Case studies

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

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Case study
Publication date: 20 September 2022

Arjun Chakravorty and Sundeep Kapila

This case uses the concept of social entrepreneurship to analyze the entrepreneurial journey of Mr Suraj Prakash and his social enterprise, the Swasth Foundation. It further…

Abstract

Theoretical basis

This case uses the concept of social entrepreneurship to analyze the entrepreneurial journey of Mr Suraj Prakash and his social enterprise, the Swasth Foundation. It further deepens our understanding of strategic decision-making by exploring the successful use of pivots.

Research methodology

The case was primarily developed through a series of interviews with the leadership team over a year. Secondary sources included literature about Swasth Foundation available on the internet and those shared by the founder.

Case overview/synopsis

In 2008, Suraj Prakash left McKinsey & Company after six and half years in the health and development sector as an engagement manager. Along with his friends, Aman Paul and Ankur Sharma, he established Swasth with the goal of building an ecosystem that delivered high-quality, affordable and accountable health services to low-income communities in India. Right from its inception, Swasth went through many fundamental shifts in terms of its business model, team composition and even the nature of its existence; however, this did not deter Suraj from pursuing his goal.

The case brings into focus the health-care system of India, especially in the context of the urban poor and the challenges they are facing, followed by the initiatives taken by Swasth Foundation and the impact it is trying to create. The remainder of the case delves into Suraj’s entrepreneurial journey and the three pivotal decisions that changed the course of his organization over 11 years. It will also provide a transpicuous view of the entrepreneurial decision-making process through the lens of pivoting. As Suraj and his team are trying to bring about the required changes through the third pivot, there remain some challenges that need to be addressed for a successful implementation.

Complexity academic level

The case is written for business management students and can be used in general management, entrepreneurship and strategy classes. The case can be used for discussions on leadership, social entrepreneurship and strategic decision-making. It is suited for both undergraduate and postgraduate levels.

Details

The CASE Journal, vol. 19 no. 1
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 16 December 2022

Peeyush Pandey, Patel Jinil Ashvinbhai, Yushmita Singh, Tania Mittal, Ishank Goel, Bharat Kumar Mehta and Sayali Tapas

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Case study
Publication date: 14 September 2022

Abderrahman Hassi and Giovanna Storti

This case was created based on secondary sources available in the public domain (i.e. news articles). This case has been taught in an undergraduate course of principles of…

Abstract

Research methodology

This case was created based on secondary sources available in the public domain (i.e. news articles). This case has been taught in an undergraduate course of principles of management under the chapter on ethics.

Case overview/synopsis

When the COVID-19 pandemic broke out, people panicked and rushed to purchase essential products such as hand sanitizers, antibacterial soaps, disinfectant wipes and face masks. The images of a panicked public inspired the brothers Matt and Noah Colvin who amassed and hoarded stockpiles of these essential products to make immense profit. They claimed that their trade approach was legitimate. Yet by an ironic twist of fate, their unorthodox acts were revealed in the media and consequences came in threes: the public vilified the hoarders, the online marketplaces kicked them out and the authorities opened an investigation about alleged price-gouging practices.

Complexity academic level

This case study may be used in classroom discussions on the concepts of hoarding and price gouging in the following academic programs: bachelor’s in business administration, master of science in business administration and MBA programs. This case study may be used in the following academic courses: ethics in business, responsible management, fundamental of management and organizational behavior.

Details

The CASE Journal, vol. 18 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 22 September 2022

Christopher Craig

Ethnographic interview/observation; analysis of public data; literature review.

Abstract

Research methodology

Ethnographic interview/observation; analysis of public data; literature review.

Case overview/synopsis

As of 2020, camping was growing in popularity among new and experienced travelers. The growth of the outdoor accommodation type led to for-profit and nonprofit campgrounds operating at or near capacity during peak season. Camping Coast-To-Coast (CCTC), a for-profit camping business that managed approximately 500 campgrounds in the USA, was struggling to meet growth objectives because they too were operating at or near capacity at most of their campgrounds. This case analyzes a newly proposed strategy: developing glamping campgrounds (i.e. glampgrounds) near CCTC’s existing traditional campgrounds. Glamping is a luxurious form of camping characterized by modern amenities and services. The chief executive officer (CEO) was not only able to identify several opportunities that would support a recommended pilot glampground but also identified several threats and firm weaknesses that could deter travelers from paying premium prices for luxurious glampground accommodations. The CEO was left wondering: should I recommend a new glampground development to investors and board members at an upcoming annual meeting or not?

