Case studies

This case study draws on secondary sources, which are cited in the case and included in the “References and Other Supporting Materials” section of the teaching note, as well as a semi-structured interview with the case’s protagonist to accurately portray the context, considerations and competing interests necessary for students to make an evidence-based recommendation about 5 Generation Bakers’ future. The case protagonist (Scott Baker) gave the author team written permission to use identifying information from the interview. As such, the authors made no attempt to disguise any names or facts pertaining to this case. As a descriptive incident, it illustrates widely used theoretical concepts and models. The case provides students the opportunity to identify theoretical concepts and practical management strategies moving forward in academic and management settings. No AI was used in writing either the case or teaching notes.

Scott Baker, owner of 5 Generation Bakers in McKees Rocks, PA, found himself in a difficult position in October 2015. Needing to find a new facility to expand his bakery business and meet the needs of the modern bakery industry, Scott was on his way to a meeting with officials from Cranberry Township promising a sleek, modern facility in an area with lower taxes and promising access to transportation. This tempting offer came at a cost: uprooting his loyal employees and abandoning McKees Rocks after several decades of his family operating a bakery there. On that October day, a twist emerged – the newly vacant lot of a recently closed Bottom Dollar store offered a chance to expand locally. Now, the family business owner had to decide: pursue the new facility in Cranberry, or revitalize his business and stay local. This case is widely applicable but is most directly relevant to modules related to ethics, corporate social responsibility, family business dynamics and stakeholder management analysis in management and leadership courses.

This case is most applicable to business students at the undergraduate or graduate level in entrepreneurship, business strategy, ethics, or related fields. The case is particularly relevant for modules in decision-making, corporate social responsibility, stakeholder management and family business dynamics.

Primary and secondary data were used to prepare this case. For primary data, the company’s owner was interviewed on multiple occasions. The authors also used Vino Mundo company materials, websites and internal reports in developing the case. Other secondary data sources were used to obtain information on the external environment, industry, demographics and market. Secondary data sources included the World Bank, INEC and Urban and Cities Platform data sets.

Vino Mundo was a restaurant and event space in a beautiful mountain villa outside of San Jose, Costa Rica. It offered international cuisine and wine. The founder and owner, Guillermo Aguilar, faced challenges with sustaining and growing his business in the wake of the global pandemic in 2022. Although he had a strong vision for Vino Mundo, he needed to revisit his strategic plan, especially in marketing. He had many decisions to make in 2023.

The case is primarily designed for upper-level undergraduate and graduate marketing courses. It is well-suited for subjects such as marketing management, entrepreneurial marketing, marketing in emerging markets, family and small business marketing and global marketing. It covers topics including marketing strategy and tactics, new product development, segmentation, targeting, positioning, strategic marketing management, family businesses and emerging markets.

Data is gathered from published sources, informal chats with umbrella buyers and sellers in Alleppey and social media posts.

In Kerala, where monsoons dominate life, umbrellas are more than just a rainy-day essential – they are cultural icons. Enter the fierce, yet friendly rivalry between Popy’s and John’s Umbrella Marts (small and medium enterprises), two homegrown brands that captivated the state for nearly three decades. What began as a simple necessity has turned into an innovation race, with quirky designs such as umbrellas with fans, GPS trackers and even selfie sticks. Behind this playful competition lies a story of family ties, smart marketing and competitive economics. It is only in Kerala that umbrellas transitioned from a commodity to a product. Cousins-turned-business-competitors Joseph and Davis Thayyil have transformed the humble umbrella into a symbol of identity and nostalgia for Malayalis. Their creative strategies not only captured markets but also redefined what an umbrella could be. How Popy’s and John’s umbrellas took advantage of Kerala’s unique monsoon season to drive product differentiation and establish themselves as household names for the last thirty years is a case to be explored.This above is presented as a case that draws data from published sources as well as from Kerala markets using unobtrusive methods.

This case is suited for MBA students specializing in marketing or organization theory and can be adapted for introductory marketing courses (BBA/MBA) focusing on regional branding and marketing mix.

This case is written on the basis of available secondary data sources including news articles, book chapters, video (YouTube) interviews, research papers and industry reports.

The case study examines Taylor Swift’s professional journey from her debut in the mid-2000s to the present, highlighting her notable accomplishments as a singer-songwriter and entrepreneur. Swift’s success in music, evident through chart-topping albums, sold-out tours and strategic partnerships, positions her as a significant figure in the industry. However, her primary challenge involves maintaining relevance and staying ahead in a continually evolving environment. To sustain her leadership role, Swift must consistently innovate across music, public image and promotional approaches. This entails adapting to changing trends, using digital platforms for increased audience engagement and exploring themes such as audience connection, brand evolution, effective marketing and the ongoing pursuit of competitiveness and influence amid dynamic market conditions. This case delves into Taylor Swift’s evolution as a multifaceted entrepreneur, exploring her strategies to merge personal values with commercial success while navigating public scrutiny and market demands. It highlights her strategic use of social media, engagement with controversies and carefully crafted personal brand to maintain her global influence.

