Case studies

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.

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.

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

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CSS 9: Operations and logistics.

The authors have discussed the importance of creating socially transformative health-care ecosystems in emerging economies like India. After completion of this case study and assignment questions, the students will be able to apply the case experience to comprehend the underlying factors influencing the decision of the implementation and replication of the Sanjeevani health-care service delivery model, understand the impact of free and subsidized health-care service delivery models on social transformation, evaluate the operational performance of health-care institutions using the balanced scorecard model and create practical relevance when implementing novel health-care solutions like Sanjeevani, which has been successful due to its singular pin-pointed focus on solving the issue of congenital heart diseases (CHDs).

Forty thousand surgeries against 0.3 million new CHD patients every year was the unbalanced equation of pediatric cardiac care in India. It also contributed to almost 46% of total CHD prevalence in the world. This case study explores the evolution of the affordable health-care ecosystem provided by Sri Sathya Sai Sanjeevani Hospital (Sanjeevani), Raipur, Chhattisgarh, which included services ranging from OPD to postoperative surgical care, including accommodation and food, completely free of cost. Over the past eight years, it had managed over 80,000 pediatric cardiac outpatients and performed over 9,000 surgeries. This case study also outlines the execution of Sanjeevani, as an affordable health venture aimed at producing social transformation. The pertinent question to be explored is, “Can the Sanjeevani healthcare ecosystem be replicated, both operationally and financially?”

This case study is suited to undergraduate Bachelor of Business Administration, Master of Business Administration (MBA) and executive MBA.

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CSS 2: Built Environment.

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).

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.

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

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CSS 4: Environmental Management.

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.

“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.

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.

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CSS 9: Operations and Logistics.

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).

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.

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.

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CSS 9: Operations and logistics.

Risk identification and qualitative assessment are the learning outcomes.

The Bharat Bijlee Construction Limited (BBCL) was one of the largest construction companies operating in the power sector in India. After successfully completing a few projects in the Middle East, BBCL decided to expand its presence into African region. The BBCL was awarded a $85m contract for three sub-station projects to modernise Algeria’s power grid system by the “Shariket Karhaba Koudiet Eddraouch Spa”, a state-owned company in charge of power generation, transmission and distribution in Algeria.

The project, which is the first of BBCL in Saharan region in Algeria’s, presents many unique situations that company had never encountered before, including sand dunes, severe weather, remote locations, supply chain & logistics, strict contractual deadlines and a high level of construction risk. The project manager for BBCL was sceptic about how well his company would perform under the present project circumstances. How could he better align himself with the client, the various on-site local contractors and the numerous suppliers spread around the world?

The case emphasises the identification of various project risks that the project manager might encounter in the project. What do the PESTLE and ASCE frameworks for risk identification each represent, and how are they helpful for the project team in understanding various risks? How should the project’s qualitative risk assessment be conducted? And how can a heat map be a better tool for comprehending the criticality of each risk in the project?

Undergraduate and post graduate courses in project management, civil engineering and architecture domain.

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CSS 2: Built Environment.

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.

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?

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.

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CSS 9: Operations and logistics.

After completion of the case study, the students will be able to understand ABC analysis and develop a systematic approach using PDCA, analyze processes, technology, employee training and supplier relationships when analyzing shrink and developing solutions, evaluate how technology improves production inventory control and visibility and recognize the importance of fostering a culture of employee accountability and ownership to minimize inventory loss and improve overall operational efficiency.

On June 2, 2023, sitting in his office in Karachi, Pakistan, Khan Aamir, the manager of store and inventory at Euro Manufacturing, found himself immersed in a cloud of confusion. The incessant loss of inventory items, particularly the nut bolts and small accessories, had become a perplexing challenge. To address these losses and provide a cycle count report to the director of supply chain, Aamir, manager of store and inventory, was given the responsibility to take action. He was looking for a comprehensive approach to address the current problems and prevent further losses in the future. This case study examines the various reasons for the losses, including theft, inadequate inventory control methods, human error and problems with suppliers. It highlights the importance of established procedures, the use of technology (such as barcode scanning, radio-frequency identification tagging and inventory management software) and the cultivation of a culture of accountability among employees.

This case study is developed for class discussion in the course of operations management or supply chain management. This case study is suitable for use with undergrad students. This case study can be taught in a module on operations management or supply chain management, as part of a broader course in business management or industrial engineering.

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CSS: 9: Operations and logistics.

After completion of the case study, the students will be able to appraise the importance of different methods of location planning in warehouse selection, analyze the load distance values for warehouse location and choose the optimum location based on the load distance analysis.

DB Builders, a prominent Indian construction company, faced a crucial decision in selecting an ideal storage warehouse for a project involving 100 flats spread across five locations. Mr Vijay Kumar, an experienced material handling expert, was entrusted with this task as part of transitioning the company’s material allocation system toward centralization. Using practical travel distances, Kumar meticulously scouted four potential warehouse locations. The selection process hinged on three primary factors: load, distance to apartment sites, safety and cost of the premises, each carrying specific weightage. The project planning department provided scores for safety and cost, helping evaluate the options. This unique challenge arises due to varying material requirements across the apartment locations, demanding an efficient warehouse planning. The selection of the optimal storage warehouse holds paramount importance in facilitating the smooth execution of these larger projects. Kumar’s expertise and strategic decision-making are pivotal in ensuring a seamless transition toward centralized material handling, which is essential for the company’s future success.

This teaching activity is aimed at introductory/basic courses in Bachelors and Masters of Business administration.

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CSS 9: Operations and Logistics.

This case study aims to simulate the learners’ thoughts about the earnest comprehension of sustainable brands with zero waste policy. It will further prompt them to anatomize the growth strategy of a sustainable brand, as it delineates the challenges faced by a woman ecopreneur. In response to these causative conundrums, the incumbent would be able to develop an understanding on the evolving landscape in context to the association between meeting consumer expectations, brand positioning and its channelization towards growth and revenue generation. Furthermore, the learners will be able to analyse the stages of product life cycle of a sustainable product and recommend an effective strategic plan to meet the consumer expectations and achieve desired growth by the application of Kano model.

Thenga was a home-grown brand from Kerala (God’s own country) founded by Maria Kuriakose, a native of Kerala in 2019. Unlike other brands, which were using coconut as a source of flesh, water and oil, Kuriakose came up with an idea of using the tossed shells of coconuts which eventually used to end up at landfills. These shells were crafted into aesthetics by the team of Thenga while adhering to the zero-waste policy. The brand gained momentum with the overwhelming positive response from the natives of Kerala and carved a way across the boundaries of Kerala, gradually reaching to every corner of India. Kuriakose thought of scaling the brand in the international boundaries as well. Within no time, the brand was a success. However, over the time, the brand was confronted with two broad dilemmas. First, non-uniformity in the sizes of the products, especially in bulk orders where maintaining uniformity was essential. The customers complained that there was no uniformity in the size of the products because for gifting purposes, they wanted all the products to look alike. And second, selecting the stringent quality shells because the ones exposed to sun for a very long time were not ideal for crafting the products due to the cracking of the shells, thereby affecting their durability. It became difficult addressing to these complex issues because the shells were nature’s creations. These issues were very different from the managerial dilemmas. Would the perspectives of management provide a solution? Kuriakose had to find a way out in the long term for the survival of the brand especially during its growth phase.

The case study is relevant for students in disciplines of entrepreneurship, green marketing, brand management, corporate social responsibility and strategy. It is designed for advanced MBA/PGDM and capstone courses. The case study also addresses the elements of customers’ perceptions towards innovative products and can be used as an addition for marketing courses dealing with strategies to improve the awareness and adoption of sustainable products.

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CSS 4: Environmental management.

After completion of the case study, the participants will be able to understand the significance of quality as a pivotal domain within project management and to analyze the issues related to quality and offer logical solutions.

In this case, the Bharat Bijlee Construction Limited (BBCL) group, with a proven track record of over five decades in the transmission and distribution business in India, decided to venture into international projects, considering the prevailing stagnant domestic power sector. They secured contracts worth $85m from the “Shariket Karhaba Koudiet Eddraouch Spa,” a state-owned company responsible for power generation, transmission and distribution in Algeria. However, during the execution phase of these projects, BBCL encountered significant challenges related to product and service quality. These challenges arose due to the tight schedule constraints and cost considerations, as well as a lack of understanding of the dynamics involved in executing international projects, especially in the demanding conditions of the sub-Saharan desert. This case study addresses the complex issue of ensuring and maintaining high-quality standards in large-scale substation projects situated in the challenging environment of the sub-Saharan desert, highlighting the importance of effective project management and international project execution expertise. The case study is from quality management knowledge area and focuses on identification of root cause of quality noncompliance and for better decision-making in projects.

