Case studies

After reading this case students will be able to understand the role of General Environment analysis in strategic decision-making; to understand the use of different models such as Porter’s Five Forces, SWOT and resource-based view; and to enable graduates to apply different strategies such as business level and growth strategies and environmental analysis to any company or industry on their own.

Pizza Town Sukkur, once a popular spot for delicious pizzas, was facing a tough situation. New competition was threatening its success, and the manager, Mr. Faisal Gul, was torn between sticking to old ways or trying new ideas. A surprise invitation to a special industry summit added excitement but also uncertainty. The restaurant, started by Honey Bhai in 2007, used to be a hit, but now it struggled with challenges like not having online ordering and falling behind in marketing. Other pizza places in Sukkur, like Pizza Mart, Pizza King and Pizza Grill, were giving tough competition. The story unfolded in the lively setting of Sukkur's food scene, with Pizza Town at a crossroads – whether to embrace change and technology or risk fading away in the face of new rivals.

Undergraduate and Graduate

Teaching notes are available for educators only.

CSS 11: Strategy.

After completion of the case study, students will be able to understand the service offerings within the nascent electric vehicle (EV) sector and end-consumer needs of EV charging services, understand the reasoning behind Sunfuel Electrics (SFEs) prioritisation of destination charging for their first go-to-market (GTM) strategy and appreciate SFE’s use of community marketing and alliance partners to execute its various strategies. Connect game-theory with the proposed strategies.

SFE was an early start-up in EV charging space. The co-founders believed that any success would hinge on their ability to play a differentiated game and carve a distinct yet profitable niche in the EV charging arena. SFE deliberately focussed on “destination charging” and identified a segment that they were confident of making a difference: the discerning high-end consumer. Soon, SFE’s success caught the eye of its deep-pocketed competitors who also entered the same space. As a single service company, the co-founders set in motion a back-up plan and identified three new strategic thrust areas to maintain SFE’s competitive edge. The first involved entering the city charging segment, and the second was a pioneering concept branded “E-Trails” targeted at a community of EV owners who were motor enthusiasts. Thirdly, SFE conceptualised an EV-Roadhouse concept, promising a full-bouquet of select premium services at a pit-stops along the highway. The co-founders needed to test which and to what extent would these initiatives would translate into real gains and if returns were commensurate with investments and SFE’s ability to deliver a scalable consistent experience. Specifically, if these proposed asset-light avenues added the required heft to their GTM strategy.

This case study is suitable for post-graduate students in marketing, strategy, entrepreneurship and sustainability courses.

Teaching notes are available for educators only.

CSS 8: Marketing.

This case is based solely on secondary, publicly available information. Sources include the X social media platform, Anna Maria College’s (AMC) website and the Massachusetts-based Spectrum News.

AMC administrators knew student-athletes held a stake in the institution’s success. After all, over 40% of the College’s students played on its 13 Division-III (D-III) teams, which meant a significant portion of the private institution’s tuition and student fees were paid by student-athletes. But student-athletes were not AMC’s only stakeholders. In Spring 2024, this came to a head when the College found itself intervening as a faculty member and his student-athletes struggled to communicate with one another. AMC administrators were left wondering: How should they reconcile the competing needs of their diverse stakeholder groups?

This case and its accompanying teaching note are appropriate for lower-level undergraduate organizational communications classes that explore how stakeholder theory can drive messaging development. The case was tested in the classroom with upper-level undergraduate students in a strategic managerial communication course. It was embedded in a unit that focused on stakeholder management and communication, and it should be a prerequisite to a unit in which students build on the case’s content to develop full, multi-touch communication campaigns.

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

The case “Maggie Timoney of Heineken: Shattering the Glass Ceiling and Forging a New Path,” traces the career of Maggie Timoney (Timoney) (she), the CEO of Heineken USA (HU) – a subsidiary of Dutch multinational brewing company Heineken N.V. (Heineken). The case starts by documenting the early life experiences of Timoney that were thought to have shaped her thinking and strategic capability. It then describes in detail the 25+ years of her career at Heineken, wherein she held several senior positions and worked in various global offices of Heineken. Timoney had a leadership style that was transformational, collaborative and inclusive. In 2018, she was made the CEO of HU and consequently, she became the first woman to hold the top position at one of the top five beer companies in the USA.

The case then describes in detail the challenges she faced as the CEO of HU, which led her to formulate various strategies. Timoney brought innovation to Heineken’s core brands to meet customer needs and follow industry trends; diversified into new market segments; served new consumption occasions; and reached out to the customers through novel marketing strategies. Timoney did achieve excellent business results at HU, but the decline in the global beer industry was still a tough challenge. Having broken gender stereotypes and become a role model through her leadership capability, can Timoney put HU on the path of sustainable future growth?

The case is intended for use in teaching the subjects, “Leadership Skills & Change Management,” “Organizational Behavior” and “Organizational Development: Diagnosis and Interventions” in both graduate and postgraduate programs.