This case may be taught in advanced undergraduate level courses or graduate level courses such as MBA. This case is appropriate for students studying entrepreneurship, marketing and business strategy.

After completion of the case study, students will be able to understand the importance of cultivating the ecosystem of a social enterprise and how social entrepreneurs may use them to leverage their success; analyze the rationale of profits for social enterprises; understand the meaning of social franchising and explore the mechanisms for expansion and sustainability of the café; and assess the impact of the social enterprise in terms of advocacy, awareness and implementation at the field level.

This case study aims to provide insight into the sensitive issue of acid attacks and aims to provide an understanding to the struggles of a social enterprise which has a mission to fight for the rights and the betterment of the lives of the acid attack survivors. It delves in to philosophy, business model and the potential future strategies of Sheroes Hangout café which is a project of the Foundation committed with providing decent employment opportunities to the acid attack survivors by providing them treatment, training and rehabilitation. This case study delves with the problem of the co-founders of finding that unique business model which would ensure expansion and sustainability of the café without compromising the core mission of the café – the upliftment of the acid attack survivors.

This case study is suitable for undergraduate students.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Students will learn to:

1. Assess the hiring challenges of HR managers in emerging markets.

2. Illustrate the application of generative artificial intelligence (GenAI) tools in the hiring process of new ventures.

3. Evaluate the effectiveness and challenges of technology-based hiring.

The case study centres on Hamada Tea Co. Ltd., exploring its hiring challenges in emerging markets. The protagonist, Hema, the company’s executive director, is grappling with whether to invest in GenAI-based hiring tools or continue with the manual scouting process. The case highlights her journey in recruiting a retail sales executive, providing a detailed look into the hiring difficulties unique to new ventures. Designed for students interested in understanding recruitment processes, this case aims to teach the complexities of hiring in new ventures with resource constraints. Through this case, students can examine how GenAI can potentially overcome these challenges and enhance the effectiveness of hiring processes.

This case can be used for undergraduate and postgraduate students to teach the hiring process and its challenges. It is suited for courses that cover introduction to human resource management, digital transformation in HR, entrepreneurship, talent management practices and GenAI in recruitment.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The case describes a real company, real people and real situations. The authors have used real names other than the name of the cosmetic formulation company and the product design company – which the authors address as “the Florida company” and “the product design company,” respectively. The authors used both secondary and primary data to develop this case study. The case originated from the guest lecture given by Paige in one of the author’s classes. Following her guest lecture, the authors asked her permission to develop her story into a case study, and she graciously consented. The authors obtained background information about the company – Aer Cosmetics, from the company website, news articles and the TEDx talk delivered by Paige. The authors followed it with Paige’s interview, which the authors recorded and transcribed. Based on this interview and the information collected from the other sources, the authors developed the final version of the case study. Paige read and approved the final version for its factualness and sequence of events. The case was then informally reviewed by professors who have published their case studies in the target journal. The authors revised the case study based on this feedback and again obtained Paige’s approval on the case text before submission to the journal.

This case is set in May 2024. Paige DeAngelo, the CEO of Aer Cosmetics, was disappointed with the sales of her newly launched sustainable mascara product. She had been a student entrepreneur at Drexel University for the last three years. She developed her product with the help of the university incubator and other entrepreneurial support systems available at Drexel and outside. Paige had graduated in December 2023. Drexel University allowed its students to remain in their incubator program only up to one year after graduation. Thus, with seven months remaining, it is time for Paige to decide how she would manage the next growth phase of her business. The students are put into the shoes of Paige DeAngelo. They are asked to decide whether to extend their stay in the incubator program, venture out and be an independent business entity, pitch the company for acquisition by corporations, or leverage other entrepreneurial support systems in the environment to grow the company. Students need to craft a strong argument, either supporting the options they advocate for or opposing those they reject.

This case was written primarily for upper-division undergraduate courses but is also suitable for MBA courses.

This case analyzed a mix of publicly accessible primary and secondary sources ranging from blog posts to academic articles. Taken together, the case study shows the reoccurring arguments made by self-advocates.

Most of the videos and speeches mentioned in this case study are available online, and students can read/watch them in addition to reading the details presented here.

Autism Speaks entered the nonprofit scene in 2005 and rapidly became a powerful organization that raised substantial funds, collaborated with influential people and shaped public discourse on autism. However, from the beginning, the organization faced considerable criticism from self-advocates within the autism community who argued that the organization’s negative, medicalized narratives of autism undermined the neurodiversity movement’s goals of acceptance and inclusion. Tensions intensified over the next decade, with grassroots activists and disability rights organizations like the Autistic Self Advocacy Network demanding the inclusion of more autistic perspectives in the organization’s leadership and decision-making processes. The Autism Speaks controversy represents a powerful case study on how nonprofits should ethically represent their beneficiaries, collaborate with the community and engage with activist stakeholders.

