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.

1 – 10 of 983
Per page
102050
Applied filters:
Accounting and Finance
Built Environment
Entrepreneurship
Environmental Management
International Business
Operations and Logistics
Over 6,000 words
Clear all
Citations:
Loading...
Access Restricted. View access options
Case study
Publication date: 30 December 2024

Leiza Nochebuena-Evans, Abdullah Al Shoeb and Beau Sauley

This case study is developed from financial reports, regulatory filings and news sources to explore the dynamics and outcomes of the partnership between Evolve Bank & Trust…

Abstract

Research methodology

This case study is developed from financial reports, regulatory filings and news sources to explore the dynamics and outcomes of the partnership between Evolve Bank & Trust (Evolve) and Synapse Financial Technologies, Inc. (Synapse), a bank–fintech arrangement. Evolve’s annual financial statements were analyzed. These documents provided a comprehensive view of the bank’s financial health and the impacts of the fintech collaboration on deposit growth and risk exposure. Financial data related to Evolve’s operations industry were gathered from reliable databases such as those provided by the Federal Deposit Insurance Corporation BankFind Suite. This included performance indicators, competitive pressures and market trends influencing the bank’s strategies and partnership outcomes. Major financial news outlets such as Bloomberg, CNBC, Forbes, S&P Global and other government and industry-specific publications and databases, such as the Board of Governors of the Federal Reserve System, were used to understand the external market conditions and regulatory challenges that arose throughout the partnership between Evolve and Synapse. This multi-source approach ensures that the case study offers a comprehensive analysis of both internal financial performance and the broader market environment in which Evolve during its partnership with Synapse.

Case overview/synopsis

The present competitive environment smaller financial institutions face, coupled with regulatory gaps applicable to both traditional banks and financial technology (fintech) firms, plays a significant role in increasing regulatory scrutiny of bank–fintech partnerships. Evolve strategically positioned itself to capitalize on the growing fintech revolution by forming innovating banking-as-a-service partnerships to extend regulated banking products to millions of fintech customers. Evolve’s most crucial fintech partnership came in 2017 with Synapse. This partnership helped Evolve triple its deposits from $436m to $1.5bn between 2019 and 2023.

Evolve–Synapse’s partnership exposed significant operational, financial and regulatory risks. Synapse’s unilateral revocation of Evolve’s dashboard access prompted Evolve to freeze account activities and revealed an $85m discrepancy between the $180m in customer funds held by partner banks and $265m owed to customers. Over 100,000 Americans were unable to access their accounts, affecting approximately $265m in deposits. Evolve’s overreliance on Synapse to manage fintech relationships left it vulnerable to third-party failures and regulatory scrutiny. This scrutiny highlighted the shortcomings and greater need for regulatory oversight of bank–fintech partnerships.

Did Evolve fail to adequately safeguard customer deposits? It is clear that the bank’s actions and inactions played a significant role in the current crisis. The insufficient regulatory oversight partially explains the inadequate implementation of risk management practices and customer compliance protocols by banks and financial technology firms compromising the financial system’s stability. As of early July 2024, no definitive solution had been reached and is projected that fund distribution will not be completed until October 18, 2024.

Complexity academic level

This case study is suitable for courses focused on financial markets, fintech innovation, risk management and regulatory frameworks within the banking industry. Students studying finance, banking, business administration or regulatory affairs, as well as participants in executive education programs focused on banking innovation or financial services, will benefit. This case is appropriate for courses in Financial Markets and Institutions with a particular focus on fintech and depositary regulation. A course in Money and Banking may also find this case relevant. Before starting, it is assumed that students have already taken foundational finance courses and macroeconomics courses and have a foundational understanding of financial statement analysis.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Access Restricted. View access options
Case study
Publication date: 26 December 2024

Miray Rashad Barsoum

The research for the Slimnastics School of Ballet case study used methodological triangulation, incorporating primary and secondary data sources as well as content analysis to…

Abstract

Research methodology

The research for the Slimnastics School of Ballet case study used methodological triangulation, incorporating primary and secondary data sources as well as content analysis to ensure comprehensive coverage and validity. Primary data were collected through qualitative field interviews with the organization’s founder (Passant Esmail), key staff members and clients. Secondary data involved a review of relevant literature as well as content analysis of organizational documents, industry reports, financial records and relevant news articles. This triangulation of methods allowed for a robust analysis of the business model and strategic decisions within the cultural entrepreneurship context.