Complexity academic level

The case was developed with two purposes in mind: to be taught in an outdoor tourism management course (junior level) and to be used for association to advance collegiate schools of business master of business administration accreditation to measure four learning objectives: decision-making, problem-solving, application of business frameworks and writing. Thus, this case is optimal for upper-level undergraduate or graduate management and tourism courses including principles of management, strategic management and tourism management.

Case study
Publication date: 5 August 2022

Pervin A. Gandhi and Sujo Thomas

The case proposes a discussion of the time value of money and capital budgeting concepts, including determining the effective overall cost of capital, estimating working capital…

Abstract

Research methodology

The case proposes a discussion of the time value of money and capital budgeting concepts, including determining the effective overall cost of capital, estimating working capital requirements, consideration of all relevant cash flows – including opportunity costs, finding the present value of future cash flows (annuities and lump-sum cash flows) by linking the concepts of weighted average cost of capital and working capital and net present value (NPV) and internal rate of return (IRR).

Case overview/synopsis

Jehan Wadia, a newly appointed finance manager of Tembo Global Industries Ltd., is facing a dilemma in recommending an investment decision to Mr Variava, Chief Finance Officer. Implementation of the project requires an investment of INR 82m. Ms Stella, funding division head, proposed financing through equity and term loans in the proportion of 3:2, respectively. Mr Shrinivasan, handling the short-term financial needs of the firm, suggested a finance mix having a higher weight-age of debt. Mr Variava desires to maximize the wealth by taping the opportunity. The case is written for an experience in the capital budgeting dichotomy faced by managers in real-life situations.

Complexity academic level

This case can be used in various contexts – as a preparatory case in a foundation course of Financial Management at the graduate level to instill the fundamentals for evaluating long-term investment decisions or in courses of Strategic Financial Management or Corporate Finance at the undergraduate or graduate level as a capstone case to reinforce the application of multiple concepts in strategic financial decision making.

Details

The CASE Journal, vol. 18 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 22 September 2022

Senthilvelkumar K.R.

Prepared based on Secondary Sources of Published Information.

Abstract

Research methodology

Prepared based on Secondary Sources of Published Information.

Case overview/synopsis

Mondelez International launched Cadbury Plant Bar in UK in 2021. It was a plant-based chocolate made using almond milk as a substitute to the conventional product to target vegan consumers. The Indian subsidiary of Mondelez International, always known for its various dairy-based products, had many sub-brands in chocolates and related categories, which were targeted at children and adults effectively. Though the company had been the market leader for about 60 years, it was yet to plan for the launch of any vegan products in the country. However, there were several new marketers who had proactively launched their respective vegan products in India, whereas large companies like Mondelez were shying away from plunging into this game. This case explores the market available for Cadbury Plant Bar in India and whether Mondelez can introduce a similar version in India.

Complexity academic level

The case is suitable for use in the Marketing Management course of MBA programmes. It can also be used in elective courses related to Brand Management and Integrated Marketing Communication.

Case study
Publication date: 21 July 2022

Květa Olšanová, Gina Cook and Petr Král

This case was developed from both secondary and primary sources. The secondary sources include the company’s website and social media, social media sites and PR news reports…

Abstract

Research Methodology

This case was developed from both secondary and primary sources. The secondary sources include the company’s website and social media, social media sites and PR news reports. Primary sources include in-depth interviews with Nafigate Cosmetics executives. This case was classroom-tested with graduate students in an International Marketing course in Autumn 2021 and Spring 2022.

Case overview/synopsis

Nafigate Corporation is a small Czech company with a global presence and a solid organizational philosophy to create a better world through scientific knowledge and active use of technology. With innovative new products, Nafigate is poised to revolutionize the cosmetics industry. The case explores elements of branding, strategic decision-making and how to balance competing priorities during a company’s growth phase.