The teaching case is designed for undergraduate and postgraduate courses in project management, civil engineering and architecture domain. The participants will be able to understand the application of various quality tools, statistical process tools and control charts in problem identification, categorization, root cause identification and decision-making.

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CSS2: Built environment

After completion of the case study, the participants would be able to understand the challenges in building a sustainable homestay tourism business; develop a positioning statement for La Pinekonez which builds a unique competitive advantage; and outline elements of the business strategy to profitably sustain and grow a sustainable tourism homestay in terms of service offering, pricing, marketing and operations.

La Pinekonez Homestay, located in the beautiful region of Himachal Pradesh, India, is the subject of this case study, which explores both its successes and its difficulties. In August 2022, Arvind, the dedicated sole proprietor of La Pinekonez, grappled with multifaceted challenges, the first being the foray of established hotel chains into the homestay business. As the protagonist, was is in dilemma of preserving La Pinekonez’s unique identity amidst corporate competitors, particularly with regards to differentiating from the expanding hotel chains. The clash between customer expectations for hotel-like amenities and the homestay’s commitment to sustainable tourism presented a crucial challenge. Negative reviews questioning the authenticity of La Pinekonez’s green initiatives heightened the complexity. Adding to Arvind’s predicament were the seasonal fluctuations in tourist inflow and his aspiration to embrace immersive tourism trends. This case study facilitates exploration of strategic positioning, sustainability management and marketing strategies in the dynamic and competitive hospitality industry. It also offers insights into the complexities of balancing differentiation, customer satisfaction and sustainability while navigating the evolving landscape of tourism trends.

This case study is suitable for students of tourism and hospitality management at postgraduate level. The case study can be discussed once the basic concepts of hospitality management and service dimensions are covered.

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CCS 12: Tourism and hospitality.

This case study provides in-depth, practical knowledge to develop business strategies for the management program. After reading this case study, the students will be able to learn about the challenges and problems that service firms face during a crisis, the drastic changes in the market environment due to a crisis and the analysis tools that can be used when analyzing the shifted market environment. By analyzing this case study, students will be trained for the decision-making that arises in the process of crisis management in the hotel industry.

Nam Nghi Resort, situated on the picturesque Phu Quoc Island in Vietnam, experienced the tumultuous period of the COVID-19 pandemic. Before the pandemic, Nam Nghi was a thriving five-star resort, deeply rooted in Vietnamese culture and renowned for its luxurious amenities and breathtaking location. However, the onset of COVID-19 brought unprecedented challenges to the hospitality industry, leading to a sharp decline in tourism and revenue. Despite the adversity, Nam Nghi implemented risk management practices successfully and displayed resilience and adaptability. Through rigorous cost minimization, strategic facility upgrades and targeted marketing efforts, Nam Nghi managed to navigate the crisis and gradually rebuild its business as travel restrictions eased. As the industry began to show signs of recovery, the general manager faced new challenges in restoring the resort’s prepandemic vitality. The challenge remained of understanding changing consumer values and market dynamics.

This case study can be used as class material for Master of Business Administration (MBA) students. In particular, MBA students in the hospitality industry such as hotels, resorts, travel agencies and restaurants are the target audience.

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CSS 12: Tourism and hospitality.

After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy.

Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute.

The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership.

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CSS 10: Public Sector Management.

The learning outcomes of this study are to identify and discuss ways in which energy consumption in a residential educational institute can be reduced by improving demand-side energy management for sustainable development; summarise the challenges that an institute faces in transitioning to a more environmentally friendly mode of operations concerning energy management; illustrate the difference between operating expense and capital expenditure methods used for solar rooftop projects from the perspective of Goa Institute of Management (GIM); and analyse different project proposals for solar rooftop power generation energy using capital budgeting techniques.

Dr Ajit Parulekar, director at GIM, was evaluating the steps taken over the past few years for sustainable energy management to understand their impact and consider ways in which to take the environmental sustainability agenda forward. One of the projects that he was considering was the rooftop solar power plant. GIM had received proposals from several different vendors and evaluated three proposals out of these. He needed to decide on the capacity of the rooftop solar power generation and the type of contract that he should get into for the implementation of the project. This case study describes the differences and highlights the advantages and disadvantages of all the mentioned models with respect to GIM.

This case study is suitable for post-graduate level management students, as well as for undergraduate-level finance and management students.

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CSS4: Environmental management.

The learning outcomes of this study are to recall the fundamental concept of revenue management in the hotel industry (remembering); explain the various performance measures used to evaluate room revenue in hotels (understanding); use revenue management strategies to improve room revenue in hotel operations (applying); and examine and evaluate the optimal solution for revenue enhancement, considering factors such as capacity management, duration control and differential pricing (analyzing).

This case study delves into the challenges faced by Hotel King’s Cross, a business hotel located in Pune, Maharashtra, in the year 2022. A week before Christmas Eve, Soham Dande, the hotel’s revenue manager, sought a meeting with Rohan Chopra, the director of sales and marketing, to discuss “revenue optimization for the hotel.”

During their meeting, Dande mentioned that the hotel had fallen behind its budgeted room sales targets for 2022 across various metrics, such as room booking nights, occupancy percentage, average room rate and revenue per available room. Furthermore, the hotel was trailing behind its competitors. The situation was compounded by the management’s decision to raise the targets for 2023 by 5%–7%, factoring in upcoming events, competitive performance and pandemic-related losses over the past two years. Chopra faced the dilemma of formulating an action plan to achieve the ambitious 2023 targets and establish Hotel King’s Cross as a market leader.

Students undertaking executive development programs and graduate-level courses in non-profit hospitality and tourism management, as well as revenue management courses in the executive MBA, management development and graduate MBA programs, may all benefit from this case study.

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CSS12: Tourism and hospitality.

Upon completion of the case study, the students will be able to apply business upscaling strategies to an upcycling social enterprise that is embracing a circular economy approach by using the Ansoff growth matrix; to analyze strategies for transition to circularity using the butterfly diagram tool for both business and personal use; to indulge in upcycling exercises for a used product of their choice, not only unleashing their creative potential but also contributing to an idea that might get them to win a contest; to analyze different operational problems and efficiency opportunities that arise when a company takes on social and environmental causes as a business opportunity; and to strategize how a social enterprise can be sustained and made for-profit by applying business strategies.

This case study covers the concepts of upcycling under the gamut of circular economy, a concept that has become more of a strategy to sustain and survive in today’s world. This case is about Rimagined, an upcycling company that could be a model for circular ideas and upcycling of stuff. This case study narrates the growth and the challenges faced in upcycling and encourages students to ideate a new design for any upcycling item of their choice. This case will also make students strategize the expansion plan for Rimagined. Shailaja Rangarajan is the protagonist of this case study who started this social enterprise to make a difference and do her bit. Sustaining a social enterprise requires business acumen and risk-bearing capacities like any other business. Rangarajan was facing the dilemma of expansion and was trying out several feasible options. Rimagined had been unable to attract investors because their expectations of quick returns could not be immediately fulfilled. Investors focused more on waste management as an industry and not on upcycling as a separate area of work.

This case study is suitable for students of MBA or executive MBA level. Specifically, this case study can be used in business strategies and circular economy courses.

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CSS 4: Environmental management.

An instructor engaged students in managing and reporting sustainability initiatives at an organisation. After completion of the case study discussion, the students will be able to critique the sustainability initiatives that can be undertaken at an organisation; understand sustainability reporting; analyse how result-based management aids in sustainability report preparation; recommend critical considerations for conducting a sustainability impact assessment by an educational institute.

The case contributed to the growing knowledge base about reporting sustainability initiatives at an organisation and managing them to aid in decision-making. The case called for better integration between sustainability activities and reporting under organisations’ Sustainable Development Goals (SDGs) or environmental, social and governance (ESG) reporting.

Ajay served as the head of the management department and a leading member of the sustainability initiatives at University Alpha, Delhi NCR, India. He was assigned the task of publishing the university’s annual report. The management had requested him to consider preparing a standalone sustainability report for the university.

