Case studies

After working through the case and the assignment questions, students will be able to:

▪ Examine Ecuador’s business environment where coffee shops and similar companies operate.

▪ Evaluate the marketing challenges for an enterprise, particularly for a café business operating in Ecuador.

▪ Explain the marketing strategy for a café company to attract a variety of new consumer segments domestically and abroad.

▪ Discuss relevant international market entry strategies given the specificities of the environment in which a company operates.

▪ Describe the advantage of contemporary marketing tools in sustainable market expansion of a café business.

Richard Peet and Soledad Hanna turned their coffee shop business, Sweet & Coffee, into a flagship brand in Ecuador. Their coffee shops successfully promoted the culture of consuming coffee and sweets throughout Ecuador and grew exponentially to 129 stores. However, Sweet & Coffee faced significant challenges entering new states in Ecuador, with considerable investment in central kitchens and logistics. Despite the challenges, Peet wanted to continue opening new Sweet & Coffee stores across Ecuador. However, owing to Ecuador’s fast-changing and unpredictable external environment, Peet needed to make new adjustments to its marketing strategy to reposition Sweet & Coffee for a bright future. International market expansion was an option.

This case is helpful for advanced undergraduate or graduate courses in marketing and strategy.

Teaching notes are available for educators only.

CSS 8: Marketing.

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

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

Undergraduate, Postgraduate, Executive education.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

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

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

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

Teaching notes are available for educators only.

CSS7: Management Science.

The case was an application of a market demand and supply mechanism and its impact on the product’s price and focus on the following objectives:▪ Analyze the vegetable market in India and the challenges faced by the farmers (tomatoes) using demand and supply concepts.▪ Examine the impact of price elasticity on the revenue of the farmers.▪ Assess the challenges faced by the government in controlling prices of vegetables and food inflation.▪ Evaluate diversification strategies in agriculture to mitigate risk.

The market for tomatoes was highly cyclical because of erratic rainfall, and farmers went through a difficult time, especially when the prices fell below the cost of production. They moved out for crops that had stable prices. They expected government support for price stability. Government and policymakers considered price fluctuations a short-term phenomenon that required limited interventions when prices were high. This case was about Dilip, a farmer who was into farming tomatoes on a large scale in Karnataka, India. He was facing a dilemma as to whether he had to continue or move to other crops because of the low price of tomatoes in May 2023 or to diversify into some small but related business. He was worried at the same time, curious to understand the volatility in the prices of tomatoes, government responses, risks and returns associated with the cultivation of this crop and Agri-supply chain. Based on his understanding, he should make decisions to continue or diversify into some other farming or related business.

This case was written for microeconomics and managerial economics of undergraduate and postgraduate students. This case demonstrates the application of the demand and supply mechanism for a perishable product such as tomatoes. Price fluctuations are common in these markets because of various uncontrollable factors such as rain, pests and natural calamities. The case could show the relationship between the firm’s elasticities and revenue. This case also highlights the policy constraints in controlling the prices in the short run. This case could also be used for understanding macroeconomic concepts such as food inflation and its impact on general price inflation. The students or target audience with a background in the functioning of the markets could very well relate to the concepts discussed.

Teaching notes are available for educators only.

CSS: Entrepreneurship (3); Management Science (7).

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

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

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

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

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

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

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

Teaching notes are available for educators only.

CSS 12: Tourism and Hospitality.

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

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

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

Teaching notes are available for educators only.

CSS 7: Management Science.

The learning outcomes are as follows: understand the concept and importance of UGC in marketing campaigns; analyze the benefits and challenges of incorporating UGC as a marketing strategy; and evaluate the effectiveness of Nykaa's UGC marketing campaign.

The case focuses on Nykaa, India’s premier beauty and cosmetic e-commerce platform, and its innovative use of user-generated content (UGC) in social media marketing. Being a marketing intern, the objective is to critically evaluate the effectiveness of Nykaa’s UGC strategy compared to brand-generated content in terms of reach, engagement and brand attachment. The case examines the objectives behind Nykaa’s UGC campaign, which aimed to leverage authentic customer experiences to build trust, increase brand visibility and drive sales. Students will explore the reasons why Nykaa chose UGC as a marketing strategy. The case also delves into the challenges associated with implementing a UGC campaign. Additionally, the case highlights the role of social media platforms in facilitating UGC campaigns and explores the strategies adopted by Nykaa to encourage customers to participate actively. Students will evaluate the effectiveness of these strategies and their potential applicability to other industries and brands.