Case overview/synopsis

This case explores the entrepreneurial journey of Passant Esmail, founder of Slimnastics School of Ballet, and her innovative approach to building a successful business in a competitive market. Esmail differentiated Slimnastics by offering inclusive ballet education that catered to a diverse range of students, focusing on affordability, community engagement and high-quality instruction. As Slimnastics expanded, Esmail faced challenges in sustaining growth and maintaining competitive advantage. The case examines how Esmail’s innovative strategies shaped the success of Slimnastics and prompts discussion on how the new management can build on her legacy using the Blue Ocean Strategy and the Four Actions Framework.

Complexity academic level

Suitable for undergraduate and postgraduate students, this case is ideal for courses in entrepreneurship, innovation and gender studies, providing insights into the dynamics of building and sustaining ventures in culturally rich and competitive sectors.

Access Restricted. View access options
Case study
Publication date: 17 December 2024

Sarah Holtzen, Sinéad G. Ruane, Aimee Williamson, Megan Douglas and Kimberly Sherman

The case was written using publicly available information from library databases, news articles and other print and video sources. Where possible, direct quotes were obtained from…

Abstract

Research methodology

The case was written using publicly available information from library databases, news articles and other print and video sources. Where possible, direct quotes were obtained from recorded interviews, official announcements and other primary sources of data.

Case overview/synopsis

The case follows Fran Drescher (she), president of the actors’ union Screen Actors Guild – American Federation of Radio and Television Artists, as she navigates the historic labor strike that brought Hollywood to a standstill over the summer and fall of 2023. As film and TV productions continued to be delayed and actors remained out of work, Drescher’s leadership style faced criticism, not only from the opposing side in the negotiation process but from her own constituents as well. Through the case, students explore the interplay between gender, leadership and power in the labor negotiation context.

Complexity academic level

The case is designed for a course in organizational behavior and may be taught to either an upper-level undergraduate and/or graduate audience. The instructor’s manual has been thoughtfully designed to guide instructors through the available options in terms of learning objectives, discussion questions and suggested teaching activities. Broadly speaking, the case may be integrated into any course after the topics of power and/or women in leadership have been taught.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Access Restricted. View access options
Case study
Publication date: 17 December 2024

Shwetha Kumari and Jitesh Nair

This case was developed from secondary sources. The secondary sources included news reports, industry reports, company websites, annual reports and company websites.

Abstract

Research methodology

This case was developed from secondary sources. The secondary sources included news reports, industry reports, company websites, annual reports and company websites.

Case overview/synopsis

The case discusses the comprehensive renewable energy transition strategy that Lynn J. Good (Good), CEO and President of Duke Energy and the Chairman of its Board, was undertaking. In September 2019, Good revealed a new climate plan aimed at achieving net-zero carbon emissions with zero methane emissions from natural gas operations by 2030 and zero carbon emissions from electricity generation by 2050. Duke Energy is a Fortune 150 company headquartered in Charlotte, North Carolina and one of the major energy generation companies in the USA with two reportable business segments – Electric Utilities and Infrastructure (EU&I) and Gas Utilities and Infrastructure (GU&I). Good targeted interim carbon emission reduction targets of at least 50% from electric generation by 2030, 50% for Scope 2 and some Scope 3 upstream and downstream emissions by 2035 and 80% from electric generation by 2040. To achieve this, she invested in large electric grid upgrades and energy storage, as well as in research on zero-emission power generation technologies including hydrogen and advanced nuclear technologies. She helped update the grid system and improved customer experience. As part of the revamped climate strategy, Good invested in crucial energy infrastructure and improved affordability of electricity for customers, especially in the North Carolina region. Despite her efforts at curbing emissions, Good faced criticism from various quarters. This included criticism of Duke’s carbon-cutting plans in 2022 in its core North and South Carolina service zones. The company also faced charges of environmental pollution. Its 2024 strategy, which aimed to address a projected increase in demand for electricity using natural gas plants capable of running on hydrogen, was also met with skepticism by industry groups, advocates, activists and local governments.