He began the task by examining the benefits of standalone sustainability reporting. He proceeded to analyse the specifics of SDG reporting, SDG Accord reporting and ESG reporting using the Global Reporting Initiative guidelines. During discussions with a consultant, the necessary steps for creating an SDG-only report and an integrated SDG and ESG sustainability report were clarified.

Guidance from an expert led to an intention to use a result matrix in preparing the sustainability report and ongoing impact assessment of SDG initiatives for reporting. The dilemma involved deciding between continuing with the sustainability initiative listing in the annual reports or opting for a standalone sustainability report. Critical considerations concerning the sustainability impact assessment of SDG-related activities at an educational organisation were also explored.

This case is intended for discussion in the graduate-level program in strategy, general management, sustainability management, environmental management and environmental economics. The case may also be used for participants in executive program.

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CSS 4: Environmental Management.

This case study aims to stimulate the students’ thoughts about the introduction of sustainability and its importance in the travel and tourism industry and introduce the concept of resilience and building of dynamic capability of a venture from the perspective of an entrepreneur.

Established in 2009, India Someday was a fledgling travel company based in Mumbai, India. The team comprised passionate travellers who provided planning assistance for those willing to explore India independently. The company offered customised, personalised and tailor-made trips to create a memorable travel experience for travellers with differing budgets and age groups. Upon the launch of Asia Someday, an extension of the travel venture India Someday, Mr Asif Munshi shared a moment of relief as he shook hands with his co-founder, Mr Harsh Shirodkar. The pandemic significantly impacted the tourism industry, yet it fortified their entrepreneurial spirit and inspired them to bounce back with a dynamic and vigorous comeback and further strengthened the foundation of the endeavour. The expansion of their entrepreneurial venture marked the initiation of the second innings of their enterprise. Although the company had managed to stay afloat because of savings, it was soon depleted. But the withdrawal of the no-fly list and the gradual opening of borders brought a ray of hope for India Someday. Munshi was preoccupied with his thoughts about the future steps of his dream venture. With emails from his previous clients regarding travel plans to India, he could see that the prior impact of India Someday had not gone in vain. Although relieved with the commencement of people travelling, the future was uncertain and the founders knew that they had to be prepared to successfully operate their venture.

Tourism and hospitality courses/entrepreneur courses

Beginner

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CSS 12: Tourism and hospitality.

After completion of the case study, students will be able to understand the concept of clustering and identify clusters for improving capacity utilization, analyse transport routes to optimize logistics resources, analyse the impact of a full truckload on resource optimization, evaluate unused capacity and ascertain the impact of reverse milk run to reduce the same and apply clustering and reverse milk run to optimize the logistics resources.

The case study is about a freight forwarding company that offered end-to-end logistics solutions for the exporters based in India. Within a short time span, the company became one of the sought-after service providers for its clients. However, when the company planned to expand its business by expanding its client base, the efficiencies reduced and hurt the profitability of the company. It was all excellent with the limited number of clients, but as the number of distantly located clients surged, the operating costs increased. Trucks were running with partial loads, thus reducing efficiency. The rate of increase in cost surpassed the rate of revenue every time. The cost per mile of transportation was on the rise. The surging fuel prices were adding to the heat. In spite of being one of the first choices for clients, the company could not generate good profit margins. If they chose to increase prices, the company would have lost customers to the cheaper unorganized players in the market. It was time to choose between growth and survival. The company could not sustain itself without devising a mechanism to reduce costs. The company would not have sustained itself without devising a mechanism to reduce costs. To sustain in the business, the company had to device a mechanism to reduce costs. Whether to continue operating the conventional way or to transform? Was there a logistics strategy that would have improved transportation efficiency and reduced the costs for the company?

The case study is suitable for teaching post-graduate management courses in operations and logistics, supply chain management and supply chain analytics, as well as entrepreneurship-related courses.

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CCS 9: Operations and logistics.

Upon completion of this case study, students are expected to be able to reflect on strategic industry sectors and the formulation of long-view public policies; understand some of the main biases that affect making decisions in environments of high uncertainty; and build and apply judgment models to support decision-making processes.

Motivated by recent international events responsible for causing supply shock and great volatility in the price of imported fertilizers, Brazil, which in 2022 was responsible for producing only 15% of all the fertilizer consumed by its agribusiness, ran against time by launching a new national fertilizer plan (PNF). The plan proposed to boost Brazil’s national fertilizer industry to fulfil a long-term vision of reducing the country’s external dependence by 2050. While awaiting the first results of the PNF, this case study casts the student participants in the role of Breno Castelães, chief advisor of the special secretariat for strategic affairs of the presidency of the republic, whose role is to recommend the country’s position in the face of external pressures to adopt international embargoes of Russian fertilizers because of its war with Ukraine.

This case study is suitable for undergraduate and graduate students of business administration and public management courses who want to deal with topics such as public policy, judgment and decision-making.

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CSS 10: Public sector management.

The learning outcomes of this case study are to understand the business model canvas and value propositions and apply advanced business innovation tools in electric vehicle business models; evaluate the current cargo vehicle scenarios at national and global levels and draw out the possibilities and costs for a new player; extrapolate the future scenario of the cargo economy, its electrification and positioning in a business-to-business (B2B) and business-to-customer (B2C) segment, especially for a developing economy; and improve the student’s ability to get organisational buy-in and execute new business models.

LoadExx is a fully electrified electric cargo service focusing on logistics in Kolkata, a metropolitan city in the eastern part of the country. The service of LoadExx commenced in January 2021 in the B2B segment after overcoming its then issues of driver hesitancy and customer anxiety and financial issues to adopt electrified cargo systems. The conundrum faced by LoadExx in its commencement thus had been solved under the able guidance of its owner Amit Arora. The case study was positioned four months after the commencement of LoadExx. To gain market power and traction, Arora and his team came up with the idea of market expansion. However, the current conundrum was whether LoadExx would enter the B2C segment in its current location or expand with the same business model to other parts of the country. The expansion was to be implemented in the immediate future to retain its rarity and reduce the imitability of the business model of LoadExx. This case study details the logistics and market operations of the cargo sector, especially electric cargo, in a developing economy, especially India. A teaching note supplementing the “Cracking the conundrum of e-cargo logistics: curious case of LoadExx” case study has been provided.

This case study is designed for undergraduate and postgraduate students and senior management professionals in executive education programmes undertaking courses in logistics management and supply chain operations and related cargo logistics courses. This case study denotes integrating key processes from end-users and gaining the trust of drivers, thereby showing the perspective of the plight and conundrums of a cargo aggregator working in the B2C segment. This case study could be used to discuss concepts related to not-for-profit firms, aggregators, policymakers and think tanks.

Teaching notes are available for educators only.

CSS 9: Operations and logistics.

This case study would help students in understanding the dynamics of logistics and logistics vendor roles and contributions to overall business operations. The case study covers real-time information for applying the theoretical knowledge students gain related to the selection of logistics vendor. It would help students to understand and evaluate the dynamics of a new start-up related to cost, profits and dependency; understand and analyze the importance of third-party logistics (3PL) service providers in the supply chain; become aware of the key performance indicators (KPIs) important in the selection of logistics vendor; and develop and create measures for selecting logistics vendors on the basis of KPIs.

This case study was about an innovative start-up operating in the field of organic edible oils. The company catered to end consumers with its indigenous technology and processes. The innovative and healthy products were appreciated by the consumers, as was reflected in the surging demand figures. With the increasing popularity of organic products, the orders were surging. At the same time, issues such as damaged product delivery, increased cost per delivery of small packages and failure to deliver because of unserved pin codes by their logistics partners were being faced by the company. The case discusses the dilemma faced by the protagonist regarding the selection of the right 3PL partner. The case study is suitable for teaching courses in operations and logistics, supply chain management and entrepreneurship-related courses.

This case study is appropriate for postgraduate courses in entrepreneurship, operations management, logistics and supply chain management and general management.

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CSS9: Operations and logistics.

The learning outcomes of this study are to assess the shared value model and elaborate on new multi-stakeholder approaches to business, where the stakeholders include the founders, investors, partners, employees, clients and the surrounding community; to consider the synergies between community development, environmental stewardship, sustainable business practices and the long-term health of organisations and communities, considering these as the new fundamentals of business; to examine the interconnectedness of vision, strategy, purpose and leadership in creating and evolving the shared value model; to explore the relationship between shared value practices and collective well-being, and a specific reference to nurturing transformative experiences through nature, personal development and community upliftment is made; and to assess Grootbos’ ability to translate their purpose and value proposition into a strategy and sustainable vision with a possibility of Grootbos achieving global impact through its evolving model, beyond the founder.