The teaching case is aimed at the students of postgraduate academic programs in the areas of knowledge of marketing, social media marketing and digital marketing. The case will help in understanding the user and brand-generated content and how to help companies with its solution.

Teaching notes are available for educators only.

CSS8: Marketing.

The learning outcomes are as follows: first, to understand the significance of Agri-tech solutions in the future of agriculture. (Case Question 1) – evaluate the role of Agri-tech firms in promoting sustainable agricultural practices and enhancing productivity. (Case Question 1); second, to analyze the competitive landscape of the agriculture sector in Sindh. (Case Question 2) – assess how the competitive landscape influences Kissan Madadgar’s market entry strategy. (Case Question 2); third, to analyze and evaluate the strengths and weaknesses of Kissan Madadgar’s existing business model and product range in the context of entering a new market. (Case Question 3); fourth to identify key challenges facing the agriculture sector in Sindh. (Case Question 4) – identify potential opportunities in the evolving agriculture market. (Case Question 4) and assess the impact of challenges and opportunities on Kissan Madadgar’s business strategies. (Case Question 4); and fifth, to evaluate the advantages and disadvantages of different market entry strategies (online platform only, joint venture with international bodies, opening physical shops, developing a model farm, geographical mapping). (Case Question 5) – analyze the strategic fit of these options with Kissan Madadgar’s objectives and capabilities. (Case Question 5); formulate recommendations based on the best market entry strategy for Sindh. (Case Question 5).

In April 2023, Seema, the head of marketing at Kissan Madadgar, journeyed through the lush rice fields of Sindh, contemplating the province’s distinct agricultural landscape. Despite Kissan Madadgar’s success in Punjab, Khyber Pakhtunkhwa and Gilgit Baltistan, entering Sindh presented a set of unique challenges. The province’s linguistic diversity, with various dialects of Sindhi spoken in key agricultural regions, posed a significant communication barrier. Additionally, farmers in Sindh grappled with limited water access, reliance on expensive solar tube wells and crippling debt due to high-interest loans from traditional lenders. Competing against well-established local agro-tech players, such as BaKhabar Kissan and Farmdar, further complicated the task of gaining trust and building brand recognition. Recognizing these hurdles, Seema partnered with Sukkur IBA University to conduct comprehensive research and develop a tailored entry strategy for the region. Potential entry strategies included maintaining an online-only model, forming joint ventures with international organizations, opening physical shops, establishing a model farm and adopting a cluster-wise entry approach. Each option had distinct advantages and challenges. As Seema found herself at the crossroads of decision-making, the urgency to craft a winning strategy for Kissan Madadgar’s entry into Sindh intensified. She knew that understanding Sindh’s unique market dynamics was crucial, as was assessing Kissan Madadgar’s strengths and weaknesses. Amidst strong local competition, Seema pondered the dilemma: Which entry strategy should Kissan Madadgar adopt to ensure not just a successful entry into Sindh but also sustainable growth and competitive advantage in the long run?

Undergraduate and Graduate (first year only)

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CSS 8: Marketing.

After completion of the case study, students will have the ability to identify and apply various distribution strategies in the low-income market segment, to identify how last mile distribution is organized and executed in unconventional market situation and to identify and apply the 4Ps to support low-income market in last mile situations.

Mariam Atinga, the founder and owner of Mariam Special, was a native of Garu in the Upper East region. Mariam Special had specialized in the processing of freshly grown sorghum in the community into sorghum drink alongside some other natural spice additives. The drink was popularly called and known in the Garu community as “Zomkom”. Although there were other women who also processed and sold the drink in the community, the competitive advantage with Mariam Special was on the hygiene and innovative way it was prepared. She was also outward looking and had already made some attempt at expanding her business and passion beyond the community/district and into the villages. This was where her passion and interest caught the attention of a non-governmental organization (NGO) with interest in supporting low incomes in last mile situations. Atinga’s main interest and that of the NGO was hence to develop a route-to-market and associated strategic marketing approaches to reach this type of market or audience in Garu environs in the Upper East region of Ghana.

This case study is suitable for undergraduate students.

Teaching notes are available for educators only.

CSS8: Marketing.