facilitated by Mochhar in exchange for personal benefits. The ensuing investigation unearthed violations of banking regulations, including non-disclosure, conflict of interest and RPTs. The pivotal board meeting, dissected in this study, underscores the delicate balance between accountability and reputational damage. Through analysis and debate, stakeholders grapple with the repercussions of their decisions on the bank’s integrity and stakeholder trust. The case encapsulates broader lessons on corporate governance, conflict of interest and regulatory oversight, serving as a springboard for critical inquiry and strategic reform in the financial sector. As the saga unfolds in the courtroom, this study provides a lens into the complexities of corporate morality and the imperative for robust governance frameworks.

Complexity academic level

This case study can be used in classes/subjects such as Finance, Strategic Management, Corporate Governance, Business Ethics and Law for (Vidgen, Hindle, & Randolph, 2020).▪ Graduate students and officials.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 15 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 10 February 2025

Khadija Al Arkoubi and Fadoua Tahari

After completion of the case study, students will be able to analyze disaster response mechanisms and the strategic decision-making process in high-pressure environments; assess…

Abstract

Learning outcomes

After completion of the case study, students will be able to analyze disaster response mechanisms and the strategic decision-making process in high-pressure environments; assess the intricacies of cross-sector partnerships and their impact on effective disaster response; provide recommendations for leaders of nongovernmental organizations (NGOs) on how to achieve sustainable growth without jeopardizing an agile disaster response; evaluate the role of an NGO in influencing policy, advocating for vulnerable communities and driving systemic change; and craft an innovative strategy for an NGO to enhance its agility and social impact.

Case overview/synopsis

This case study outlines the transformative journey of the Food Bank of Morocco (FBM), an NGO established in 2002, focusing on eradicating hunger, extending aid during natural disasters and improving education quality in impoverished, remote areas. Under the leadership of executive director Sanae Bennesser Alaoui, who joined in 2014, FBM doubled its outreach, addressing both hunger and the broader needs of communities in crisis. The narrative captures the organization’s rapid mobilization and impactful response to the COVID-19 pandemic lockdown and the September 8, 2023, Al Haouz earthquake in Morocco, reflecting its agility and the trust it garnered from the community and diaspora. Highlighting its evolution, the case study details the FBM’s strategic partnerships, innovative aid distribution and commitment to Sustainable Development Goals, emphasizing gender equality and education quality. It also underlines how FBM gained trust from the community and the global diaspora, setting a foundation for future expansion and enhanced support mechanisms for those in need. FBM’s successes include its designation as a public utility organization in 2022, which opened the door to larger contributions and greater visibility. However, the organization faced ongoing challenges in securing sustainable funding and expanding its volunteer base to maintain its growing impact. As FBM navigated these hurdles, it continued to innovate and build partnerships to support its mission of fostering sustainable growth while responding to an emerging market most pressing humanitarian needs.

Complexity academic level

This case study is suitable for senior undergraduate and graduate levels.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS7: Management Science.

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Case study
Publication date: 7 February 2025

Aneeta Elsa Simon and Latha Ramesh

This case study enables participants to:▪ To understand the fintech landscape in India and assess how market dynamics can impact Paytm’s valuation.▪ To evaluate the drivers…

Abstract

Learning outcomes

This case study enables participants to:▪ To understand the fintech landscape in India and assess how market dynamics can impact Paytm’s valuation.▪ To evaluate the drivers affecting the value of Paytm and arrive at Paytm’s valuation.▪ To critically appraise the investment decision made.

Case overview/synopsis

Rajani Chandran, a seasoned financial analyst, relooks her recommendation of Paytm in light of the recent revocation of its Payment Bank License. Paytm, the flagship service of One97 Communications Ltd., a financial technology company, is a pioneer in the Indian digital payments and financial services market. However, the developments post going public in 2021 were not always favorable. The frequent fallout with Reserve Bank of India brought restrictions on onboarding new customers and ultimately the revocation of the license. This drastic move is of huge concern to those who have invested in the company. Thus, given this backdrop, Rajani initially explored the dynamic landscape of the Indian digital payments and fintech industry, considering macroeconomic factors, competition and regulatory dynamics. She delved into Paytm’s financial performance to gauge its position in the market. The next phase of the careful scrutiny involved arriving at the equity value of the venture using the discounted cash flow model. Finally, Rajani critically appraised the drivers of valuation, incorporating both quantitative and the story she has crafted around Paytm. Consequently, participants in this case study are prompted to evaluate Paytm and arrive at a valuation and furnish a comprehensive recommendation based on their analyses, thus understanding the intricacies of evaluating a fintech company with immense potential. This case study serves as a valuable resource for students seeking to comprehend the complexities of financial analysis and valuation within the context of a dynamic and evolving industry landscape.

Complexity academic level

The case is best suited for a course on Financial Statement Analysis while discussing how the financial statements of new-age tech companies can be analyzed and Business Valuation while introducing DCF valuation. The case serves as a comprehensive example of the multifaceted challenges and considerations that a buy-side analyst should have while valuing a company and pitching an investment within the fintech industry. Designed for second-year MBA students, the case assumes familiarity with financial reporting and strategic management concepts such as Political, Economic, Social, Technological, Legal and Environmental (PESTLE) and strength, weakness, opportunity and threat (SWOT) analyses and Business Canvas Model.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

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Case study
Publication date: 7 February 2025

Soumyajyoti Datta

This case study aims to familiarize the participants with the functioning of the herbal tea industry in an emerging economy like India; understand core concepts, key terminologies…

Abstract

Learning outcomes

This case study aims to familiarize the participants with the functioning of the herbal tea industry in an emerging economy like India; understand core concepts, key terminologies and the business relevance of different types of business forecasting; and execute time series forecasting models using MS Excel and interpreting the results.

Case overview/synopsis

This case study unveils an important operational concern faced by Deepshika Das, the production manager at Sri Sai Tea Trading Company located at Cuttack in Odisha, India, about future sales projections. The company was gaining popularity for a unique herbal tea called “Chaa Lemon Tea.” However, the company had been experiencing frequent overstocking and understocking due to inappropriate qualitative forecasting. This case study underscores the importance of the concepts associated with quantitative forecasting. It demonstrates the analysis of time series data, building forecasting models and their interpretations using MS Excel.

Complexity academic level

This case study can be used as a systematic learning tool for postgraduate business school students and master’s level industrial engineering students. This case study can be discussed in courses such as operations and supply chain management, business statistics and quantitative decision-making.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and Logistics.

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Case study
Publication date: 7 February 2025

Suresh Kumar, Hyder Ali, Muhammad Asim and Waseem Sajjad

1. Understand the impact of macroeconomic factors on investment portfolios:Students will learn how macroeconomic conditions, such as changes in policy rates by central banks…

Abstract

Learning outcomes

1. Understand the impact of macroeconomic factors on investment portfolios:Students will learn how macroeconomic conditions, such as changes in policy rates by central banks, influence investment decisions and portfolio performance. They will analyze how these factors can lead to significant financial challenges for managed funds.2. Develop strategic financial decision-making skills:Through examining the case, students will practice making strategic financial decisions under uncertain and volatile market conditions. They will explore various options for managing an underperforming investment fund and the potential outcomes of these choices.3. Evaluate risk management techniques:The case provides a platform for students to understand different risk management strategies, including the trade-offs between holding long-term bonds versus reinvesting in short-term securities. They will assess the risks and benefits of these strategies and how they impact fund stability and performance.4. Enhance skills in portfolio management:Students will gain practical experience in portfolio management by examining the fund’s investment decisions, performance metrics and the process of presenting and defending investment proposals. This will involve analyzing the financial and strategic implications of different asset allocations.5. Apply theoretical concepts to real-world scenarios:The case encourages students to apply theoretical concepts such as yield to maturity (YTM) calculation, discounted cash flow analysis, capital asset pricing models and benchmarking against indices to real-world scenarios. This helps bridge the gap between academic principles and practical application in finance.