This case study explores the evolution of Grootbos Private Nature Reserve and Foundation, a luxury hospitality lodge and award-winning ecotourism destination, from humble beginnings in the Western Cape of South Africa to a global example of conservation, community, commerce sustainability and transformative experiences. The establishing of Grootbos and its growth and widespread recognition can be attributed to the vision and inspirational leadership of its founder, Michael Lutzeyer. Although much success has been achieved in conservation, community upliftment and individual development of community members within their region, Lutzeyer’s and ultimately, Grootbos’ vision extended well beyond South Africa and aspired to elevate their floral kingdom and model of development and conservation to a global platform of awareness. Although a shared value vision and strategy had transformed the business, placing Grootbos as a leader in transforming their industry and sparking an evolution in the shared value model itself through the interjection of transformative experiences, the larger question remained: How can Grootbos extend the impact, towards people and planetary well-being, beyond the scope of their individual place-based business and their industry? And in terms of the dilemma Lutzeyer and the management team at Grootbos faced: How will this vision and global ambition continue through succession, beyond Luzeyer’s personal drive at the helm?

Experienced leaders within a graduate degree program, executive Master of Business Administration (MBA) or executive education in the areas of leadership development, strategy, shared value and international business.

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CSS4: Environmental management.

The learning outcomes of this study are to understand the theory of constraints and related concepts, to evaluate constraints impeding organizational growth and to develop a solution addressing the constraints in the best possible way.

Bottlenecks or constraints impede an organization from reaching its full potential, thus having implications for the internal and external functionalities of the organization. Internally, many resources remain idle or deteriorate, as constraints always hamper the overall capacity. Externally, the organization might lose the customer for not fulfilling their demands. The organization may be unable to procure the raw material at economical prices from the suppliers, as large-quantity orders may not be placed. This case was designed to make students understand the theory of constraints (TOC) and related concepts. The TOC framework was a management philosophy developed by Dr Eliyahu Goldratt and popularly mentioned in his book The Goal. This case study considered a dairy plant as its central focus. The protagonist was challenged by the existing constraints in his dairy plant, and his dilemmas were introduced. The dairy processes were discussed, followed by details of supplies made to the dairy plant regularly. The capacity constraints at different levels were mentioned. The case also discussed the quick fixes adopted by the dairy to overcome the constraints. Finally, this case ended with a dilemma presented before the protagonist and a dire need for a solution thereafter.

This case was appropriate for introducing TOC to undergraduate and postgraduate courses in operations management, logistics and supply chain management and general management.

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CSS 9: Operations and Logistics.

Case explains how female leaders are more concerned about social issues the industry in which they operate could resolve. Obo-Nia, CEO of Vodafone Ghana, showed concern for resolving the digital divide in Africa and offered a collaborative solution. The case also suggests how female CEOs invest in strategic corporate social responsibility (CSR) that could create a competitive advantage for firms. The case also discusses gender diversity issues in the science, technology, engineering and math (STEM) field and how Vodafone Ghana’s CEO tried to enhance gender diversity in the telecommunication sector and Vodafone. Obo-Nai did not emphasize gender diversity from a CSR perspective but believed in a business case for gender diversity, as an increase in participation of women in the STEM workforce could help the telecommunication sector innovate faster and resolve the digital divide challenge while also empowering women working from the informal sector.

What is the significance of a digital divide and the societal role of the telecommunication sector; Why female CEOs are more concerned about CSR and how CSR makes not charity but business case; Why female CEOs are more inclined toward collaborative strategies and how stakeholders are involved in collaborative strategies for reducing the digital divide; Exploring various strategies for enhancing gender diversity in the STEM field and the significance of gender diversity in the STEM field.

The case is about the challenges faced by Patricia Obo-Nai, the first female CEO of Vodafone Ghana, to bridge the digital divide in Africa while doing so in a profitable manner. Obo-Nai was an engineer by profession and won several awards as she rose to the post of CEO in Vodafone Ghana in 2019. During the COVID-19 pandemic, she took several corporate social responsibility (CSR) initiatives, such as making internet service freely available in certain schools and universities so that education could continue. Obo-Nai also emphasized gender diversity within Vodafone and urged other telecommunication players to focus on gender diversity from a social responsibility perspective because it was essential for innovation. Under Obo-Nai’s leadership, Vodafone itself launched several new products. She called for a multistakeholder collaborative approach to bridge the digital divide and to make 4G internet affordable in Africa. Obo-Nai collaborated with competitors like MTN Ghana to enhance Vodafone Ghana’s roaming services.

This case is intended for undergraduate or graduate-level business and management courses, especially international business and society, CSR and leadership courses. Graduate students in public policy may also find the case compelling.

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CCS5: International Business; CCS10: Public Sector Management

The learning outcomes are as follows: understanding the impact on company growth through identification and alignment of stakeholder priorities in a project for SME in an emerging market; analyzing the impact of stakeholder alignment and relationship management on the project outcome; and evaluating the importance of Stakeholder Management for effective Project Management.

The case of ‘Hospedia Medicare,’ a medical device manufacturing company based in India, was started by a family involved in the medical devices business for over two decades. The company began operations in a new avatar and focused on one medical device or product by 2013. The product was designed with quality features to solve customer problems, making the cost relatively high compared to other domestic peers. Creating new product lines or updating the existing product attributes was imperative for the company to attain its growth objectives. The protagonist was dealing with a dilemma involving managing various stakeholders, aligning the project scope to create a growth story for the company in line with its vision and managing the stakeholders by understanding and analyzing their needs, expectations and interest, thus influencing the project outcome. The case can be used by instructors to identify, understand and evaluate the importance of different stakeholders on project outcome or success. Furthermore, it can be used to analyze and critique the impact of stakeholders on project scope, which can affect the long-term sustainability of the company, as different stakeholders have different expectations and needs. The case also details how regular communication, collaboration and awareness became essential for the project's success. Lack of an effective engagement strategy at the project planning stage can have risks concerning cost and achieving the overall vision, which creates a positive outcome for all the stakeholders.

The case study can be introduced to graduate and undergraduate students to reflect on and critique the importance of Stakeholder Management in Project Management. It can be used for, entrepreneurship, project management, operations and strategy, particularly emphasizing for small and medium enterprises (SMEs).

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CSS 9: Operations and Logistics.

The case depicts an opportunity for undergraduate and postgraduate students to be exposed to the basic digitization of supply chain management, technology adoption, change management and cost-benefit analysis concepts. The study aims to encourage them to use the data given in the case and exhibits to compare and contrast physical and digital supply chains (SC); design the digitized version of the traditional SC; examine the nitty-gritty of technology adoption in the SC context; develop the change management plans for the successful adoption and implementation of SC digitization; design the risk register and Explore the business process management; and conduct the return on investment analysis.

Amber Yen, Chief Operating Officer Apparel Sourcing at Ransys Partners Ltd (RSL), was presented with the task of reducing physical sample production cost and time without impeding order pipeline. RSL was experiencing significant capacity constrain during the COVID-19 crisis, failing to deliver physical samples to international brands. To win large export orders, RSL had to adopt a new innovative way to reduce the sample approval process while meeting customer requirements. Ms Yen wanted to convert the entire sample approval process into a digital mode. She was facing multiple challenges related to the design, implementation and adoption of the digital sample approval process to coordinate the entire SC. She had limited time and was grappling with other impending constraints such as increasing cost, intense competition, demanding customers, shortage of labor due to COVID-19, reducing the bottom line. It was her time to test the idiom “necessity is the mother of innovation”.

The target audience for this case is management or business school students. This case can be used to teach digitization of SC, operations management, organization behavior, digitization of enterprises, IT for business, new service development, supplier management technology adoption, and change management in management or business schools.

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CSS 9: Operations and Logistics.

The learning outcomes are as follows: to use advanced frameworks and tools to convey complex ideas related to strategy and sustainable business practices; apply relevant concepts and theories of corporate social responsibility and governance to a practical situation while making decisions; demonstrate understanding of the importance of stakeholders when developing socially responsible thinking; and analyze the different strengths and weaknesses of the organization when making a decision that would affect the company strategy.