This case study was designed for graduate or undergraduate students studying organizational ethics, nonprofit management or nonprofit funding and development.

This case has been developed from both secondary and primary sources. Primary sources included an interview with a co-founder of Cars24 and discussions with company personnel. The secondary sources include the company website, media coverage and analyst reports. These reports provided inputs for this case. Independent market studies and regulatory filings were used to triangulate facts and information.

Cars24 was founded in India in 2015 when the country had a low motorization level. Buying a vehicle, specifically a car, had always been a status symbol in India. The used car industry was fragmented. The organized sector was just 12% of the market (see Case Exhibit 4). Buyers could purchase used cars from a dealer with value-added services like car ownership paper transfer, finance and insurance or from a known person. The Indian used car market was supply-constrained, and existing dealers had lived with this problem. Cars24 had realized this difficulty, so when they entered the industry, their first move was to handle the supply side of the business. They aimed to secure the supply of cars to build a robust business model. A hungry dealer market would get the supply of the used car, and the sellers would get an unparalleled selling experience. By the end of FY19, Cars24 had the most extensive network for used cars in India. In 2020, it entered the Unicorn Club. Cars24, a used car industry entrant, had unlocked demand and became an industry leader with a blend of “disruptive” and “nondisruptive” growth. Their next strategic move was to convert buying and selling of used cars into a retail business. Online purchases were on the rise in India due to internet penetration, and Cars24 borrowed the idea from the e-commerce industry to design its retail business vertical. In 2020, due to COVID-19, trust in online channels and the demand for personal vehicles increased, which developed into an opportunity for Cars24. It seized this new opportunity to expand market boundaries by selling used cars online.

Their results for 2022 reported INR 51bn approximately as revenue from operations. Vikram Chopra (founder and CEO) recognized that while losses of Cars24 had reduced as compared to the previous year, concerns remained on cash usage and on making the business sustainable. This would entail continuing to increase the scale of operations, strengthen cash generation and finally move closer to registering profits. The team, led by Chopra, got together on October 17, 2022, for a long day of brainstorming on the performance of the firm for the year 2021–2022 and to discuss the critical next steps. It was time to go back to the drawing board to consider new strategic moves toward growth and profitability and to review the cost structure.

This case is intended primarily for graduate-level management programs, including Master of Business Administration (MBA). This case can be used in Strategic Management, Blue Ocean Strategy and Entrepreneurship courses. It can also be used as a capstone segment in a Blue Ocean Strategy course. If used as a module in a Strategy Management or Entrepreneurship course, the instructor may wish to use a session ahead of the case to introduce the class to the frameworks to be applied.

At the end of the case discussion, students should be able to trace the journey of launching a start-up by evaluating how opportunities and hurdles can be navigated throughout the international entrepreneurial process; assess the increasing trend towards internationalisation for start-ups and identify a range of factors contributing to the growth in global entrepreneurship; formulate an argument highlighting the role of the networking and partnerships when adopting a global strategy; propose how a firm could develop a unique mix of resources to obtain a sustained competitive advantage globally against other firms; and make an informed decision regarding various issues that entrepreneurs need to consider when going global and analyse how they can effectively deal with a crisis they may face.

Oryx Desert Salt is sourced from ancient, unpolluted, sustainable underground salt lakes in the pristine and remote uninhabitable Kalahari semi-desert of South Africa. Samantha Skyring is the founding CEO of Oryx Desert Salt. Her inspiration for the name was her 120-km, one-week walk through the Namib Desert in 2000, when she had several close encounters with the Oryx Gazelle, becoming the symbol of that Kalahari experience. Oryx products currently feature on the tables of between 1,500 and 2,500 local restaurants country-wide, and in the retail sector, Oryx salt is on the shelves of about 1,000 stores of retailers, plus in several health shops and deli’s countrywide. Regarding the business’s global footprint, Oryx Desert Salt currently exports to 23 countries and is also available on Amazon.com. Notwithstanding that Samantha Skyring has succeeded in making Oryx Desert Salt the well-known local household brand she had intended; she is contemplating greater international expansion and reach. She has envisioned Oryx salt to become a respected global household brand, in the same way Himalayan pink salt gained popularity worldwide as a gourmet salt. Given Samantha’s challenge of finding suitable speciality distributors in the different countries to help get her product in restaurants and retail, what would be the best approach to achieve her vision of becoming a global brand? To what extent could she capitalise and leverage various resources to further globalise Oryx’s business operations? How could she ensure that the extent and diversity of global reach provides Oryx Desert Salt with a sustained competitive advantage?

Master of Business Administration (MBA), Master of Management, Executive Education

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.