Case overview/synopsis

The case study centered on the Sukkur IBA University in Pakistan, highlighting the challenges faced by its student-managed fund (SMF). From November 2015 to January 2023, the case study offers a comprehensive examination of the fund’s activities in the financial services and higher education domains. Mr Shankar Talreja, the fund manager, contemplating with significant investment losses because of macroeconomic fluctuations, specifically the rising policy rates by the State Bank of Pakistan. These losses challenge the sustainability of the SMF, which serves as a practical learning platform for students. The primary dilemma revolves around whether to continue operating the fund amid consistent losses or to dissolve it, redirecting resources to other educational programs. This case focuses on financial decision-making, risk management and investment strategies, tailored for academic settings.

Complexity academic level

This case study is intended for use in graduate- and undergraduate-level courses on corporate strategy, investment management and finance. It is appropriate for graduate students who are looking to apply these concepts more deeply as well as undergraduate students who have a strong foundation in finance due to the complexity of the financial concepts involved, such as risk management, portfolio strategy and macroeconomic impacts.

Supplementary material

Teaching notes are available for educators only.

Subject Code

CSS1: Accounting and Finance.

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Case study
Publication date: 4 February 2025

Somraj Sarkar and Shweta Sharma

This case serves as a teaching tool to illustrate the application of data-driven decision-making approaches within the contexts of entrepreneurship and hospitality management. The…

Abstract

Learning outcomes

This case serves as a teaching tool to illustrate the application of data-driven decision-making approaches within the contexts of entrepreneurship and hospitality management. The following objectives also align with categories in Bloom’s taxonomy (keywords underlined).▪ Evaluate the merits and demerits of potential business decisions through a data-driven analytical framework. This objective maps to discussion Question 3, 4, 5.▪ Evaluate the relevance and usability of available data and market research reports for effective data-driven decision-making. This objective maps to discussion Question 2.▪ Analyze business data and financial reports to evaluate business strategies such as marketing, vendor management and workforce management strategies. This objective maps to discussion Question 1.▪ Apply industry-specific business metrics such as the Menu engineering matrix to analyze the performance of menu offerings. This objective maps to discussion Question 5.

Case overview/synopsis

The decision-based case explores the challenges faced by Siddhartha Das, the founder of FoodWise Pvt Ltd, a multi-cuisine restaurant based out of Kolkata, India. Das initially launched an online Bengali meal delivery service in 2017, which successfully expanded into an offline multi-cuisine retail outlet by October 2019. However, the COVID-19 pandemic dealt a significant blow to his business, preventing it from achieving profitability. The case is set in July 2021, where Das reviews his half-yearly performance report recognizing the imminent risks threatening his food venture unless immediate changes are undertaken. The multi-cuisine nature of his restaurant business necessitated higher expenditures on specialty chefs and costly vendors to maintain premium food quality. Faced with a dilemma, Das must decide whether to continue with the current multi-cuisine model and find ways to manage costs or to evaluate the performance of his six cuisines and consider switching his venture to a specialized cuisine restaurant. The case invites students to assist Das in making a data-driven strategic decision by using Menu Engineering and exploratory data analysis techniques.

Complexity academic level

This case study is designed for master’s level students in business management, with specializations in marketing, strategy or business analytics, as well as for students in specialized management programs in hospitality or entrepreneurship. It can also be included in management development programs on data-driven decision-making. It is particularly well-suited for management elective courses on hospitality management or entrepreneurship. The case can be positioned in the second half of the course, once students have been exposed to financial reporting and data analysis techniques. Topics such as menu engineering and data-driven decision-making can be effectively explored through this case.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 12: Tourism and Hospitality.

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Case study
Publication date: 4 February 2025

Vijayshankar Krishnamurthy and M.R. Suresh

The learning outcomes are as follows: develop an understanding of challenges faced by organizations regarding strategic planning; examine the strategies formulated by…

Abstract

Learning outcomes

The learning outcomes are as follows: develop an understanding of challenges faced by organizations regarding strategic planning; examine the strategies formulated by organizations that can enable wider adoption of a service offering; analyse service quality gaps that will provide new insights; and evaluate the strategic choices that would impact the growth of the organization.

Case overview/synopsis

Peter Bushwash International (PBI) was an organization that managed 60 tennis centres in 25 countries. With a staff of 100 tennis coaches worldwide, over 3 million students participated in PBI’s tennis programs. Cesar Morales was appointed the Technical Director on a two-year contract for the PBI’s new tennis centre in Bangalore (India). Morales had to decide if a decentralized strategy (hub-and-spoke model) would create broader growth for the PBI tennis program instead of operating as a premium hub with fewer students.

Complexity academic level

The case was written for organizational strategy, marketing and service quality courses for undergraduate business students (BBA).

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 15 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 31 January 2025

Suddhachit Mitra and Amrita Sengupta

This case study introduces some elements of strategic management process that instils competitive advantage on an entity such as a higher educational institute (HEI). It…

Abstract

Learning outcomes

This case study introduces some elements of strategic management process that instils competitive advantage on an entity such as a higher educational institute (HEI). It endeavours to achieve the following goals: comprehend strategy implementation through the sustainability paradigm; demonstrate the concept of cost-benefit analysis in strategy; analyse the challenges to new product adoption; and deliberate on extension of the project to include newer areas for greening. Thus, students would be taught about strategy implementation through the sustainability paradigm: they would be introduced to the concept of cost-benefit analysis through an application of the concept in strategic decision-making; students would be taught the about the challenges in new product (such as greening equipment) adoption; and they would be guided to deliberate on the extension of the project in newer areas of greening.

Case overview/synopsis

Prof Atmanand, as the Director of MDI Murshidabad (MDIM), was combating the challenge of leading the campus of the fledgling institute in its initial years. It was May 2023. MDIM was a business school in West Bengal, India. Atmanand had formulated a strategy of “greening” of the campus using a solar lighting system and organic waste converter to start off. The first steps were initiated in early 2021. The possible gains from this move needed to be weighed against the possible costs. Possible benefits included reductions in electricity expenditure, easier conformation to contemporary waste disposal norms, better scores in HEI-ranking exercises and increase in brand value of MDIM. The principal costs were: capital expenditure, possible higher payback period and challenge in adoption of sustainability products such as organic waste converter. The case study engages the student to learn about competitive strategy design and implementation in an HEI, and the resulting challenges. The case study can consequently be used in a Master’s level course in strategic management (competitive strategy) in the context of sustainability management, or as a case in the elective sustainability management offered to the senior batch in the MBA curriculum. The case study weighs out the benefits of the “greening” programme at MDIM against its possible costs. The possible benefits were manifold: reduction in electricity bills, easier conformance to contemporary waste disposal norms and higher scores at HEI-ranking exercises, both at the national and the international levels. Some benefits were not so quantifiable, such as better “press”, and consequent increase in brand value of MDIM. Weighted against these were the costs, capital expenditure, possible higher payback period and lack of in-house operational expertise (such as mechanics). The decision is not easy; although there are numerical tools (indicated in the case), they must be supplemented with a holistic understanding of the context, and any decision to be taken would require a combination of qualitative understanding along with numerical indicators. The case also exhorts the reader to understand problems in adoption of sustainability products and attempts to look to the future in terms of managerial initiatives.