After studying and analyzing this case, students will be able to evaluate the strategic alternatives for growth for a small entrepreneurial business in an emerging market, analyze the trade-offs between maintaining continuity and change in the growth strategy adopted by an organization and synthesize an appropriate growth strategy for managing the trade-off between continuity and change in an organization.

It was late April 2022, and Mohammad Hamza – the founder and marketing head of Engineering & Environmental Solutions (E&E Solutions) – disconnected the call of his sales manager. His mind was fixated on how to craft the strategy for the next phase of the company’s growth. The deadline for their biggest tender was at the end of May 2022. Should he commit all the company’s reserves to this project or pursue global markets? Launched in 2015, E&E Solutions had come a long way from being a start-up with just one product to a full-blown manufacturer and environmental monitoring equipment service provider. Growing pollution and strictness in compliance propelled the demand for environmental monitoring equipment in India, poised to reach $342m by 2025. E&E Solutions leveraged its technological capabilities in Internet of Things and sensors producing low-cost monitoring equipment to gain an edge in an evolving market and bootstrapped its way to almost $5m annual turnover in 2021. However, the last review meeting brought many concerns for the next growth phase. E&E Solutions had so far focused on the domestic market, catering to the demands of private as well as government clients. A significant cause for concern had been the small order size of private players, averaging $2,000 and a lower net margin of 8%. Moreover, the company had been missing out on opportunities to bid for large government contracts owing to stringent bidding credentials required (such as turnover of at least 50%–80% of the project value and previous similar order experience with a range of at least 70% of the project value). Furthermore, the COVID-19 pandemic had stalled their efforts to tap a promising global environmental monitoring market (predicted to be $44bn by 2030). As Hamza and his team sat in their board room for a discussion, they had two alternatives. Either continue focusing on the domestic market, especially the big government contracts (more than $12m order size) or explore the markets in other emerging economies with demand for similar products (such as Middle East and North Africa region) more aggressively. Hamza was, however, wondering if they could do both, for he knew that to qualify for big government contracts, they needed to scale up. He was also getting restless after missing his target of reaching $20m in five years, especially since India’s ecosystem for start-ups and the small business sector had witnessed favorable policies and support from the government. He started pondering how to leverage his organization’s strengths and continuities to achieve the required pace and scale of change. His thoughts wandered around dividing the cash reserves of $500,000 to fuel growth without reducing the R&D budget. After all, R&D has been E&E Solutions’ forte since its inception and has been pivotal in creating its differentiation.

This case study can be used for core strategic management course at the undergraduate and graduate level of management programs. It can also be used in advanced strategy courses like strategic change, entrepreneurship and small business management offered in MBA programs.

Teaching notes are available for educators only.

CSS 11: Strategy

After completion of the case study, students will be able to understand the format of for-profit social enterprise working for menstrual hygiene sustainability and its contribution toward U.N. Sustainable Development Goals, to appreciate the company’s alignment with the triple bottom line framework, to analyze the blue ocean mechanism that the company has developed to create an impact and to critique the strategies the Asan Cups company could adopt to increase its market share and growth.

Asan Cups was a for-profit social enterprise founded by Ira Guha in 2021. The company crafted reusable menstrual cups from liquid silicone, sporting a patented design in India, the UK, Europe and the USA. Successfully retailing its products in India, the UK and Europe, Asan Cups operated on a bootstrap model with a compact team of four, led by its visionary founder. From the get-go, the company embraced a compelling 1-for-1 donation initiative. For every cup sold, Asan Cups generously donated another to women who could not afford it. Collaborating with nongovernmental organizations, schools, educational institutions and social workers, the company spearheaded campaigns to heighten menstrual hygiene awareness. This proactive approach aimed to boost the acceptance of menstrual cups among rural women and championed the cause of environmental sustainability. The company did not just stop at providing an eco-friendly alternative. Asan Cups fervently educated the masses on the detrimental environmental impact of traditional disposable period products like sanitary pads and tampons. Fast-forwarding to 2023, Asan Cups had garnered approximately 30,000 users, with the adoption rate steadily climbing. The company strategically used an education-intensive model to foster awareness about period products in collaboration with partners nationwide. However, being a for-profit entity, the founder, Guha, was at a crossroads. Balancing the need for profitability, there was mounting pressure to explore additional revenue streams and expand operations and market reach. The dilemma loomed large: opt for a quicker marketing strategy or stay true to the company’s foundational education-centered approach. This case study delves into the dynamic strategies, impactful operations and growth scenarios Asan Cups navigated since its inception. It examines the pivotal choices faced by the founder and explores potential strategies for sustained growth.

This case study can be used at both undergraduate and master’s levels. The case study will be handy for strategic management and business strategy courses and can also be used for social entrepreneurship, marketing and entrepreneurship courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

This case study involves interviews with radiologists of various hospitals and with company personnel. Both primary and secondary data sources have been used. The first-hand perspective from the radiologists highlighted the challenges they face concerning time and the patient load. The company personnel highlighted using machine learning for used cases to make the platform more robust and accurate. This case has been tested with MBA students.

