Case studies

The case was written using information and data from secondary sources. It describes real people and the situations experienced by them. It does not use any fictitious names, scenarios or organizations.

The case study “Melanie Perkins: Poised to Redesign Canva from Tech Unicorn to Tech Giant?” describes the entrepreneurship journey of Melanie Perkins (she) (Perkins), the CEO of Australia-based tech unicorn and graphic design company, Canva Pty Ltd. (Canva). The case starts with a brief look into Perkins’ background and documents her entrepreneurial spirit, which, at the age of 19, led her to identify a hitherto unserved market (yearbooks) in the graphic design industry and offer an online design system through her venture, Fusion Books (Fusion). Fusion was completely bootstrapped and became a runaway success within five years. That encouraged her to envision setting up a one-stop-shop design site that would make design accessible to everyone.

However, when she tried to raise funds, Perkins encountered multiple rejections from venture capitalists. She persevered and continually refined her strategy. Eventually, she managed to raise venture capital funding and establish her design startup, Canva, in 2013. Canva then went on to disrupt the graphic design industry. The case describes in detail the reasons for Canva’s success, which went on to be one of the few profitable unicorn start-ups. The case also throws light on how Perkins used Canva as a tool to change society with her two-step plan. Despite its market success, Canva faced heavy competition in the design and publishing space from well-established players. Can Perkins challenge the competition and ultimately make Canva a software giant in the future?

The case is intended for use in teaching the subjects “Entrepreneurship Development,” “Business Strategy,” “Leadership Skills and Change Management” and “Positive Psychology for Managers” in both graduate and post-graduate programs.

This case was researched using publicly available sources, including Mercury Systems financial filings and press releases, news stories about the seasoned equity offering, financial information from Bloomberg and industry information from IBISWorld Industry Reports and articles related to seasoned/secondary equity offerings, intangible asset valuation and the use of revolving lines of credit. Quotes are taken from Mercury financial reports and press releases and express the (optimistic) opinions of company executives.

Mercury Systems, a technology company in the aerospace and defense industry, announced a six million share seasoned stock offering in June 2019. This resulted in a 6% stock price decrease. A stock price decrease is a typical event when a firm announces the issuance of new common shares, but with Mercury Systems, there were concerns about how much money the firm needed to fund its strategy of growth through acquisitions. If internally generated funds were not sufficient, should the firm issue debt or have another seasoned equity issue? Students will look at the objectives and success of the most recent seasoned equity issue, determine future funds needs and how the firm should finance these needs.

This case is appropriate for undergraduate and graduate students in corporate finance electives. Typically, topics such as seasoned equity offerings are not covered in introductory courses, so this is recommended for finance electives. Even in advanced finance courses, sometimes there is insufficient time to cover seasoned equity offerings.

The data for the case is a mix of both primary and secondary data, from the following sources: – personal interviews with the protagonist, Sofana Dahlan; – Tashkeil website; – official documents provided by the company: ■ “Tashkeil – Corporate Brief,” ■ “Saudi National Creative Initiative – Activities Report 2016”; and ■ “Tashkeil Global Company”. – published media sources.

The case outlines the story of Sofana Dahlan (Sofana) (she/her), a social entrepreneur and one of the first few women lawyers in the Kingdom of Saudi Arabia. She established Tashkeil as a social enterprise, helping creative entrepreneurs (creatives) with strategic, operational and legal inputs, thus enabling the creative industry in different parts of the Arab world, focussing on Saudi Arabia and Lebanon. Her story can be used to inspire students on how a female entrepreneur fought against an extremely restrictive social and cultural environment and achieved her goals. It helps them to understand the challenges faced by women in the context of the Arab world and the key attributes required for them to succeed as an entrepreneur, especially in the context of certain social and cultural barriers. It also helps to understand the importance of resilience in entrepreneurs and to discuss how entrepreneurs can become more resilient.

The case can be used mainly in undergraduate Business Management Programs in courses such as Entrepreneurship, with specific reference to Women Entrepreneurship. The case would be a good fit for courses on Social Entrepreneurship and Creative Businesses.

The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary sources were available.

This teaching case is designed for students to demonstrate their mastery of industry-level analysis in the emerging space tourism industry. It allows students to understand what constitutes the industry within the broader space sector and to apply analytical tools such as PESTEL and Porter’s Five Forces, with the option to discuss strategic groups. Students gain insights into how the industry is evolving within its broader environment and how companies could respond or differentiate themselves. Information is also provided for students to consider the broader social impact of a relatively new industry from the perspective of sustainable development.

The case is written for undergraduate and graduate students enrolled in strategic management courses. The case placement is ideally in conjunction with industry-level analytical frameworks such as Porter’s Five Forces, PESTEL analysis, strategic groups (optional) and industry life cycle. Most strategic management textbooks cover these concepts in the first few chapters. For example, “Strategic Management, 14th edition” by Hill, Schilling and Jones (2023) covers these topics in chapter 2. Given that space tourism is an embryonic industry dependent on technological innovation, instructors might also use this case in innovation or entrepreneurship-related courses. This case could also be used to address critical issues, such as sustainability, in tourism management courses.