Complexity academic level

This case study is suitable for postgraduate level (MBA) and executive programmes.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS4: Environmental Management.

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Case study
Publication date: 30 January 2025

Susan Kerubo Onsongo, John Olukuru and Onesmus Mwabonje

Learning Objective 1: Develop students’ ability to critically assess and probe the challenges of aligning business objectives with compliance to local and international…

Abstract

Learning objectives

Learning Objective 1: Develop students’ ability to critically assess and probe the challenges of aligning business objectives with compliance to local and international environmental regulations. Students will learn to identify how tensions between regulatory compliance and business goals influence decision-making processes in resource-intensive industries.

Learning Objective 2: Increase problem-solving skills of students by exploring the trade-offs between economic growth and environmental stewardship. They will be able to examine real-world dilemmas, such as community displacement, biodiversity loss, and pollution in mining contexts, and understand how to navigate these complex challenges using insights from Dr Nick’s experiences.

Learning Objective 3: Advance integrative learning, inquiry and interpretive capabilities of students by demonstrating the significance of ESG principles in mining operations focusing on environmental management, community engagement, and ethical governance. Students will learn how to integrate these principles into corporate strategies to achieve a balance between profitability and sustainability.

Learning Objective 4: Equip students with hands-on experience through real business scenarios by addressing dilemmas companies face in the era of climate change and appreciate the role of leadership in driving and implementing sustainable practices. Students will understand how leaders like Dr Nick balance stakeholder interests, ethical standards, and operational efficiency, and how this balance impacts the company’s growth and sustainability objectives.

Case overview/synopsis

This case introduces students to the difficulty an environmental manager faces in balancing the interests of the community at large with the company’s goals. Dr Nick Okello, an environmental manager at Base Titanium, is the protagonist of the case. For several years, Dr Nick has overseen the business’s environmental programs at the high-grade mineral sand mine called Kwale Operation, which is situated along Kenya’s coast. The case allows students to explore how Environmental, Social, and Governance (ESG) principles are applied in a mining company setting by using this case study. Simple assessments can be applied by students to evaluate ESG and discuss their analysis of it. The mining industry’s intricate relationship between corporate governance, business strategy, and environmental stewardship is exemplified by the Dr Nick case at Base Titanium. It provides a critical analysis of the difficulties businesses confront in attempting to strike a balance between sustainable ethical business practices and economic growth, especially in areas where governance issues are common.

Complexity academic level

This case is suitable for use in executive education, MBA, senior undergraduate, and other graduate-level business programs in courses such business management, organizational behaviour, environmental sciences, project management, strategic management, operations, finance, corporate governance, leadership, and sustainable development.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 4: Environmental Management.

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Case study
Publication date: 24 January 2025

Boris Urban and Stephanie Althea Townsend

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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?

Complexity academic level

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

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

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Case study
Publication date: 15 January 2025

Udai Lal Paliwal and Nityesh Bhatt

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

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Case study
Publication date: 14 January 2025

Shalini Aggarwal, Anurag Pahuja, Suchita Jha and Madhvi Sethi

After completion of the case study, the students will be able to analyze the overall competitive environment for telecom sector in India with the use of Herfindahl–Hirschman index…

Abstract

Learning outcomes

After completion of the case study, the students will be able to analyze the overall competitive environment for telecom sector in India with the use of Herfindahl–Hirschman index tool, execute the fundamental analysis of Jio Platforms Limited (JPL) company, understand the concept of net neutrality and its implications for India market, understand the concept of “Zero debt company” and its implication for companies and understand data privacy concerns.

Case overview/synopsis

In early September of 2020, Ashish Aggarwal, a businessman in the northern state of Punjab, India with his usual habit of turning the pages of newspaper on hand and sipping morning chai got excited while reading newspaper with recent investment of Meta Platforms via Facebook buying 9.99% stake in reliance JPL. He explored and saw the potential for small businesses to invest in this and earn money, as a finance-inclined individual Aggarwal thought why not invest and earn from this opportunity. So he started googling and saw all the reviews of analysts on investment site and investors predicted that the deal could be a game changer that would further transform the existing telecom and social media platforms in India. The deal would further open doors for a new market “JioMart” which could be a futuristic design for a “one-stop-shop for e-commerce, social media consumption, instant messaging, and also digital payments”. Mukesh Ambani’s intentions to make the company zero net debt company within next 18 months fascinated him too. All this made Aggarwal interested in investing in JPL on behalf of his company as this investment option was only for business investors. So he called his financial manager, Mr Anish Mahajan for discussing the issue and both started discussing what could be the future of investment, then he told Mahajan to do the complete analysis. Also, Aggarwal was perplexed about the impact that Meta’s investment in Jio would have on consumers, especially in India. How would the telecom regulatory authority in India view it? Aggarwal felt that how the telecommunication industry would plunge into disruption mode in future. What would be the competitors’ stance in India? Would it trigger other players for strategic alliances? Aggarwal was in a dilemma whether he should invest his money in JPL company or not with controversial discussion on net neutrality and data privacy concern?

Complexity academic level

This case study is suited to master degree programs.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 15 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 10 January 2025

Pallavi Datta, Shailavi Modi, Yugantar Singh and Jain Mathew

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

This case study is suitable for undergraduate and postgraduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

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Case study
Publication date: 8 January 2025

Gautam Surendra Bapat and Anjali Ajit Sane

This case study aims to study cost benefit analysis, economic evaluation and its types, study and understand different costs involved in logistics and to identify the role of…

Abstract

Learning outcomes

This case study aims to study cost benefit analysis, economic evaluation and its types, study and understand different costs involved in logistics and to identify the role of dynamic leadership in nonstructured organization.

Case overview/synopsis

This case study is about one such unique nongovernmental organization (NGO), which was working in commercial space but which did not work for profit. This NGO called Yuvashakti was a well-respected, nonprofit organization in Pune that promoted mountaineering, climbing and other outdoor adventure pursuits. About 30 years ago, a group of young adventure enthusiasts led by the late Dr Mohan Dharia, the organization’s founding president, established Yuvashakti with the goal of introducing young people to outdoor activities such as skiing, climbing and trekking. Since 1985, Yuvashakti had consistently organized several Himalayan trekking programs. Yuvashakti organized bike and motorbike tours, visits to wildlife sanctuaries and other types of excursions around India all year long. In the past 30 years, “Yuvashakti” had done a lot of good for the young people of Maharashtra. Their job was multifaceted.

Complexity academic level

This case study is suitable for undergraduate students.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS12: Tourism and hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 15 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 2 January 2025

Miray Rashad Barsoum

Students studying this case study will critically evaluate business scenarios to develop strategic decisions, incorporating ethics, stakeholder impacts and long-term outcomes;…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

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Case study
Publication date: 2 December 2024

Manish Agarwal and V.S. Prasad Kandi

After completion of the case study, the students will be able to assess Paytm’s share buyback in the context of conventional practices, especially for loss-making firms, analyze…

Abstract

Learning outcomes

After completion of the case study, the students will be able to assess Paytm’s share buyback in the context of conventional practices, especially for loss-making firms, analyze the influence of initial public offering (IPO) performance on market sentiments and the role of subsequent events in shaping investor confidence, explore the regulatory framework for share buybacks in India and its impact on Paytm’s decision, scrutinize Paytm’s post-IPO financials and evaluate the board’s rationale for the share buyback and examine the factors influencing Paytm shareholders’ decisions amid the buyback, considering market conditions and the company’s outlook.