Claire Humphry was the General Manager at the renowned The Nacre Hotel in Penang, Malaysia. Claire had a very busy job as she had many people who reported to her, and the hotel was always full of guests. One of the things Claire also managed was the restaurant OceanSound that was owned and operated by her hotel. OceanSound was a very thematic restaurant that specialized in making sculptures of food for special events. On the New Year’s Day in 2023, Claire came to work ready to tackle what was sure to be a long and busy day. However, Claire had not anticipated exactly how taxing the day would end up being. During Claire’s talks with her colleagues throughout the day, her conversation with her friend, the head chef of OceanSound, Poh, would nag at her head for the rest of the day based on the events that followed. The New Year’s special sculpture at OceanSound was to be a large rabbit made of cake to commemorate 2023 being the year of the rabbit according to Chinese zodiac. This is usually kept secret until the sculpture is revealed; but somehow this information had been leaked. This led to The Nacre Hotel and OceanSound being in the spotlight for bad reasons as this sparked a debate online regarding food wastage. This escalated quickly and even led to a famous food influencer commenting on this using specifically The Nacre’s name. Activists also quickly emerged in front of the hotel to protest the creation of sculptures and the food wastage in Malaysian hospitality industry, seeking to make an example out of The Nacre Hotel. The online criticism died down and was eventually replaced by praise for the sculpture. The activists were also eventually asked by the hotel security to leave, which led to the rest of the day to go as expected for a New Year’s Day at The Nacre. However, Claire’s nagging suspicion that they were not out of the woods led her to start looking into food wastage in the hospitality industry in Malaysia to educate herself and bring it up in a future meeting. Two days after this incident, on January 3, 2023, Claire found The Nacre Hotel posted on the newspaper headlines, dissecting the food wastage associated with the hotel now. After getting an urgent phone call from the Regional Manager, who was pressured by the board and shareholders, Claire decided the time to address this issue could not be delayed any longer. She wrote an email to her strategy team to come up with some ideas for possible solutions to the issue and to present them in a group meeting within a week’s time. At the conclusion of the meeting, Claire was contemplating about the decision that she had to make if she wanted The Nacre Hotel to continue operating successfully in Malaysia’s hospitality industry.

The main theoretical concepts illustrated in the case include corporate governance approaches, types of corporate social responsibility, stakeholders’ prioritization, organizational culture, organizational structure, industry analysis and strategic choices. Therefore, this case study can be used in a upper-level undergraduate business courses in the field of Strategic Management and Corporate Social Responsibility. The case study can be successfully used in a capstone course on Business Policy and Strategy, when tackling the concepts of corporate social responsibility, environmental sustainability strategy and corporate governance. Under this scenario, the usage of conceptual frameworks from Chapters 2 and 3 of the textbook titled “Concepts in Strategic Management and Business Policy: Toward Global Sustainability” by Wheelen and Hunger would be required. This case study can also be successfully applied to MBA level courses on Strategic Management in a Globalized World. In this case, the latest edition of the textbook titled “Exploring Strategy” by Whittington et al., could be used (particularly, the material from Chapters 2–9, 11, 14 and 15). Additionally, the case could also be used in courses related to Tourism and Hospitality, especially in schools which have specialized programs in this field.

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CCS 12: Tourism and Hospitality.

To understand a firm’s service concept and process; to explain the service design that differentiates itself by making trade-offs in operations and service offering; to identify the importance of deliberately designed interrelated systems and resources to achieve growth in services and to evaluate the fit of new design elements in the service offering.

Ajay Takeaway Foods LLP (Ajay Foods) is a food venture founded by Mr Jaideep Solanki and Mr Ajay Solanki and operates as a chain of quick service restaurants with a simple mission to sell food that is good, affordable and accessible to all. Ajay Foods serves only pure vegetarian and limited variants of burger, pizza and cold coffee. Ajay Foods rolled out 75 stores in just 18 months during the COVID 19 pandemic. Ajay Foods’ founders were contemplating on expanding menu. There was growing demand for food items such as samosa, wraps, sandwiches and French fries. One of the founders got into dilemma: How many items? and Which item(s) to add to the menu?

This case can be used at post-graduate level to teach basic frameworks of service concept and design. The case covers a range of topics such as service processes, service elements and product offerings in a service setting. It can be used effectively with MBAs and Hospitality Management program in courses that focus on Service Management, Service Operations or Service Marketing Strategy.

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CSS 9: Operations and Logistics.

The learning outcomes of this study are as follows:

1) illustrate the project management failures that contributed to the fire accident at Grenfell using a fishbone diagram;

2) identify and classify the power and influence of various stakeholders involved in a brownfield project using a relevant framework; and

3) elaborate the need for following effective stakeholder management processes and project leadership, especially in the context of a refurbishment/renovation project.

On 14th June 2017, the Grenfell Tower in North Kensington, West London, UK, caught fire. The fire raged for 60 h and around 72 people lost their lives. Many criticized the response of the London Fire Brigade (LFB) and their lack of preparedness to respond to such an emergency. There were calls for Dany Cotton, the Chief of LFB, to resign. However, there had been a major cladding-related refurbishment at Grenfell, and subsequent investigations revealed that the use of combustible materials, a lack of compliance with the fire-safety norms and a blatant disregard for resident safety had contributed to the fire. The tragedy was a cumulative outcome of failure on two counts: effective project management and stakeholder management during the process of refurbishment, especially in the context of a low-cost housing project. Given this situation, this case considers whether Dany Cotton should own up to her responsibility and resign from her position. In the process, the case considers Grenfell refurbishment from the theoretical lens of project management in the construction management scenario to understand the factors that could have led to an “avoidable” tragedy.

Postgraduate students of construction management; final year undergraduate engineering students who have a foundational course on project management; and architects.

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CSS 2: Built environment.

Supply Chain Management, Technology, Procurement, Supply Chain Finance

The key learning objectives are as follows: to gain critical insights into e-commerce supply chains of fashion garments; understand the importance of digitization to manage the risks due to supply chain disruptions; evaluate the role of digitization to improve supply chain performance; understand the importance of supply chain finance in maintaining a healthy buyer–supplier relationship; and appreciate the role of supply chain digitization to transform a regional supply chain into a global supply chain.

This case highlights the challenges faced by fashion garments industry due to fragmented nature of their supply chains, where the manufacturing base was in the east and most of the consumers in the west. Digitization can create a bridge to integrate these supply chains to drive out their inefficiency, fragility and vulnerability to disruptions.

The case could be discussed in 90 min of an Operations Management, Supply Chain Management and Technology Management class at MBA or Executive MBA level.

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CSS 9: Operations and Logistics.

At the end of the case, a successful learner will be able to:▪ develop sound criteria to guide investors entering into hotel management agreements (HMAs);▪ reconcile principal and agent disputes through the lens of an agency framework; and▪ evaluate the impact of the work environment on employee and organisational outcomes.

Muyiwa, Chairman of Fara Ltd., signed a HMA with Aytello Hotel Group to operate his hotel in Nigeria, the Mélange Abuja. Aytello was an international hotel management company based in the USA. It was a renowned operator with several brands in its portfolio. The Mélange brand was contemporary, upscale and targeted young business guests with an appetite for adventure. It was the first Mélange to have opened in West Africa. A management agreement was signed in August 2016, which meant that Aytello was now responsible for operating the hotel on behalf of its Owner, Muyiwa. On his part, Muyiwa provided the funds needed to run the hotel profitably. However, soon after the opening, the operator and owner showed signs of conflict. Muyiwa began to distrust the operator and intervened directly in operations. The frequent clashes between Muyiwa and the operator soon led to an impasse that made productive dialogue difficult. As relationships soured, Muyiwa needed to make a decision soon. This case study is designed to teach agency relationships in organisational behaviour.

This case study is designed for business leaders on executive programmes and postgraduate students.

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CSS 12: Tourism and Hospitality.

1. What are public goods? What are the defining characteristics of public goods?2. What is special about managing common resources like Markhors/Ibex (and other rare species)? What is the free rider problem?3. How the incentives-based system works?4. What are the consequences of Community Trophy Hunt Program (CTHP) in Pakistan?

Learning objectives are as follows:1. applying new approaches to manage common resources;2. understanding the various types of goods that society needs for its material progress;3. understanding the challenges associated with the management of common resources because of their particular nature; and4. understanding the need for incentive-based engagement in the management of public policies at the community level.