Good had to face the conflict between environmental ambitions and technological realities that highlighted the difficulties in transitioning to a cleaner energy future. It remained to be seen whether she would be able to successfully navigate the various hurdles and help Duke Energy reach its 2030 emission targets.

Complexity academic level

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

Access Restricted. View access options
Case study
Publication date: 12 December 2024

Bhoopendra Singh and Sonu Goyal

The authors used a secondary research methodology, using news articles, research reports and media interviews as significant sources of information. Renowned business news…

Abstract

Research methodology

The authors used a secondary research methodology, using news articles, research reports and media interviews as significant sources of information. Renowned business news websites like Economic Times, Money Control and Bloomberg were referred to, along with relevant sections of Times of India, Business Standard, India Today and The Hindu. The SUGAR Cosmetics official company website provided valuable insights. Social media videos and industry reports were considered for diverse perspectives. Articles were accessed from May 1, 2024, to May 15, 2024. Throughout the case, various data sources, including financial reports and funding information, were used to support arguments and draw conclusions.

Case overview/synopsis

The case depicts the entrepreneurship journey of Vineeta Singh, the Co-founder and CEO of SUGAR Cosmetics and the protagonist in this narrative. It commences with a brief overview of Vineeta’s entrepreneurial spirit evident since her childhood. It also explores her academic accomplishments and alternative career paths, illustrating her entrepreneurial determination and decisiveness. Subsequently, the case outlines Vineeta’s challenges in establishing SUGAR Cosmetics from scratch with her husband Kaushik Mukherjee, now the company’s COO, and their journey to achieving a revenue of ₹500 crore in FY24 over 12 years. It then delves into SUGAR Cosmetics’ innovative strategies to overcome various challenges. In addition, the case emphasizes Vineeta’s principles and focus in managing and scaling the business toward profitability, showcasing her leadership amidst adversity. Expanding from D2C to offline retail, SUGAR strategically grew to 200 stores by June 2023, with a significant presence in the southern region. With US$87.5m in funding, a predominantly female workforce, and an annualized revenue of ₹500 crore, Vineeta led SUGAR into a prosperous era, highlighted by her role as a beloved judge on Shark Tank India. However, amidst ambitious expansion plans, questions emerged regarding sustainability, competition differentiation, global expansion and commitment to women empowerment practices. These challenges illuminated the path ahead for SUGAR Cosmetics as Vineeta endeavored to navigate toward sustained success and innovation in the face of formidable competitors.

Complexity academic level

This case is structured for undergraduate, postgraduate, MBA and management development programs, aiming to enhance learning in the Strategy field through real-world insights and challenges encountered in a dynamic business environment.

Access Restricted. View access options
Case study
Publication date: 2 December 2024

Manish Agarwal and V.S. Prasad Kandi

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

Abstract

Learning outcomes

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

Case overview/synopsis

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

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Access Restricted. View access options
Case study
Publication date: 2 December 2024

Aditya Kumar Sahu

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

Abstract

Learning outcomes

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

Case overview/synopsis

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

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

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

Keywords

Access Restricted. View access options
Case study
Publication date: 29 November 2024

Arvind Shroff and Bhavin J. Shah

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…

Abstract

Learning outcomes

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).

Case overview/synopsis

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?”

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 2: Built Environment.

Access Restricted. View access options
Case study
Publication date: 28 November 2024

Vaishali, Simran Gupta and Rahul Kumar

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

Abstract

Learning outcomes

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

Case overview/synopsis

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

Complexity academic level

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

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and finance.

Access Restricted. View access options
Case study
Publication date: 26 November 2024

Stephen T. Homer

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

Abstract

Learning outcomes

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

Case overview/synopsis

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

Complexity academic level

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

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 4: Environmental Management.

Details

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

Keywords

Subject

Country

Case length

Case provider

Date

Language

1 – 10 of 983
Per page
102050