Case overview/synopsis

This case study discusses the unorthodox choice made by Paytm, a leading Indian digital payments and financial services provider, to begin a share repurchase program just one year after its substantial IPO. Paytm encountered difficulties as its stock price experienced a sharp decline of 74% following the IPO, which raised concerns among shareholders and elicited mistrust from analysts. This case study explores the reasoning for the buyback, the legislative framework of share buybacks in India and the diverse viewpoints of analysts regarding the company’s financial strategy. This case study provides not only ample opportunity to discuss ethical issues around managers’ corporate actions but also brings investors a dilemma.

Complexity academic level

This case study is suited to Master of Business Administration/Master of Science/Bachelor of Business Administration/Bachelor of Science.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

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Case study
Publication date: 2 December 2024

Aditya Kumar Sahu

After completion of the case study, students will be able to learn to conduct the 5Cs (Customers, Collaborators, Capabilities, Competitors, Conditions) and Porter’s five forces…

Abstract

Learning outcomes

After completion of the case study, students will be able to learn to conduct the 5Cs (Customers, Collaborators, Capabilities, Competitors, Conditions) and Porter’s five forces analysis for understanding the situation of any company; to understand various demand forecasting techniques with the case example of Kaspians Café; to analyse different factors that influence the demand with the case example of Kaspians Café; and to learn how to choose the best time-series forecasting method based on the available dataset.

Case overview/synopsis

This case study focuses on operations strategy, specifically analysing the issues encountered by the Kaspians Café, a food joint establishment located within the Kaspians Institute of Management. Kaspians Café, due to its large student clientele, encountered operational inefficiencies such as inadequate inventory management, stockouts and wastage. These issues resulted in financial losses and customer dissatisfaction. This case study focuses on forecasting the demand for different food items at different times to get a better understanding of the stock to be maintained at Kaspians Café. Furthermore, Shyam Manral, the owner of Kaspians Café, was confronted with the difficulties arising from the surging popularity of neighbouring Dhabas and the escalating impact of food delivery platforms such as Zomato and Swiggy. The formerly prosperous Kaspians Café establishment, known for its uniform offers, was now encountering strong competition from the quaint ambience and varied menus of the Dhabas situated in close proximity to the campus entrance. These conventional establishments not only accommodated the changing preferences of students but also functioned as convenient centres for social meetings. The emergence of Zomato and Swiggy had revolutionised the eating patterns of students by providing a wide range of choices that were conveniently delivered to their residences, thereby diminishing the attractiveness of Kaspians Café. Manral was struggling to revive his business in light of these shifting circumstances. He pondered how to keep consumers loyal in the middle of changing cuisine preferences and the convenience provided by contemporary food delivery services.

Complexity academic level

This case study can be used in the operations management course at the MBA/postgraduate level.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 28 November 2024

Vaishali, Simran Gupta and Rahul Kumar

This case study aims to equip students with the skills to evaluate the rationale behind a demerger decision, derive the enterprise value and equity value of the conglomerate using…

Abstract

Learning outcomes

This case study aims to equip students with the skills to evaluate the rationale behind a demerger decision, derive the enterprise value and equity value of the conglomerate using the discounted cash flow valuation modelling and assess the company’s value based on qualitative parameters using economy industry company analysis and strengths, weaknesses, opportunities and threats analysis.

Case overview/synopsis

This case study delves into the demerger of the financial services arm of Reliance Industries Limited into a separate unit named Jio Financial Services Limited. The independence of this unit is anticipated to enhance shareholder value and unlock the conglomerate discount. In light of these factors, a fundamental analysis of the firm is conducted to determine whether it presents a viable investment opportunity.

Complexity academic level

This case study is suitable for -graduate and postgraduate courses in financial management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and finance.

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Case study
Publication date: 26 November 2024

Stephen T. Homer

The learning outcomes are as follows: to analyse the issue(s) presented within specific case study context (C4); to formulate solutions to identified issue(s) within specific case…

Abstract

Learning outcomes

The learning outcomes are as follows: to analyse the issue(s) presented within specific case study context (C4); to formulate solutions to identified issue(s) within specific case study context (C5); and to synthesise a group plan to solve issue(s) within specific case study context (A4).

Case overview/synopsis

In 2017, China proclaimed that it would no longer accept plastic waste for recycling, this was in-line with China’s Operation “National Sword” to review the quality of these plastic imports to ensure their recyclability. This sent shock waves through a now globalised recycling network, with China previously having imported 95% of the EUs and 70% of US plastics that had been collected for recycling. This plastic backlog was then diverted to South-East Asian nations, particularly Malaysia, which this case focuses the discussion upon. While the potential for significant economic benefits drew the attention of illegitimate and unscrupulous businessmen alike, the environmental degradation from the often, low technological recycling processes and even burning of low-grade plastics brought profound negative impacts. This case focuses upon, then Minister, Yeo Bee Yin who led the Ministry of Energy, Science, Technology, Environment and Climate Change, in which she took an active and aggressive stance in attempt to stop Malaysia becoming the dumping ground for the global plastic crisis.

Complexity academic level

This case is appropriate for final year undergraduate and any postgraduate degrees in Business.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 4: Environmental Management.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 21 November 2024

Manish Agarwal, Anil Anirudhan and Sanjib Dutta

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

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Case study
Publication date: 21 November 2024

Desi Adhariani

The learning outcomes are as follows: to evaluate the suitability of Surplus business model from accounting, finance, strategy and cultural perspectives; to identify the factors…

Abstract

Learning outcomes

The learning outcomes are as follows: to evaluate the suitability of Surplus business model from accounting, finance, strategy and cultural perspectives; to identify the factors that contribute to the reluctance of business partners to join Surplus ecosystem and to suggest solutions; to identify the factors that contribute to the reluctance of consumers to join Surplus ecosystem and to suggest solutions; and to address unique funding and financial challenges faced by Surplus.

Case overview/synopsis

This case study discussed the challenges faced by Surplus Indonesia, a company founded upon the belief that a harmonious balance can be achieved between profitability and environmental stewardship. Stemming from the founder’s encounter with leftover food going to waste after buffets, Surplus embarked on a pioneering initiative using an application technology to address food wastage at the consumer level. Collaborating with various stakeholders such as retail outlets, restaurants, bakeries, cafes and hotels, the goal was to combat food waste while supporting Sustainable Development Goals 2, 12 and 13: Zero Hunger, Responsible Consumption & Production and Climate Action, respectively. Each meal saved through the Surplus app not only translated to reduced expenses for businesses but also contributed to reducing greenhouse gas emissions from landfills. Surplus’ overarching mission was to cut food waste and loss in Indonesia by half by 2030, fostering an environment where food waste is virtually nonexistent in the nation.

Complexity academic level

Undergraduate as well as graduate courses that focus on sustainability, accounting, financing and strategy

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 15 November 2024

KBS Kumar and Indu Perepu

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

Post Graduate/Executive Education.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 14 November 2024

Sabtain Fida, Muhammad Zahid Iqbal and Waris Ali

The learning outcomes are as follows: to identify and analyze the importance of operations management in a situation demanding minimizing environmental impact and maintaining…

Abstract

Learning outcomes

The learning outcomes are as follows: to identify and analyze the importance of operations management in a situation demanding minimizing environmental impact and maintaining operational momentum; access the risks faced during project executions and apply project management concepts to facilitate Karachi Steel in implementing indigenous technological solutions; and evaluate the importance of adaptability, continuous improvement and innovation in creating sustainable solutions to address complex challenges.