Management of shared resources is challenging. This case uses the problem of a forest officer who was given the task of managing the animal population of the region. The primary focus of the case is common resources and how it can be managed through incentive-based system. The case demonstrates how individual actions have external effects. These external effects are sometimes good for the community, but sometimes, they are bad. Many desirable outcomes require social cooperation, but they cannot be achieved because individual self-interest dominates collective well-being, the issue called Prisoners' Dilemma. Gulnar (the fictional forest officer) was convinced about the potential of managing common resources by means of a CTHP in the Gilgit–Baltistan region (in Pakistan). The CTHP provided not just environmental benefits but also substantial social and economic benefits to the local community. The financial gains from the initiative can be used in community projects that help locals become less reliant on their natural environment, create more space for wildlife and enhance the quality of life for people.

BS (Hons.) Economics, MS Economics (Public Policy), MBA (Business Economics)

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CSS 4: Environmental Management

▪ Students learn how an educational institute impacts water resources on the campus and its surrounding community.

▪ Students acquire knowledge on how decision-making, related to natural resources, is influenced by the institute’s obligations towards surrounding communities and the long-term sustainability of the resources.

▪ Students become acquainted with the decision-making process adopted by an educational institute for achieving resource-efficient development on the campus.

▪ Students learn how to design evaluation methods for investments related to water conservation at an educational institute.

▪ Students become proficient with the payback method specifically when evaluating water-enhancing projects at an educational campus.

Dr Ajit Parulekar, Director at Goa Institute of Management (GIM), Goa, India, was evaluating options to improve the sources of water at GIM at the beginning of 2021. He was reviewing the projects proposed to meet the water requirement at the campus for the next five years (2021–2025). The projects were recommended by consultants (ENV Consultants Pvt Ltd) who proposed a total expenditure of US$68,667 which involved storage enhancement and water table upgradation (See Case Exhibit 11). The maintenance department had studied the plans but their projections showed that the execution of these projects and initiatives would still lead to a deficit of water in the future. Dr Parulekar reviewed the reports and weighed the expected tangible and intangible benefits from the proposed projects. The projects had to be carefully selected, keeping in mind the multiple objectives to be met: an increase in water supply within a short time, a financially optimum investment and a minimum impact on the surrounding community. The selected projects had to meet the long-term sustainability objective of resource efficiency at the campus.

Students studying finance, project appraisal, campus sustainability at graduate or postgraduate management programs.

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CSS 4: Environmental Management.

At the end of the case students will be able to:

1. Relate risk as one of the 12 principles in project management contemplated in the international standards of the PMBOK Seventh Edition guide.

2. Determine high-level risks by articulating the WBS and RBS of a construction project.

3. Perform a qualitative and quantitative analysis of the probability and impact of risks through the heat map tool and the Expected Monetary Value (EMV) technique.

4. Propose the different response strategies contemplated in the risk management through the formulation of a response and contingency plan.

MORESA S.A.S was a family company founded in 1994, whose value proposition focused on construction and permanent advice for the execution of innovative and contemporary projects with more than 27 years of experience in the city of San José de Cucuta, department of Norte de Santander, Colombia. The objective of the case is to Relate risk as one of the 12 principles in project management contemplated in the international standards of the PMBOK Seventh Edition guide; Determine high-level risks by articulating the WBS and RBS of a construction project; Perform a qualitative and quantitative analysis of the probability and impact of risks through the heat map tool and the Expected Monetary Value (EMV) technique and propose the different response strategies contemplated in the risk management through the formulation of a response and contingency plan. The teaching case is designed for academic programs in areas of knowledge of civil engineering, architecture and at postgraduate level such as: Master’s in civil engineering, Master’s in risk management, Master in project management or MBA. For this case, an expert judgment was developed with professionals belonging to different areas of knowledge. Likewise, secondary information was collected from the organization's strategic documents and the analogous estimation through the historical records of the project portfolio developed by the construction company. Finally, the case, classified in the Built Environment, a challenge that project managers must face in VUCA environment through risk management.

The teaching case is designed for academic programs in areas of knowledge of civil engineering, architecture and at postgraduate level such as: Master’s in civil engineering, Master’s in risk management, Master’s in project management or MBA. In the modules of risk management, project management, international standards, the case guides the applicability of methods and artifacts used in risk management considering the process identification, quantitative, qualitative analysis, and development of response strategies and contingency plans.

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CSS 2: Built Environment.

The case primarily focused on a real-life problem and shows that existing operations management tools can be used to solve a complex problem. Through this case, the participants will learn the application of the factor loading method and aggregate planning.

This case revolves around the Modi Agro Pvt. Ltd, a mango procurement and distribution business established in 1994 by Mr Dhanush Modi in Mumbai, India. Mr Mahendra Modi, son of the company owner, observed that the different seasons of cultivation and varied customer demands lead to changing workforce requirements during the procurement process. In addition, the production quality, variety, available resources, procurement location and cost play a significant role in establishing a long-term relationship with the customers. This case highlights the problem faced by Mahendra in determining an appropriate location among all available options for mango procurement and the optimal workforce for each month to meet the varying customers’ demands.

The case can be used as teaching material for participants of the course Service Operations Management, Operations Management, Decision Analysis and Quantitative Techniques

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CSS 9: Operations and logistics.

The learning outcomes are as follows: to decipher the role of technology in the supply chain management (SCM); to understand the importance of supply chain integration with various stakeholders in the supply chain in increasing efficiency and effectiveness; and to comprehend the challenges in the implementation of technology in SCM.

This case study presents Haryana’s challenges in implementing the digitization of the supply of food grains to the public. Mr Srinivas, a consultant to the Department of Food and Public Distribution, is required to suggest the future roadmap while accounting for the challenges faced in the digitization of the distribution of grains to the public in the state of Haryana. The students are expected to use the information given in the case and exhibits to discuss and critically think about the various stakeholders involved when change initiatives are implemented on an organizational level and recommend solutions based on the voices of various internal stakeholders.

Postgraduate/Masters in Business Administration/Masters in Management.

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CSS 9: Operations and Logistics.

The learning outcomes of this study are as follows: ■ understand organizational turnaround and its sustainability;■ applying the understanding of turnarounds to distinguish between operational and strategic levers of a turnaround strategy; ■ analyze and evaluate past and present turnarounds from a sustainability perspective; and ■ formulate managerial actions to make turnaround sustainable.

Braithwaite Company Ltd. (Braithwaite) was a specialized engineering firm headquartered in Kolkatta, India. It primarily undertook structural steel fabrication to make railway wagons and bridge structures. It was incorporated as a private enterprise almost a century back. However, since its nationalization five decades ago, it has been operating as a public sector undertaking (PSU) under the aegis of Indian Railways, a department of the Government of India. The case documents the past three decades of the firm’s journey, during which it experienced three episodic turnarounds. Details of the first two turnarounds are presented as the background, in light of which sustainability of the third turnaround is to be examined. The case explores the sustainability of organizational turnarounds from the perspective of the current Chairman and Managing Director (CMD), the case protagonist. Braithwaite underwent financial and operational distress in 1992, 2005 and 2015 and negotiated them under different leaders. These leaders from diverse backgrounds used distinct tactics and strategies to bring about organizational turnarounds. The case provides data and information to assess the sustainability of the third turnaround. Hence, it allows a class to explore the paradoxical observation that while “turnaround” inherently implies sustenance of good performance over time, turnaround sustainability is not spontaneous in the real world. The case deals with the performance issues of PSUs, which make significant contributions to the national economy in the case of emerging economies (for example, 5%–8% of the Indian National gross domestic product is contributed by PSUs; https://swarajyamag.com/ideas/psus-are-crucial-for-indias-growth-but-only-if-they-play-a-strategic-role). Under government ownership and management, the poor performance of PSUs is often attributed to bad decision-making by its top management. In contrast, Braithwaite’s top management’s sound contextual decision-making resulted in a jump in its performance during each turnaround phase, but unsound fundamentals resulted in the unsustainability of the turnarounds. Hence, the case enables an exploration of the unique challenges faced by PSU that emanate from legacy roles, monopolistic markets and dual purpose – the concurrent pursuit of profits and social welfare. Consequently, the case allows an examination of the reasons for the distress of PSUs and the viability of turnaround strategies in the context of the broader Business–Government–Society landscape in emerging economies.