Data used to develop the case included primary data from employees and leaders of AJE, a Peruvian-based beverage products manufacturer. The case company is not disguised; actual employee names and titles are used. The company provided financial and product data and photos.

The AJE Group’s initial launch of its Amayu Peruvian superfruit drinks into the American market, in partnership with Amazon, fell short of company expectations. Company leadership sought to reevaluate their strategy and determine how to modify their approach to achieve a higher level of success. They were considering whether a “blue ocean” strategic approach, which they successfully implemented in the past in the Peruvian market, might work in the US market.

This case is designed for an undergraduate international business or strategic management class. With the financial data, the case is also comprehensive enough to serve as an early case on international business in the strategic management capstone course. Before completing the case, business students should complete principles courses in the business core including marketing, accounting, finance and management.

None.

The case study follows Ann’s journey towards entrepreneurship, focusing on the challenges she faced and how early educational interventions influenced her life decisions. Despite numerous obstacles, Ann’s perseverance, bolstered by her family’s support and her passion, led to her successful reintegration into academia and the launch of an entrepreneurial venture in the UK. Her story highlights the dilemma of balancing educational attainment with entrepreneurial aspirations, especially for at-risk students. Ann’s experience prompts critical discussions about the intersection of education and entrepreneurship, the importance of experiential learning and the role of mentorship in realizing business ideas. The nurturing environment of her business school, through guest lectures and real-world success stories, played a significant role in shaping her academic and professional outlook. This case raises essential questions about the role of higher education in fostering entrepreneurial skills and integrating experiential learning within academic curricula. Ann’s journey exemplifies the power of resilience and determination in overcoming systemic and entrepreneurial challenges, particularly for women facing similar struggles. Her story illuminates the multifaceted process of turning a personal experience into an entrepreneurial opportunity, emphasizing the critical role of mentorship and support networks in developing a viable business idea.

This case study is best suited to undergraduate and graduate students enrolled in management and business-related courses that focus on entrepreneurship and entrepreneurial education. The case study is relevant in various business disciplines as it informs students of the process and challenges related to business start-ups and acquiring related capabilities. Instructors are encouraged to have students read the extensive reference list provided at the end to broaden their understanding and knowledge of entrepreneurship, including its processes, context and practices.

Following a discussion of the case, students should be able to analyse competitive dynamics: provide an in-depth critical analysis of Ilco Farming’s microenvironment, using the structure–conduct–performance framework; evaluate strategic positioning: conduct a SWOT analysis of Ilco Farming’s medicinal cannabis business; and develop strategic approaches: propose actionable strategies that would provide effective solutions to the problem of constrained market conditions currently faced by Ilco Farming.

Coenie and Ilse Venter established Ilco Farming, a cannabis farm located in the Viljoenskroon district in the Free State province in South Africa, in 2021. From the beginning, they poured their hearts and souls into their new venture, which soon paid off. A few short months after Ilco Farming began operating, despite the presence of other large competitors, Ilco Farming supplied a large share of the domestic medicinal market with flower heads. But then an unexpected challenge presented itself. In March 2023, Ilco Farming was operating at only 23% (600 m²) of its production capacity of 2600 m² and had considerable room for growth, the local market – at least the local legal market – for cannabis began to show signs of saturation. Coenie and Ilsa found themselves at the proverbial crossroads, grappling with the crucial decision of how to secure their farm’s future in the face of a fast-saturating local (legal) cannabis market and a thriving (illegal) black market. Coenie and Ilse refused to entertain the idea of going the black market route, as they were unwilling to risk losing their operating licence. They calculated that the farm would reach breakeven point within the next two years, with profits unlikely during this period. Should they persist with their current strategy of producing high-quality products and delivering a superior service in the hopes of growing their market share? Or should they consider other strategic options? Coenie and Ilse were sitting at their boardroom table having a cup of coffee and looking out of the window at Ilco Farming’s impressive SAHPRA- and GAP-approved warehouse and tunnels. “What should we do?” they both wondered.

The case study can be used in postgraduate courses in microeconomics (PGDIP/MBA) and agricultural economics (PGDIP/MBA).

Teaching notes are available for educators only.

CSS 5: International business.

This case study is tailored for audiences engaged in subjects such as entrepreneurship, strategy and foundational marketing principles. The academic focus aligns with the business model conceptualized by Osterwalder and Pigneur. This case study targets both undergraduate and graduate students at the university level, catering to interdisciplinary groups enrolled in courses related to entrepreneurship, strategy, marketing fundamentals and more. The objective is to equip students with the skills to construct diverse business models based on various potential alternatives. This case’s adaptable design and straightforward cost and revenue formulation facilitate comprehension for nonbusiness students, enabling them to grasp the multifaceted dimensions of a business model and project figures using basic arithmetic.