Case overview/synopsis

Javaid Iqbal, CEO of Karachi Steel, was the case’s protagonist. With capacity expansion, Javaid relocated the steel facility from Rawalpindi to Islamabad, Pakistan. The company encountered several difficulties because of the air emissions’ inconvenience to nearby residents and the strict environmental regulations. To push the emissions into the air, the company first installed a locally fabricated chimney. Later, they hired a foreign Pakistani engineering firm to install air filters, but the project proved unsuccessful. To control emissions, the company developed a Wet Particulate Control (WPC) system based on a water-sprinkling mechanism. The endeavor was successful, but it resulted in water pollution. As a result, Karachi Steel signed a contract with a local engineering company that invented and effectively installed an air filtration system. Karachi Steel not only devised solutions for their predicaments but also made significant contributions toward achieving the Sustainable Development Goals (SDGs). However, the emissions reporting and monitoring mechanism continued to cause inconvenience for regulators. In addition, the filtration facility encountered a blocked duct conveying zinc sulfate from smoke, resulting in the periodic suspension of operations. As Karachi Steel seek long-term solutions to current challenges, it is critical to examine the relationship between internal circumstances and external forces and stimulate a holistic approach to resolving issues within the realms of operations management and project management.

Complexity academic level

The case study is suitable for students pursuing their undergraduate degree programs in business studies or management sciences. This case can be taught in specific subjects in the domain of management sciences, including project management and operations management. Furthermore, undergraduate students pursuing degrees in environmental sciences, specializing in environmental impact assessment and sustainable development, can also learn from this case study. These subjects have the potential to provide students with a detailed understanding of the dynamic relationship between environmental problems caused by business activities, and how to address these challenges using principles of project management and operations management. There is no pre-requisite for this case study, and the level of difficulty is moderate. The recommended teaching pedagogy for this multidisciplinary case study includes role-playing exercises, simulations to replicate real-world situations and the Socratic method, which encourages critical thinking.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 12 November 2024

Padmalini Singh, Tamizharasi D. and Purushottam Bung

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

This case study is suitable for graduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 6 November 2024

Pratik Rajendra Satpute, Gautam Surendra Bapat and Shefali Joshi

After completion of the case study, students will be able to recall the fundamental concepts of group arrival and the check-in process within the hotel industry; explain the…

Abstract

Learning outcomes

After completion of the case study, students will be able to recall the fundamental concepts of group arrival and the check-in process within the hotel industry; explain the various operational procedures used to enhance a smooth group check-in in hotels; use the steps defined in group check-in procedure to improve service efficiency in hotel operations; and examine and evaluate the optimal solution for a smooth group check-in for hotels.

Case overview/synopsis

“The Big Fat Indian Wedding” delves into the challenges faced by Hotel Plaza Blu, a business hotel in Pune, Maharashtra, in 2023. A big wedding group was arriving at the hotel, which comprised almost 350 adults and 120 children. Mr Parag Patil, the front office manager, had done all the preparations for group arrival but just one hour before the arrival Mr Suresh Menon, the group coordinator, came and informed that 150 additional guests would be arriving, as the other hotel, where arrangements for these guests were made, had a major electricity generator breakdown and the hotel was in complete blackout. Patil had the challenge of formulating an action plan to achieve a smooth group check-in with the last-minute changes.

Complexity academic level

Executive development programmes and graduate-level courses in non-profit hospitality and tourism management might benefit from this case study. The operational management courses in the BBA, UG management programmes might all benefit from using this case study.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and Logistics.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 28 October 2024

Camilo Antonio Mejia Reatiga, David Juliao-Esparragoza and Saul Gonzalez

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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).

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

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Case study
Publication date: 28 October 2024

Niaz Ahmed Bhutto, Abdul Rehman Shaikh and Sanober Shaikh

The learning objectives of this case study based on Bloom’s Taxonomy (Bloom et al., 1956) will be to analyze the procurement process and identify the parameters for the…

Abstract

Learning outcomes

The learning objectives of this case study based on Bloom’s Taxonomy (Bloom et al., 1956) will be to analyze the procurement process and identify the parameters for the procurement of services; evaluate the potential risks and challenges associated with relying on a single vendor for critical services; apply the four-stage model of crisis management to the breach of contract by Fresh Bites Catering; examine how adopting sustainable procurement practices, such as diversifying suppliers and establishing contingency plans, can mitigate these risks and ensure business continuity; and analyze the dynamics, roles and potential conflicts between the principal (Multan University) and agent (Fresh Bites Catering) using the principal–agent theory (PAT).

Case overview/synopsis

This case study explores the challenges and implications of sustainable procurement within the context of Multan University’s cafeteria services. It delves into the sudden contract breach by Fresh Bites Catering, a long-time partner responsible for providing central cafeteria services, and examines the resulting operational crisis faced by the university. This case study highlights key procurement processes, including vendor selection, contract management and adherence to sustainability principles, as well as the risks associated with single-vendor dependency. By applying frameworks such as the PAT, the four-stage model of crisis management and sustainable procurement practices, this case study encourages students to critically assess the failures in contract enforcement, risk mitigation and service continuity. Additionally, it stimulates discussion on the benefits of robust risk management strategies, multi-vendor approaches and clear contract terms to prevent future disruptions in essential services. This case study serves as a valuable tool for understanding how procurement strategies influence organizational performance and long-term sustainability in higher education institutions.

Complexity academic level

This is a decision-making case and can be taught in Master of Business Administration courses in purchase and supply management and operations management. This case study is mainly written to make students understand and analyze the potential risks of a single vendor, the benefits of diversifying suppliers and sustainable procurement.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 18 October 2024

Oly Mishra

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

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Case study
Publication date: 11 October 2024

Shwetha Kumari and Vineeth M

After completion of the case study, students will be able to analyse the path of the entrepreneurship from idea generation to market development to scaling up business, examine…

Abstract

Learning outcomes

After completion of the case study, students will be able to analyse the path of the entrepreneurship from idea generation to market development to scaling up business, examine the impact of start-ups like Ergos on India’s agriculture value chain, discuss the challenges faced by tech entrepreneurs in growing a business, identify problems solved by Grain Bank Model and evaluate digitisation of farming’s custodial services such as warehousing, market linkages and loans.

Case overview/synopsis

The case study discusses how founders of Ergos, India-based leading digital AgriTech start-up, Kishor Kumar Jha and Praveen Kumar, started one of the unique models in the AgriTech landscape in India. After noticing the grim condition of small and marginal farmers in Bihar, India. Kishor and Praveen decided to put their banking and corporate experience to use in the farming sector. Ergos aimed to empower farmers by providing them with a choice on when, how much quantity, and at what price they should sell their farm produce, thus maximising their income. As a result, Ergos launched the grain bank model, which provided farmers with doorstep access of end-to-end post-harvest supply chain solutions by leveraging a robust technology platform to ensure seamless service delivery. Ergos faced many challenges in its journey related to financing, marketing and distribution. Amidst these developments, it remained to be seen how Kishor and Praveen would be able to realise their goal to serve over two million farmers across India by 2025 and create a sustainable income for them through its GrainBank Platform.

Complexity academic level

This case study was written for use in teaching graduate and postgraduate management courses in entrepreneurship and business strategy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

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Case study
Publication date: 9 October 2024

Saloni Sinha, Mohammad Rishad Faridi and Surbhi Cheema

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

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Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

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Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 23 September 2024

Siraj A. Bhayo, Nimra Gul Pathan, Ghulam Abbas, Narandar Kumar and Nazeer Ahmed

After completion of the case study, the students will be able to define and compute equivalent units of production, apply management accounting procedures for manufacturing…

Abstract

Learning outcomes

After completion of the case study, the students will be able to define and compute equivalent units of production, apply management accounting procedures for manufacturing businesses (Furqani Sugar Mills), calculate product cost and track product cost flows and prepare process cost summary using the weighted average method. By studying this case, learners will gain insights into the challenges and financial complexities faced by a sugar mill and how strategic decisions and economic analysis can impact the sustainability and profitability of such businesses.