Complexity academic level

This case was written for use in International Marketing classes at the graduate level. In addition, the case could be used in International Marketing Communication courses and in CSR subjects. Students are encouraged to discuss building a competitive advantage, portfolio decisions in terms of brand differentiation, branding strategies, and most importantly, understand the complexity of the business decision-making process.

Details

The CASE Journal, vol. 18 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 24 December 2021

Travis Lee Cyphers and Julianne Renee Apodaca

The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined…

Abstract

Theoretical basis

The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined as ethical, integrating authentic leadership into the decision-making process can help leaders made difficult decisions.

Research methodology

The authors conducted extensive research through IBISWorld, EBSCOhost, and academic journals to review ethical decision-making and authentic leadership. The authors successfully piloted the case with over 100 undergraduate and graduate students enrolled in leadership courses.

Case overview/synopsis

The case describes an ethical decision a young commanding officer must make. A soldier under their leadership has been charged with an inappropriate relationship with a minor. The officer must decide between two actions that are legal within the military justice system. Each decision has ramifications that will significantly affect the organization.

Complexity academic level

The case is best taught in undergraduate and graduate leadership courses. Course participants do not need a detailed understanding of military leadership or military law to apply fundamental concepts.

Details

The CASE Journal, vol. 18 no. 2
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 12 January 2022

Deepa Unnithan, Girish S. Pathy and Hareesh Ramanathan

The case will familiarize students to TEARS model and No TEARS approach for brand endorser selection. It will enable the students to understand the extent of influencer impact on…

Abstract

Learning outcomes

The case will familiarize students to TEARS model and No TEARS approach for brand endorser selection. It will enable the students to understand the extent of influencer impact on the brand. It will make students to realistically assess the pros and cons of ambassador marketing using celebrities. It will also enable the student to devise brand strategies to mitigate the risk associated with ambassador-based marketing.

Case overview/synopsis

The case explains the strategic challenge the brand faces in ambassador marketing due to the uncontrollable personal crisis of the celebrity. Brand ambassador is an integral element of the brand persona and is appointed to boost the brand’s unique proposition and sales. The selection of the brand ambassador is a strategic decision with direct implication on the brand equity. A strong celebrity–brand congruence is ideal to establish credibility, but it can backfire if anything negative occurs on either side. This case evaluates the crisis faced by Fortune oil which has been positioned as “the heart healthy oil” when its celebrity ambassador suffers heart attack. In the backdrop of the case, the students can analyse brand strategies with respect to ambassador marketing, TEARS model with No TEARS approach for endorser selection and endorser-related credibility risk management.

Complexity academic level

MBA BBA PG/Graduation in Marketing/Advertising.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 November 2021

Michael Ward

This case focuses on the business rescue of South African Airlines. SAA, four times rated the best airline in Africa (SAA, 2019), was already insolvent when in early 2020 COVID-19…

Abstract

Case overview

This case focuses on the business rescue of South African Airlines. SAA, four times rated the best airline in Africa (SAA, 2019), was already insolvent when in early 2020 COVID-19 decimated the world. The state-owned airline, which had last made profits in 2011, continued to lose millions of passengers to competitors over the next decade and, despite bailouts of more than R40bn, entered Business Rescue in December 2019, still owing creditors more than R26bn. To the surprise of many, Public Enterprises minister Pravin Gordhan was determined to rescue the airline. In May 2021, the business rescue practitioners handed SAA back to the interim board and Thomas Kgokolo (CA) (MBA) was appointed interim CEO. In June 2021, Gordhan announced a “born again” SAA, “almost ready to take off” and promised no more bailouts. But, with several billion rand outstanding to complete the rescue plan, a grounded fleet, unresolved labour problems, an critical but unnamed “strategic-equity partner” and a largely unvaccinated country entering its third COVID wave – what were the chances?

Expected learning outcomes

Within the framework of a country desperately in need of jobs and short of capital, the case raises questions about ethics, accountability, responsibility, management, economics and strategy. Should retrenched workers in airlines feel the consequences of their unfortunate career choices? Ought government’s bail-out already failed industries? Should governments run airlines? What sources of funds are available? Have all the necessary requirements for “restructuring” to succeed been satisfied?

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Study level/applicability

MBA, Exec-ed.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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