Case studies

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.

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.

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.

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

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.

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

The idea for this case study evolved from the latest technological developments in the UAE and Etisalat’s role in digital facilities in particular. Being one of the Etisalat’s customer, an author wanted to develop a short case study on its resilience approach and strategic focus on digital future. The data for this short case study was collected through published sources, company website, personal visits to some branches of the company and author’s experience and priori knowledge on the topic. The one-on-one interviews with some employees helped to collect the authentic information on the history, nature of company’s business, company’s projects, IT setup and customer happiness centers.

Etisalat has set directions following the development of UAE. Etisalat did not have many challenges, as there are not many competitors in the telecom sector. The significant problems are on customer preferences, employees’ capability and governmental initiatives in technological reforms. Customer preferences refer to the demands in quick service, employees’ capability refers to the company’s response to technical issues, and governmental initiatives refer to connect all entities and different emirates at the federal level. UAE’s new initiatives in innovation, research, artificial intelligence and technological reforms in business are particularly focused on career welfare, organizational welfare and country welfare. The relevant literature on digital future and Etisalat’s approach as cited in the main case would benefit instructors and students. They can relate the major trends of business resilience and digital future with the modern technology management. The literature also connects the business resilience and digital future with the technological aspects as mentioned in the case study.

This case study is best suited for use in business management and technology management courses at undergraduate and graduate levels. The case study is also suitable for use in international business management focusing on business resilience, business intelligence and technology management aspects. The topics related to business resilience and digital transformation would be suitable for discussion. Following are the couple of resources than can be a good idea for some concepts on digital world.

This case was developed using secondary sources, including newspapers, periodicals and academic references.

This case examines tech billionaire Elon Musk’s early moves after taking over Twitter and whether those moves demonstrated strategic leadership. During the acquisition, many people were torn between whether Musk’s leadership would lead to this company’s turnaround or demise. Musk’s early moves after his acquisition provided evidence for both arguments. He conducted mass firings, insisted on long and intense hours from those who remained, and pursued a subscription model that provided user authentication and allowed most banned accounts back on the platform. Many felt these early moves were chaotic, whereas others thought it was necessary. Did Musk’s early moves demonstrate strategic leadership or impulsive behavior?

This case, designed for strategic management or strategic leadership courses at the graduate and undergraduate levels, has been rigorously tested in a classroom setting. It was successfully used with undergraduate business students in a strategic management course, supporting the chapter on strategic leadership.

This case study is based on Amazon, a global e-commerce giant, which is well-known for its extensive product range and customer-centric approach. The nature of the research is exploratory. This study is purely exploratory in intent. Secondary sources such as reputable newspapers, blogs, websites and trade publications were used to compile the information and write this case.

Amazon India’s innovative Storyboxes packaging initiative has transformed the online shopping experience by integrating compelling stories of sellers into the delivery process. This case study explores the rationale, implementation and impact of the innovative approach on customer engagement and the seller community. By featuring QR codes and images of sellers on the packaging, and directing customers to their narratives on Amazon’s platform, the initiative fosters a deeper connection between buyers and sellers. To enhance customer loyalty and adapt to the dynamic e-commerce landscape, Amazon must navigate the challenge of fostering intimacy through unique initiatives like Storyboxes, while also maintaining the effectiveness and reach of its traditional methods. The solution lies in finding a strategic balance that upholds the brand’s core values and meets evolving customer expectations amidst a competitive market environment.

This case is structured for Undergraduate, Postgraduate, MBA Programs.

This paper aims to draw its foundation from primary and secondary data sources. The primary data were derived through extensive interviews with the case protagonists and close observations of the settings and situations described in the case. These were further supplemented by secondary data, collated to enhance the depth and context of the case, aiding in a more comprehensive understanding for the reader. ChatGPT was used in rewriting some sections of the case and in developing the instructor manual, particularly with ideation and ideal student answers. The research team very carefully scrutinized and heavily edited all sections to ensure correctness.

This case chronicles the journey of two close friends, Sean and Connor, from their time as finance students at Brigham Young University (BYU) in Provo, Utah to budding entrepreneurs within the community. Anchored in their passion for Indian cuisine, they envisioned Mumbai Express as an innovative culinary enterprise seeking to offer authentic Indian food through an affordable quick-service model. They aimed to address common pain points often associated with restaurant dining, particularly in the local community. Internal factors such as developing their signature dish, Chicken-Tikka-Masala (CTM) and external factors such as COVID-19 created barriers for Mumbai Express along the way, including opening the restaurant and keeping it afloat. Reflecting on why the restaurant closed, students will be challenged to step into the shoes of aspiring entrepreneurs to understand the dynamics of Mumbai Express’ ultimate failure.

This case is well-suited for use in sophomore or junior undergraduate courses in entrepreneurship, especially those emphasizing concepts like the minimum viable product (MVP) and differing emotional equity within partnerships.

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.

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.

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.

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.

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.

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

Teaching notes are available for educators only.

CSS 1: Accounting and Finance.

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.

Teaching notes are available for educators only.

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.

Teaching notes are available for educators only.

CSS 2: Built Environment.