Case overview/synopsis

This case study explained the problem Mr Zoraiz, chief financial officer (CFO) of Furqani Sugar Mill, was facing. The problems started in the month of November 2020. Mill’s owner Mr Jabbar asked him for suggestions that employees should not be laid off. So he was analysing and estimating the cost of production when increasing production. He was focusing on cost reduction in process or increasing production, and utilization of resources efficiently and effectively. This case study focused on the market segment of the sugar industry for process costing. Furqani Sugar Mill, founded in 1992 in Pakistan (Company Document), had a noble mission to improve the lives of local peasants by producing sugar and molasses. Pakistan heavily relied on agribusiness, particularly sugar production, which contributed significantly to manufacturing. However, Furqani Sugar Mill faced a dire situation despite its vital role. During the sugarcane season, it struggled due to a shortage of raw materials, primarily sugarcane. Zoraiz, the CFO, grappled with running the mill below total capacity in recent years due to two significant issues: government-fixed sugar prices and limited sugarcane supply from local farmers. The high cost of sugarcane hindered Zoraiz’s desire to operate at total capacity. Zoraiz, Furqani’s CFO, must decide what he can do so that the mill can operate at its total capacity. The future of Furqani Sugar Mill hung in the balance as Zoraiz navigated complex financial decisions while striving to uphold the mill’s legacy and commitment to the local community.

Complexity academic level

This case study is suitable for teaching in several modules, notably managerial accounting and control systems, management accounting decision-making and cost and management accounting. Specifically, it covers performance management and process costing in management accounts. It is appropriate for teaching at the undergraduate and postgraduate levels.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and finance.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 20 September 2024

Soumi Rai and Shreya Mukherjee

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 20 September 2024

Rangson Chirakranont and Olimpia C. Racela

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

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Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

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Case study
Publication date: 20 September 2024

Ayman Ismail, Seham Ghalwash, Maria Ballesteros-Sola and Ahmed Dahawy

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 18 September 2024

Takawira Munyaradzi Ndofirepi and Samson Mtisi

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

This case study is suitable for undergraduate and postgraduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 12 September 2024

Archana Anand Boppolige, Cledwyn Fernandez and Suneetha Saggurti

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 12 September 2024

Neha Singh, Sana Moid and Naela Jamal Rushdi

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

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Case study
Publication date: 11 September 2024

Manish Dadhich and Neetu Yadav

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 6 September 2024

Rajkumari Mittal, Parul Sinha and Bikramjit Rishi

This case study will help business management students learn the dynamics of distribution management in the rural context. After working through the case and assignment questions…

Abstract

Learning outcomes

This case study will help business management students learn the dynamics of distribution management in the rural context. After working through the case and assignment questions, the students will be able to:▪ Understand the transformation of rural retail from traditional models to organized modern retail;▪ Understand the opportunities and challenges of rural markets with specific reference to automobile products;▪ Identify and evaluate the various distribution channels available for rural markets; and▪ Devise a suitable rural-centric distribution model for automobile products following an appropriate logistics system.

Case overview/synopsis

Manan Motors, a dealership of Honda Motorcycle & Scooter India (HMSI) Private Limited in Hathras City of Uttar Pradesh province in India, has been operating successfully for the past two decades. Mr Manoj Bansal, the director at Manan Motors, was primarily targeting the urban markets with 60% dependency on the scooter portfolio of HMSI. But multiple pressures like stringent vehicle emission norms, price rise of two-wheelers and the impact of the pandemic took a toll upon the urban business of Honda Motorcycle and Scooter India Limited and subsequently upon Manan Motors. The sales for HMSI dipped from 15,121 million units in 2020–2021 to 13,466 million units in 2021–2022. Consequently, Bansal decided to alter the business strategy of Manan Motors and shift its focus from the urban to the rural territory of Hathras, where it could foresee demand for entry-level two-wheelers (engine capacity between 75 and 110 cc). Rural markets were developing, so Bansal realized that supplying a low-cost, low-end model to the rural Indian market was an opportunity for his dealership. Bansal’s decision to focus on the rural vertical of its two-wheeler business stirred several questions that floated in his mind. Should they manage distribution on their own, or through some channel members, or should they follow a rural-specific modern retail model?

Complexity academic level

The case study is designed for use by a postgraduate or executive-level audience for subjects such as sales and distribution management, distribution management and rural marketing. Students will understand the concept of distribution management and associated keywords specific to rural markets. The case study provides an opportunity to discuss and decide how a company can penetrate the rural market and also discusses the opportunities and challenges of rural distribution.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 3 September 2024

Ubedullah Memon, Muhammad Waseem, Muhammad Zain ul Abidin, Zeeshan Junejo and Masroor Ali

After reading this case study, students will be able to understand the impact of cyber threats on businesses; explore the intersection of innovation and ethical considerations;…

Abstract

Learning outcomes

After reading this case study, students will be able to understand the impact of cyber threats on businesses; explore the intersection of innovation and ethical considerations; understand the proactive role of entrepreneurs in identifying gaps in traditional industries, such as insurance, and innovating solutions that align with local dynamics; and learn to formulate strategies addressing cultural factors, market gaps and challenges.

Case overview/synopsis

The case study follows Hasnain, a prosperous entrepreneur in Pakistan, who was surprised by the news of a cyberattack on Bank Islami. This event, coupled with a personal data breach in his family’s business, triggered Hasnain’s willingness and interest to address the growing threat of cyber risks and attacks. As the progenitor of a digital solutions startup, he identified a gap in the insurance industry’s replication to cyber threats and envisioned the desideratum for a Sharia-compliant cyber-insurance product withal called cyber risk takaful. The case study explores Hasnain’s journey as he contemplated the challenges of introducing cyber risk takaful – a Sharia-compliant insurance solution for businesses and individuals. Apperceiving the low vigilance and perceived costs associated with cyber insurance, Hasnain faced the dilemma of surmounting these barriers in a country where the penetration of insurance, in general, is already minimal. The story raises critical questions: How can Hasnain efficaciously introduce cyber risk takaful to a market reluctant to embrace cyber insurance? What business strategies should he use to engender vigilance and acceptance of this innovative insurance solution? Will businesses and individuals embrace the concept of cyber risk takaful and recognize its paramount in forfending their digital assets?

Complexity academic level

This case study is designed to meet the educational needs of both undergraduate and postgraduate students, particularly those enrolled in business administration programs. This case study is tailored for students in the final year of BBA and the first year of MBA programs. It is also well-suited for executive education programs that focus on strategic decision-making in the context of emerging market challenges, such as entrepreneurship and corporate strategy. The case study is particularly relevant for courses centered on entrepreneurship, business strategy, strategic management and corporate strategy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS11: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 2 September 2024

Namita Nigam, Devi Archana Mohanty and Puja Shree Agarwal

After completion of the case study, students will be able to identify the strategic key components of the Woolah tea brand through the business model canvas framework, to evaluate…

Abstract

Learning outcomes

After completion of the case study, students will be able to identify the strategic key components of the Woolah tea brand through the business model canvas framework, to evaluate the major challenges faced by different stakeholders, to analyse the potential effects of bagless tea dip innovation and understand the principles of design thinking and its application in developing innovative solutions, to assess the strategic framework of Woolah tea brand to scale up its business and operations and to align the Woolah tea brand’s sustainability practices with a triple bottom line approach and contribution to UN Sustainable Development Goals.