An emerging health-care artificial intelligence (AI) start-up, DeepTek.AI, wants to expand its reach in the radiology market. The company intends to leverage technology to assist radiologists in diagnostics. India's health-care sector faces the challenge of needing more trained doctors and nurses to meet the ever-increasing needs of patients. This case study revolves around the radiologists' concerns about implementing the new technology and its ease of use. The features and benefits of integrating AI in diagnostics are the need of the hour, but the reliability of results needs to be ascertained for adopting it.

This case was written for marketing applications and practices, trends in marketing, marketing strategy and technology adoption in marketing courses at the post-graduate level. Consumer adoption of finance, hospitality, travel and health-care technology is vital for increasing the company's market share and growth prospects. The students will have an opportunity to understand the challenges and the opportunities.

After completion of the case study, the students will be able to define and compute equivalent units of production, apply management accounting procedures for manufacturing businesses (Furqani Sugar Mills), calculate product cost and track product cost flows and prepare process cost summary using the weighted average method. By studying this case, learners will gain insights into the challenges and financial complexities faced by a sugar mill and how strategic decisions and economic analysis can impact the sustainability and profitability of such businesses.

This case study explained the problem Mr Zoraiz, chief financial officer (CFO) of Furqani Sugar Mill, was facing. The problems started in the month of November 2020. Mill’s owner Mr Jabbar asked him for suggestions that employees should not be laid off. So he was analysing and estimating the cost of production when increasing production. He was focusing on cost reduction in process or increasing production, and utilization of resources efficiently and effectively. This case study focused on the market segment of the sugar industry for process costing. Furqani Sugar Mill, founded in 1992 in Pakistan (Company Document), had a noble mission to improve the lives of local peasants by producing sugar and molasses. Pakistan heavily relied on agribusiness, particularly sugar production, which contributed significantly to manufacturing. However, Furqani Sugar Mill faced a dire situation despite its vital role. During the sugarcane season, it struggled due to a shortage of raw materials, primarily sugarcane. Zoraiz, the CFO, grappled with running the mill below total capacity in recent years due to two significant issues: government-fixed sugar prices and limited sugarcane supply from local farmers. The high cost of sugarcane hindered Zoraiz’s desire to operate at total capacity. Zoraiz, Furqani’s CFO, must decide what he can do so that the mill can operate at its total capacity. The future of Furqani Sugar Mill hung in the balance as Zoraiz navigated complex financial decisions while striving to uphold the mill’s legacy and commitment to the local community.

This case study is suitable for teaching in several modules, notably managerial accounting and control systems, management accounting decision-making and cost and management accounting. Specifically, it covers performance management and process costing in management accounts. It is appropriate for teaching at the undergraduate and postgraduate levels.

Teaching notes are available for educators only.

CSS 1: Accounting and finance.

After completion of the case study, the students will be able to explore the challenges involved in growing a business during its early stages inorganically, discuss the challenges faced by start-ups in their quest for growth in an emerging market, investigate the reasons behind the mergers and acquisitions, comprehend the issues in the merger of a start-up and a conventional bank, identify the various possible synergies out of the merger and examine the growth strategies that a troubled start-up such as Slice can follow to survive and expand its business operations.

The case study discusses the challenges that Slice, a modern fintech organization, and North East Small Finance Bank (NESFB) face due to the changing business and regulatory environment. After working tirelessly to earn the trust of India’s banking regulator, Slice got the approval for its merger with NESFB. While Slice and NESFB got a new lease of life after the approval of their merger, Rajan Bajaj, founder of Slice, needed to make the merger a success by leveraging on the strength of the combined entity and meeting all the lending and other regulatory requirements applicable to small finance banks.

This case study is suitable for MBA/MS/BBA/BS students.

Teaching notes are available for educators only.

CSS 11: Strategy.

This case study is based on primary data collected through interviews with the company’s founder and CEO. It also includes secondary data collected through the Glassdoor job search and career community site. The names of the company and the employees have been disguised. However, the figures included accurately represent the primary data and the quotes are directly from the company representative.

When it was founded in 2009, employees were excited about the prospect of working at Wombat alongside its founder and CEO Dan Wallace. They had looked forward to making a difference in the lives of college students with the company’s higher ed-focused digital communication platform. But by 2022, Wallace could not ignore the significant change in these employees’ attitudes. Anonymous feedback pointed to employees’ commitment to Wombat having wavered, and employees’ reception of post-COVID organizational changes had become concerningly critical. Though he knew enough to be concerned, Wallace felt unsure of how to move forward based on the anonymous feedback alone. He was left wondering: how should Wombat communicate with employees to boost their attitudes and strengthen their commitment while making the hard decisions that best serve the company?

This case study is appropriate for upper-level undergraduate and graduate students in organizational communication courses. It can constitute the employee communication module in a class that surveys strategic managerial communication, or it could be used as one of many examples in a course specifically focused on the internal communication component of the discipline. Students will need an understanding of communication theory, specifically interpretive organizational communication theory, to grasp the complexities of the case. While the focus company is in the educational technology industry, the themes presented are faced by companies of all sizes in all sectors.