The case is written for use in the MBA elective course covering “Strategic Revival and Turnaround Strategies.” It can be used at the beginning of the course to identify reasons for organizational failure/distress or in the later part of the course to discuss the implementation of operational and strategic turnaround strategies.

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CSS 10: Public Sector Management.

After working through the case and assignment questions, students will be able to understand the following aspects:▪ how good strategic planning can convert a crisis into an opportunity;▪ importance of service excellence and customer satisfaction through customer delight and customer feedback; and▪ utilisation of resources and excellent time management strategies.

This case discusses how vital teamwork and motivated leadership can convert a crisis such as Covid-19 into an opportunity. This case study talks about Uttar Pradesh Metro Rail Corporation (UPMRC), a metro rail corporation working to develop metro trains in the Indian state of Uttar Pradesh. The case discusses how challenging it was for the metro rail corporation to transform its processes in a short period and deal with the crisis on major fronts such as facilities maintenance, human resource management, ensuring safety and security of its staff and riders, motivation of staff, service quality and maintaining all operational aspects. The case discusses how UPMRC is a leader on all fronts and has excelled in its operational work. It talks about what challenges the lockdown and unlocking phase posed in front of the leadership and how teamwork, dedication to exemplary service quality and customer satisfaction gave the team the strength to make changes that improved their processes and helped them overcome the crisis.The case starts with a discussion of metro rail inception and incorporation of UPMRC and then how this newly formed metro has to face the challenges of pre-lockdown period where the team worked very hard for sanitisation and safety. The lockdown created a completely different set of challenges related to the facilities and the entire metro train systems, which was a difficult situation to deal because of restrictions and other challenges. However, the team dealt with situations with strength and strategic planning, leading to better managed processes and staff. The unlocking phase also gave many challenges that the team handled with a lot of care and efficiency.

This case is suitable for post-graduate-level courses on services marketing, service operations management, general management, crisis management and strategic management. Participants can use the case to develop an understanding of strategic planning and management.This case can also be used in the executive education program for managers to encourage them to think through challenges faced by metro rail corporations.

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CSS 10: Public Sector Management.

The key teaching objectives of the case are the following:▪ to develop an awareness of a megaproject’s external environment (through PESTLE) in terms of challenges from each source;▪ to introduce theory that allows students to identify, characterise and describe factors that can lead to inter-organisational conflict during construction projects;▪ to develop the ability to apply the typology of causal factors (identified in Objective 2) to a given context, answering why each factor may have contributed to the given contractual dispute;▪ to develop an understanding of the procurement and contract management process wherein contracts are not only the logical outcome of the procurement process but also the primary vehicles for clarifying responsibilities (for task completion) and risk transfer; and▪ to understand specific dynamics of construction projects that make disputes inevitable and ways to overcome these.

Priced at US$1.63bn (in 2015), the Orange Line Metro Train (OLMT) project in Lahore was one of Pakistan’s earliest (and costliest!) transport infrastructure megaprojects ever undertaken. Devised to ease congestion in Lahore, promote ecofriendly, efficient, modern and affordable transport systems and lead to improved mobility across Lahore, the OLMT was a socially, politically and economically important project.The case is seen through the eyes of the protagonist, Uzair Shah, a seasoned public servant and an experienced Transport Engineer. At the time of the decision, Shah was General Manager – Operations at the newly established Punjab Metrobus Authority (PMA – the project sponsor) and was also the project lead of OLMT’s Project Management Unit (PMU). Through Shah’s eyes, students approach the project at a juncture when the most serious contractual dispute in the project’s history has erupted. The parties at the interface were Lahore Development Authority (LDA), PMU’s technical interface with contractors and consultants and Maqbool-Colson Joint Venture (MCJV), one of the two civil work contractors hired for OLMT’s civil works.While quality issues had been emerging with MCJV for a few months, LDA had maintained unilateral communications and remained considerably adversarial in their dealings with MCJV. Eventually, in October 2016, this relationship had soured to such an extent that it appeared irreconcilable. It was only then that LDA had recommended Shah to take the contractor to court for non-performance.The decision that Uzair faced was whether to take LDA’s advice and take the contractor to court (terminate the contract, claim performance guarantee and appoint a new contractor) or negotiate and continue with the current contract. The decision had huge financial, legal, reputational, political and schedule-related implications. The decision needed to be taken by the protagonist in the context of all these factors.

The case was initially developed for use within a Procurement and Contracts Management course for a (business) executive audience. The case is intended for the business school audience or students enrolled in courses related to the construction management discipline.Courses where the case can be used include Construction Project Management, Public Sector Projects, Contracts and Procurement and Strategic Projects and Practice (or similar). The case can also be used within an MBA setting.

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CSS: 9: Operations and Logistics.

In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics requirements almost halved the annual number of shipments and the time needed for operation and documentation activities. In addition, reduced carbon emissions made this an environmentally friendly transportation model, in line with trends in society.

The basis for this case study was the analysis of Whirlpool Turkey’s transportation system for materials used in the production of white goods. Data obtained through fieldwork and cooperation with company consultants showed that some suppliers have high annual logistics costs. This inefficiency causes time loss and increases the total distance traveled and thus carbon emissions. In the case study, the current application created inefficiency in cost and time management, and therefore, after determining the factors that increase costs, different transportation solutions were developed accordingly.

This case is particularly designed for undergraduates in the final semester of management courses that specialize in supply chain and operation management.

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CSS 9: Operations and logistics.

This study aims to introduce students to uncontrolled and unprecedented business scenarios and strategies to deal with them, to make students understand the importance of contingency planning and create what-if scenarios, to step by step guide students how to build a network contingency planning tool and to enable students to use tools such as solver to build up a dashboard with given information.

The case is about Godrej Commercial, a vertical of Godrej and Boyce that handles warehousing and transportation support to five verticals under the banner of Godrej operating pan India. How Godrej is trying to deal with COVID pandemic, what were their coping strategies and how contingency planning is done is what this case is all about. The main focus of this case is understanding how network contingency planning is done and what parameters should be considered. How a dashboard can be developed that can be used as a base for taking strategic decisions related to networking given the uncertainties due to COVID. The case gives hands on to students to use solver and build a dash board, plus gives a peep into Godrej and its operations.

This study is suitable for students of undergraduate or first year MBA level. Specifically, the case can be used in business strategies, operations and supply chain management courses.

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CSS 9: Operations and Logistics.

MBA/MS/Executive Training.

Business and society; sustainability; women business leaders.

This case is about the development of sustainable viticulture in Israel. Michal Akerman, a viticulturist and agronomist, implemented out-of-the box ideas at Tabor Winery, Israel, and was successful in developing organic and sustainable vineyard. However, she faced challenges in terms of improving the quality of grapes as she looked forward to growing some of the best quality French grapes in Israel in the challenging conditions of the Negev desert region.

The expected learning outcomes are: to analyze the environmental impact of viticulture and sustainable viticulture through Tabor’s example, to examine how leaders can drive businesses to be involved in sustainable practices and challenges involved in implementing sustainable practices and to develop a framework for female leaders working in male-dominated business environments.

This case captures Michal Akerman’s (Michal) endeavours to develop organic and sustainable viticulture at Israel-based Tabor Winery. The traditional practices followed to grow the vineyards were proving adverse to the biodiversity. Unsustainable practices wiped out rare plants, and micro-organisms, which were essential for cultivation of grapes. The imbalance and unnatural ecosystem ultimately posed a threat to the very sustenance of the vineyards. As a seasoned viticulturist, Michal was of the view that a stable, diverse and balanced ecosystem prevented diseases among plants, and improved the quality of grapes.

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CSS 4: Environmental Management.

The case would be relevant to undergraduate level or an introductory master's level course in operations management (OM), supply chain management and production.

The case can be used as part of a core OM course in the MBA curriculum or any OM or supply chain elective.

As a highly diversified manufacturing services company, Jabil's S&OP solution supports customers across many industries such as automotive, cloud computing, consumer packaging, healthcare, mobile, retail and telecommunications. Jabil's customers expect a rapid and accurate response to their demand within hours. Previously, Jabil used a series of legacy disconnected planning tools, unsynchronized data required time-consuming manipulation with Excel. Processes were conducted in siloes leading to a “load and chase” approach, which resulted in excess inventory, component shortages and inadequate capacity. The case focuses on one of the Jabil executives, Lizet Tymon (she). Struggling with the issues caused by the disconnected planning tools, Lizet champions implementing a fully integrated suite of services (built on top of the Kinaxis' RapidResponse software platform). The technology solution proposed by Lizet was ultimately implemented across the company, and the project received high marks, and it opened up career opportunities for her. However, it was not a smooth ride at the very beginning. The case focuses on the issues experienced by Lizet, as she is introducing a new technological solution approach and trying to earn support from her team, her peers, her immediate supervisor, her customers and her higher-level executives.