Case overview/synopsis

Upamanyu Borkakoty and Anshuman Bharali, the founder duo of Woolah tea, began their entrepreneurial journey on a noble note. They recognised that plastic tea bags, which customers worldwide consume, create harmful health effects in the form of microplastic. They aimed to provide an authentic and sustainable tea experience while making it microplastic-free. When the world is heading towards securing a sustainable future, they envisioned adding a feather to it by proposing their Truedips. The USP of their product is Truedips – a tea ball they prepare by compressing one bud and two premier leaves. The founders were convinced that their innovative idea of tea consumption would provide customers with an authentic and exhilarating experience. However, there were dilemmas and roadblocks. They faced roadblocks related to the farmer’s traditional approach to growing tea, untrained tea growers, lack of financial assistance and customer readiness for a bagless tea experience. The dilemmas they faced related to their customer acceptance of their idea and the price affordability of the product. The big question hovering around was the customer’s feedback and acceptance of the product.

Complexity academic level

This case study suits graduate and postgraduate business administration students and other management programmes. The case study can also be used for business, marketing, design thinking, innovation and and social entrepreneurship courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 16 August 2024

Ujjal Mukherjee

The primary learning objectives/outcome of case discussion is to apply design thinking principles to design innovative and socially responsible strategies that promote financial…

Abstract

Learning outcomes

The primary learning objectives/outcome of case discussion is to apply design thinking principles to design innovative and socially responsible strategies that promote financial sustainability for organizations serving unique societal needs. The secondary learning objectives/outcome of case discussion is to gain a deeper appreciation for the potential social impact of their innovative ideas and understand the complexities and ethical considerations in social entrepreneurship, especially when working with individuals with special needs.

Case overview/synopsis

The case study describes the challenge facing Anil Kumar Kundra, the founder and trustee of Autism Ashram and Autism Guardian Village in Hyderabad and Gujarat, an organization that provides shelter and care for individuals with autism and residential facilities for their parents. Autistic individuals often lack social skills and may face challenges in reading, writing and communicating. In addition, they may experience behavioral issues, making it difficult for them to obtain employment or run their own ventures, resulting in a lifetime financial dependency on their guardians. In August 2023, Kundra, in pursuit of sustainability, aims to empower autistic individuals in the ashram to attain financial independence. He envisions Autism Ashrama as a self-sustaining entity, no longer dependent on contributions from parents. The dilemma facing Kundra is the need to identify innovative ideas that will enable these autistic individuals to contribute to revenue generation. The challenges faced by autistic individuals in their day-to-day lives make Kundra’s decision-making complex. While he acknowledges the challenge, he firmly believes that a handful of transformative ideas can bring about a revolutionary shift in the ecosystem for autistic individuals, rendering this business model truly sustainable. The case study invites students to help Kundra identify innovative ideas using design idea techniques, such as the Stanford d.school model.

Complexity academic level

This take-home assignment is suitable for both undergraduate and postgraduate students and is designed to explore the integration of sustainable business practices and design thinking in a real-world context.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management science.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 7 August 2024

Soroush Dehghan Salmasi, Mehran Sepehri and Yashar Dadashzadeh

After reading the case and answering the case assignments, students will be able to understand and explain the challenges and opportunities for engineering, procurement and…

Abstract

Learning outcomes

After reading the case and answering the case assignments, students will be able to understand and explain the challenges and opportunities for engineering, procurement and construction (EPC) contractors and their subcontractors; understand and critically analyse the advantages and disadvantages of insourcing and outsourcing of engineering, procurement and construction in EPC projects; determine which situations merit insourcing or outsourcing within each of engineering, procurement and construction in EPC projects; understand and identify the competencies and qualifications that a subcontractor must possess if any EPC activity is outsourced to them; and develop a decision-making framework to determine which EPC activities must be kept in-house or outsourced in EPC projects.

Case overview/synopsis

In mid-March 2021, PetroSahand International Group, a leading EPC contractor specializing in the oil, gas and petrochemicals industries in Iran, encountered significant challenges with its subcontractors in engineering and construction. These issues resulted in widespread repercussions for the company, including project delays and mounting debts. At the peak of these crises, PetroSahand’s senior management embarked on a thorough examination of whether to insource or outsource various aspects of their operations, such as engineering, procurement and construction. Their objective was twofold: to prevent similar setbacks in future projects and to navigate existing projects with minimal disruption to the company’s reputation. To address this critical dilemma, PetroSahand enlisted the expertise of a consulting team from Sharif University of Technology. Comprising esteemed professors, graduates and students from one of Iran’s most respected institutions, this team undertook an exhaustive analysis of the insourcing versus outsourcing debate across EPC domains. Subsequently, they presented their comprehensive findings, thereby confronting PetroSahand’s senior management with a pivotal choice regarding the optimal approach for each activity.

Complexity academic level

The audience of this work is undergraduate and graduate students who are enrolled in project management courses, both fundamentals and advanced. In addition, this case helps senior managers of EPC contractors gain a deeper and more comprehensive understanding of insourcing or outsourcing different project activities.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management science.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 31 July 2024

Ashutosh Mishra and Amit Kumar Dwivedi

After completion of the case study, the students will be able to discuss topics such as new venture creation and opportunity sensing, knowledge sharing and employee bonding and…

Abstract

Learning outcomes

After completion of the case study, the students will be able to discuss topics such as new venture creation and opportunity sensing, knowledge sharing and employee bonding and the use of social networks in business growth.

Case overview/synopsis

This case study focuses on the entrepreneurial journey of Mr Nikhil Methiya, the owner of Dronelab Technology Private Limited, which provides surveying, inspection, agriculture, surveillance and research and development services using drone technologies. This case highlights how Methiya used his minimal resources to grew his business, diversified his activities and developed a sound company profile and work culture to provide the best services to clients. This case also discusses the role of social networks in business growth and expansion, the use of effectuation theory in forming new businesses and the importance of conducting a SWOT analysis to understand a firm’s internal and external environments. Furthermore, this case touches upon the challenges and opportunities of the drone industry in India. It leaves readers in a dilemma should Methiya plan to expand his business to Europe and Africa in the upcoming years. This case study is suitable for postgraduate management students specializing in entrepreneurship and can serve as a valuable resource for the Venture Creation Program’s start-up strategy and execution. The case study’s pedagogy involves discussion-based learning.

Complexity academic level

This case study can be used in management for an entrepreneurship specialty course. It is ideal for postgraduate students and has a moderate level of difficulty.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 26 July 2024

Shwetha Kumari and Jitesh Nair

After completion of the case study, the students will be able to understand the challenges faced by cocoa farmers in developing countries and their impact on the cocoa value…

Abstract

Learning outcomes

After completion of the case study, the students will be able to understand the challenges faced by cocoa farmers in developing countries and their impact on the cocoa value chain, describe the need for a business to create a business model that offers social impact in small developing economies, explore innovative business models, such as vertical integration, for addressing transparency and fair compensation issues in agricultural supply chains, analyze the role that start-ups can play in disrupting the commodities supply chain and building a national competitive advantage and examine how a values-driven business can gain the trust of stakeholders and create a profitable ecosystem.