Fookifun emerged as a company born from Mrs Alejandra Padilla’s insightful grasp of the market. With the initial investment from her husband, she initiated a venture focused on delivering high-quality theatrical performances for children in the city of Barranquilla, situated in the northern region of Colombia. This narrative unfolds through early scenarios, illustrating the strategic decisions made by the entrepreneurs and the meticulous calculation of their costs and expenses. Alejandra steered her enterprise from 2014 to 2017, navigating through various alternatives and their associated costs. The narrative delved into 2017, depicting Alejandra’s pivotal decision-making process. Faced with the challenge of insufficient profitability, she contemplated the sustainability of the business. This period prompted her to reassess whether to persist with modifications or relinquish the venture altogether. The crux of Alejandra’s dilemma laid in the business’s meager profitability, which failed to generate adequate income for sustainability. It became imperative for her to make informed decisions, identifying modifiable variables within the business model and assessing their potential impact, particularly on the income generation model. This case study is tailored for audiences engaged in subjects such as entrepreneurship, strategy and foundational marketing principles. The academic focus aligns with the business model conceptualized by Osterwalder and Pigneur.

Given the characteristics of this case, it can be used for the teaching and learning of business or business administration, marketing, economics or related students, at higher or postgraduate levels (graduate school).

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

The case study is based on field data, including in-depth semi-structured interviews with the main protagonist and related stakeholders of a large government hospital in Western India. After informed consent, the interviews with the stakeholders were conducted, transcribed and analyzed verbatim. In addition, secondary data from policy reports, newspaper articles and government websites was used to create the case. Since the protagonist works in the government system, her identity and other identifying information are disguised to maintain confidentiality.

The case study investigates the leadership challenges in a healthcare facility/hospital in public health. It traces the evolution of Dr Meena Sharma (Dr Meena), a leader in the government hospital ecosystem facing challenges such as infrastructural deficiencies, manpower deficit, healthcare bureaucracy and heavy patient load. This first-generation medical practitioner who transitioned from a private practice to a governmental one juggles balancing her demanding clinical practice, administrative responsibilities and teaching in the government hospital with her family responsibilities setup. However, in the wake of the upcoming LaQshya – Labour Room Quality Improvement Initiative by the Ministry of Health & Family Welfare, she strives to put together and motivate her team to work toward improving the quality of care during delivery and the immediate postpartum period at her hospital. Various issues arise in the organizational leadership for a woman leader such as adopting appropriate leadership style and using appropriate motivation and communication strategies for optimal performance.

The case study is aimed at teaching/training a) departmental heads of public and private hospitals, b) health program managers at higher and middle-level leadership roles, c) health policymakers at various levels in the government and other organizations and d) graduate and postgraduate students of public health, hospital management/administration. In addition to this, it can also be used for general management programs to teach organizational behavior, communication and leadership courses.

The data used in the case are collected through both primary and secondary sources. The interview method was used to collect data on the experience of the protagonist on visiting the expo and details about the Expo was collected using secondary sources.

The case study examines the success factors of initiatives implemented by the Dubai Expo 2020 team, with a focus on sustainable transportation, energy efficiency, people-centric spaces, biodiversity preservation, water efficiency, waste management, green building and communication. Even though not all objectives were met, the overall progress demonstrates a strong commitment to sustainability and positive effects on environmental, social and economic aspects. In addition, the case study demonstrates how businesses can incorporate social and environmental factors into their decision-making processes, supply chain management and responsible procurement practices. It highlights the significance of sustainability in business operations, stakeholder collaboration and continuous improvement. In addition, the case study provides innovative business models and practices that promote circular economy principles, waste reduction, resource efficiency and inclusivity. This case provides business students with valuable insights into successful sustainability initiatives and strategies for creating a more inclusive and equitable economy.

This case study is appropriate for intermediate undergraduate students in their third year or postgraduate students in their first year, particularly those enrolled in courses on sustainability, operations management, strategic management, supply chain management and corporate social responsibility. The case study is designed to enhance cognitive skills by analyzing and evaluating real-world examples of successful initiatives in sustainability, energy efficiency, people-centric spaces, biodiversity preservation, water efficiency, waste management, green building and open communication. It also aims to develop affective skills by fostering a commitment to sustainable practices and psychomotor skills through practical applications and projects. By analyzing these initiatives, students can comprehend how businesses can integrate social and environmental factors into their decision-making processes, supply chain management and responsible procurement practices to create a more inclusive and equitable economy. In addition, the case study introduces innovative business models and practices that promote circular economy principles, waste reduction and resource efficiency while fostering economic inclusion and equity. Overall, the case study equips students with the knowledge and motivation necessary to drive sustainable change within organizations and contribute to a more sustainable and equitable future.