The teaching objectives include: understanding and appreciating the supply chain complexities experienced by a global contract manufacturer; helping students think critically regarding the issues around the sales and ops planning; identifying the data needs for the operation and management of a worldwide, connected supply chain; investigating agile solution approaches for information sharing, decision-making and decision-sharing; and exposing the challenges associated with a large-scale technology adaptation.

This case study describes the supply chain challenges experienced by a global manufacturing solutions provider and illustrates the technology adaptation led by a female executive.

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CSS 9: Operations and Logistics

Need for preventive health care: To comprehend the contribution of preventive health care in improving the health quotient. Sri Sathya Sai Sanjeevani Hospital (SSSSH) and its initiative is an apt example of the wonder which preventive care can bring in the context of rural health. Community participation: The case can be instrumental in showing the pathway to encourage community involvement in mainstream health by promoting the holistic model of SSSSH that understands mothers and children's health profile and needs, especially in the unreached rural segments of an emerging economy like India. Importance of healthy childhood: World Health Organization (WHO) promotes the school health programme to prevent health risks among children by inculcating healthy behaviours during childhood. The successful SSSSH model proves that it is implementable by integrating comprehensive health education modules in the existing institutions for medical care.

The challenge of a healthy childhood is inadequate availability and accessibility of quality care. Non-awareness of the parents is also a significant reason for the children who miss the benefit of a happy childhood. While much is planned by the Government and some part of it being executed, this case highlights the effectiveness of the maternal and child health programme executed by the Sri Sathya Sai Sanjeevani Hospital (SSSSH). This initiative fulfills the dire need of ensuring the preventive healthcare component leading to safe motherhood and safe birth of healthy children. Further, the case is also the culmination of pin-pointed innovative awareness activities such as school health screening and the Divine Mother and Child Health Program (DMCHP). It opens up the discussion on the current model of health care followed by SSSSH, Raipur, and its impact in the local areas to decide on its expansion across the country for nationwide implementation.

Bachelors in Business Administration, MBA, Executive MBA, Post Graduate Diploma in Healthcare Management

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CSS 2: Built Environment.

At the end of the course, the participants are expected to be able to: understand and explain what is bridging leadership (BL); understand stakeholder, stakeholder engagement and stakeholder management; conduct a stakeholder analysis based on the details of the case; evaluate the BL processes based on the details of the case; and communicate how BL was used in Dumingag.

Mayor Nacianceno “Jun” Pacalioga’s journey towards the transformation of the municipality of Dumingag, Zamboanga del Sur in Mindanao, Philippines has been rooted in his daily interaction with its residents by way of morning walks around the town. He has always been involved in organizing people in his youth and as a public servant, improving the plight of the people of the 4th class landlocked and agriculture-dependent municipality has always been his primary concern. There are currently an estimated 50,000 people from forty-four (44) barangays (communities/villages) in the Municipality of Dumingag. In 2007, most farming households of the municipality earned US$ 60 monthly. By 2016, after Pacalioga’s 9-year stint as local chief executive or as mayor, the percentage of households with income below the poverty threshold have significantly decreased to 38%. Local health indicators have also become exemplary with only 0.77% of children between 0-5 years old recorded as malnourished, with maternal mortality death rate. When it comes to food, only 0.25% of households experience food shortage.

This case highlights the Bridging Leadership Framework as a paradigm to help address social divides and inequities in complex environments such as Dumingag. In realizing bridging leadership as a community of practice, Pacalioga employed participatory processes to develop the Genuine People’s Agenda, and the integrated Transformative Education to build the capacity of different stakeholders in the municipality. These processes mobilized different stakeholders to move towards the common goal of improving the plight of the Duminganogs. Now Dumingag is enjoying the broad-based benefits of the program; including recognition by numerous local and international organizations and civic groups on the efforts of Pacalioga and the people of Dumingag in transforming their once poverty-stricken town in Zamboanga del Sur, Mindanao, Philippines.

Masters Level/Executive Education.

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CSS 10: Public Sector Management.

This case study aims to be taught at an MBA level. Students who are majoring in the supply chain would benefit the most from this case study. This case study has elements of logistics management, supply chain management, supply chain strategies, warehouse and logistics and responsible supply chain. The learning outcome of this case study could be seen if the students identify the gaps in the real market setting and come up with strategies that would connect and/or fill the areas missing. Teaching objective 1: students should be able to identify unstable demand scenarios and learn how demand collaboration could be implemented in that setting. Teaching objective 2: students should identify how a transparent and interconnected supply chain, both upstream and downstream, can be created. Teaching objective 3: students should be able to understand the role of a responsible supply chain and to define the role and responsibility of each party. Teaching objective 4: students should be able to learn the dynamics of safety stocks, reorder points and incorporate that in warehouse management decisions.

Based in Lahore, Pakistan, Total Technologies (Pvt.) Ltd is a company that supplies medical equipment and provides solutions in the health-care industry. This case explores the supply chain issues faced by Tallat Mehmood, who is the Managing Director of the company, during the third wave of the COVID-19 pandemic in April 2021. Oxygen cylinders have become the need of the hour as more and more patients need oxygen. The supply of medical gases across Pakistan has become a logistical issue, causing hospital reserves to be drained without timely replenishment. Increasing the number of beds in hospitals, with limited oxygen outlets, has increased the demand for oxygen cylinders. Operating under unstable demand and not being able to meet it has caused Tallat to realize that the company is out of its comfort zone and is not responding well to the environment. The company needs to redesign the supply chain as well as collaborate with the supplier and buyer to provide better levels of service.

Masters level supply chain courses.

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CSS 9: Operations and logistics.

Through this case, the students will be able: to study how developments in the external environment impact businesses, in general, and banking sector, in particular, banks/banking, environmental management, financing/borrowing, government, political business risk and politics; to identify the politico-legal constituents of the external environment which significantly influence businesses; and to analyse the pros and cons of loan-waivers as a policy decision on various stakeholders including banks, borrowers, governments as well as the larger society.

The case is symptomatic of the dilemmas faced by the Indian bank employees, in charge of loan-disbursals, torn between seemingly contradictory demands from their top management and the governments.

The case is meant to be used in the course on “Business Environment” both at the UG and PG levels. It can be used along with the module on “External Environment and its Constituents” to augment students’ understanding of the “Impact of Political Environment on Business.” The case can also enrich the class discussion on the PEST (politico-legal/economic/socio-cultural/technological) framework for analysing the forces in the external environment acting upon a business.

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CSS 4: Environmental Management.

This case study aims to be taught at an MBA level. Specifically, those students who are majoring in supply chain would benefit the most from this case study. This case study has elements of supply chain management, supply chain strategy, warehousing and logistics, and a digital supply chain for Industry 4.0. The learning outcome of this case study could be seen if the students are able to identify the challenges and opportunities of a digital supply chain for Industry 4.0 and how it could be implemented methodically. Teaching Objective 1: Students should be able to identify what challenges organizations face if they implement a digital supply chain for Industry 4.0. Teaching Objective 2: Students should be able to identify what opportunities can be tapped if Big Data Analytics are used in a supply chain teaching. Objective 3: Students should layout a methodical plan of how an analogue company can gradually achieve the objective of implementing a digital supply chain for Industry 4.0 in procurement function.

Based in the Lahore region of Pakistan, Xarasoft is a footwear manufacturing company which has undertaken a decision to transcend to a digital supply chain for Industry 4.0 by 2027. Asif, who is the Head of the Department of Supply Chain, has to come up with a plan to present in the next meeting with the CEO. Xarasoft is a company that preferred to work in an analogue routine. The company set production targets and sold goods through marketing. With no forecast or exact demand, the company had decided to procure 140 million units of raw material and carrying a huge inventory, a percentage of which had to be thrown away as it started to degrade. While the company did have machinery on the production floor, they were operated manually and were a generation behind. Asif faced the question of what challenges he would face and exactly how would a digital supply chain for Industry 4.0 be implemented in the company.

Masters level supply chain courses

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CSS 9: Operations and Logistics.