Case overview/synopsis

This case study describes the innovative business model of Inaru Corporation, a pioneering venture founded by two sisters, Janett Liriano and Erika, aimed at revolutionizing the cocoa industry in the Dominican Republic. This case study outlines the challenges faced by cocoa farmers in the country, including low productivity, exploitation by middlemen and lack of value addition. Inaru’s innovative business model aimed to disrupt the traditional supply chains by prioritizing fair compensation for farmers, investing in sustainable practices and vertically integrating cocoa production from farming to manufacturing. Through direct relationships with producers, profit-sharing agreements, and a commitment to ethical business practices, Inaru sought to empower cocoa farmers and cultivate a more equitable and sustainable cocoa industry. Inaru was a model for ethical and caring business practices where it shared the profits with its farmers. By operating a profit-sharing model and sharing its fortune with other women, Inaru was helping create gender equity in the cocoa sector. Inaru planned to scale its business model to other cocoa-producing countries and even transfer its business model strategy to other commodities beginning with the coffee segment in Dominican Republic. By exploring Inaru’s case study, students gain a deep understanding of how businesses can drive positive change, create value for stakeholders and contribute to sustainable development goals.

Complexity academic level

This case was written for use in teaching graduate and postgraduate management courses in entrepreneurship and economics, politics and business environment.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

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Case study
Publication date: 24 July 2024

Taryn Miller and Goolam Modack

The case study’s primary learning objectives are to develop a number of professional competencies, such as personal ethics and citizenship, decision-making acumen and business…

Abstract

Learning outcomes

The case study’s primary learning objectives are to develop a number of professional competencies, such as personal ethics and citizenship, decision-making acumen and business acumen. Students deal with a novel situation, underpinned by four Sustainable Development Goals (reduced poverty, quality education, decent work and economic growth, and reduced inequalities) and are required to consider a broad range of historical and cultural nuances in a resource-constrained environment, to address the dilemma at hand.

Case overview/synopsis

This case study tracks the efforts of a non-profit company called Just Grace, which was established in 2012 in Cape Town. Just Grace’s mission is to uplift the Langa community, an underprivileged urban suburb in Cape Town, via educational, career development and social programmes. Just Grace’s programmes have achieved success in Langa. The dilemma now facing Just Grace is whether their existing model is transferable to a rural community in the Eastern Cape in South Africa.

Complexity academic level

The case study is aimed at both local and international postgraduate students studying an honours or master’s degree in a business-related field such as accounting or an MBA.

Subject code

CSS 1: Accounting and finance.

Supplementary materials

Teaching notes are available for educators only.

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Case study
Publication date: 24 July 2024

Aneeta Elsa Simon and Latha Ramesh

Upon completion of the case study, student will be able to discuss valuation of new-age ventures and understand how it is different from the valuation of organisations with a…

Abstract

Learning outcomes

Upon completion of the case study, student will be able to discuss valuation of new-age ventures and understand how it is different from the valuation of organisations with a longer history; analyse the considerations (quantitative and qualitative) while evaluating investments in new-age ventures; and develop a framework involving the various dimensions of investment readiness.

Case overview/synopsis

The fintech space in India has seen an upsurge of activities since 2016. The growth of Paytm, RazorPay and many such ventures and the drastic improvements in this ecosystem have been significant catalysts for this segment of new-age tech companies. Funding and valuations have seen a sharp increase, especially when businesses worldwide felt the after-effects of the pandemic, with India being home to a large number of unicorns, second only to the USA. Open Financial Technologies Ltd (OPEN TECH) is one such venture that claimed its spot as the 100th unicorn of India within a span of five years since inception. With a strong focus on disrupting the banking sector in India, this neo-bank aspires to be the equivalent of Stripe in India and eventually be a strong competitor in the international market.

Richard O’Neil is an active investor in the fintech space, based out of the UK, and he is currently looking to expand the market by considering investment options. In the process, Richard and his team have identified India as a viable and competitive market, as new venture support and funding are increasingly emphasized through policies such as Startup India, Make in India and many such more to sustain and propel its benefits. As the team was exploring ventures worth investing, Open Financial Technologies caught their attention. However, Richard, given his experience across fields and being a seasoned private equity investor, realised that valuing new-age companies is as much an art as it is a science. Multiple quantitative and qualitative aspects need to be considered while relevance of traditional valuation techniques to put a value on such entrepreneurial ventures is questioned. At this juncture, he finds it crucial to evaluate the investment readiness of OPEN TECH.

This case allows students to understand how valuation of new ventures is different from that of established companies and analyse the crucial factors worth considering while evaluating an investment proposal as a venture capitalist, which eventually helps shape the funding pitch of an entrepreneur in the space.

Complexity academic level

This case study can be useful for students undertaking graduate- and executive-level courses on business valuation and strategy and entrepreneurship, as well as entrepreneurial finance elective at the undergraduate level. One could use this case in courses on entrepreneurship and innovation, such as an introductory course on entrepreneurial finance and a course on venture capital and private equity. It also allows discussion on fintech and neobanking and the valuation of privately held companies.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and finance.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 22 July 2024

Neetika Batra, K. Lubza Nihar and S. Veena Iyer

This case aims to introduce students to the social sector financing (internal and external) landscape, and its nuances. It specifically provides material to enable critical…

Abstract

Learning outcomes

This case aims to introduce students to the social sector financing (internal and external) landscape, and its nuances. It specifically provides material to enable critical evaluation and decision-making around financing a for-profit social enterprise and its associated challenges.

Case overview/synopsis

The case highlights the fundraising options available to a social enterprise in an emerging economy like India. EnglishHelper Technologies Private Ltd. (EH) commenced operations in 2011 as a subsidiary of its parent Boston-based company, to provide technology-based learning solutions primarily to the underserved segments of the country’s population. Sanjay Gupta, co-founder and CEO, EH Inc., wanted to explore funding options suitable for the company’s next growth stage. The existing funding sources of equity from its parent company, grants and revenues (mainly from product sales to government schools) had worked well for EH in the initial years of its growth. But its financial performance was being impacted, and, additionally, further scaling up would require sources that could give a much larger quantum of funds and add support to EH’s operations. EH would also need to revisit its revenue model to strengthen its financial sustainability, by drawing lessons from the other prevalent ones in the ed-tech sector and make it more effective. The case encourages students to assess the various funding alternatives, internal and external, for a social sector private company with a for-profit model like EH, to enable it to achieve its scaling-up plans while serving its social mission.

Complexity academic level

The case is relevant for both undergraduate and postgraduate students and can be used in business administration programs.

Subject code

CSS 1: Accounting and finance.

Supplementary materials

Teaching notes are available for educators only.

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Case study
Publication date: 18 July 2024

Shikha Bhatia and Sanjay Dhamija

After working through the case and assignment questions, students will be able to recognize essential considerations for the initial public offerings (IPO) decision, compare…

Abstract

Learning outcomes

After working through the case and assignment questions, students will be able to recognize essential considerations for the initial public offerings (IPO) decision, compare different types of fundraising options for startups, evaluate the free pricing regime for IPO pricing, examine the pricing process of IPOs, explore the issue of valuation of IPOs and assess the decision choices of the founder regarding IPO given the trade-offs and market conditions.

Case overview/synopsis

The case study explores the dilemma of Ghazal Alagh, the co-founder and chief innovation officer of Mamaearth, a direct-to-consumer babycare and skincare unicorn, regarding its IPO decision. Mamaearth had filed the draft offer document with SEBI in December 2022, and Ghazal was busy engaging with the investment bankers for the upcoming IPO. However, the weak market sentiments and shelving of IPO plans by many startups were forcing her to think about facing the possibility of postponing the IPO or continuing the IPO process but at lower valuations. The case study provides an opportunity to explore a startup’s financing choices. It allows for discussion of various IPO challenges from the perspectives of founders, venture investors, regulators, investment bankers and new IPO investors.

Complexity academic level

This case study is best suited for senior undergraduate- and graduate-level business school students in courses focusing on entrepreneurship, corporate finance, financial management, strategic management and investment banking.

Subject code

CSS1: Accounting and finance.

Supplementary materials

Teaching notes are available for educators only.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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