Case studies

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.

The case is designed to exemplify the following microeconomics concepts:

▪ factors affecting demand and supply;

▪ movement along the demand and supply curves;

▪ shifts in the demand and supply curves;

▪ price elasticity of demand and supply in the short run;

▪ the cross-price elasticity of demand;

▪ regulated markets; and

▪ government import policies.

Dr Sania Rizvi, an agricultural economist and head of the task force committee on rising food prices, was heading the meeting, focusing on the unprecedented increase in food items generally, mainly the trek in tomato prices. Sania, who had ten years of experience in food supply chain dynamics and market analysis, adopted a thorough approach by considering all the elements influencing tomato prices. This included analyzing issues related to production at the farm level, logistical difficulties, market demand and import policies. The year 2022 brought with it exceptional circumstances of massive monsoon floods, affecting the supply and demand factors in the tomato market. This led to sharp hikes in prices, actual and artificial supply shortages and changes in consumer demand because of expectations of future supply shortages. The massive floods during the monsoon season destroyed standing tomato crops and damaged transport infrastructure, creating a supply shortage. Surviving tomato crops were hoarded by profiteers in hopes of driving prices higher. The Government of Pakistan relaxed restrictions and taxes on tomato imports from Iran and Afghanistan to ease the situation. Moreover, the lack of temperature-controlled storage environments for perishable products, such as tomatoes, presented a significant challenge for the tomato supply chain, particularly in times of crisis, such as the one witnessed in 2022 in Pakistan. Sania’s report was anticipated to play a crucial role in formulating initiatives to alleviate the burden on consumers and establish long-term stability in the market.

Undergraduate and graduate-level programs.

This case is designed for undergraduate and postgraduate courses in a management program focusing on microeconomics. In particular, the theme covered is supply and demand and elasticity analysis. It can also be used in agricultural economics, public policy, supply chain management, and executive training to familiarize participants with these concepts.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.

The information used in the case study was obtained from secondary sources, such as internal company documents, reports and interviews. Additionally, the first author had direct involvement in the cultural integration process, serving as one of the key members of the post-merger integration team. This role provided firsthand insights into the challenges faced by both parties, particularly in navigating cultural differences. To maintain confidentiality, company names and specific identifying details have been anonymized. The author’s dual perspective – drawing from company data and personal observations – offers a nuanced view of the cultural dynamics explored in the case.

This case delves into the complexities of a USA–South Korean corporate merger, focusing on cultural integration challenges within the acquired Chicago-based subsidiary. Mark Lee, Director of Learning and Organizational Development at the South Korean conglomerate’s US regional headquarters, investigates the reasons behind key executive departures and overall turmoil in the organization, aiming to propose solutions for better cultural synergy.

This case study is suitable for upper-level undergraduate and graduate students in courses related to international business, organizational behavior and human resource management, particularly those focused on cultural dynamics in global organizations. It also fits well into MBA-level programs where students are exploring strategic management and leadership in cross-border contexts.

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.

By analysing and discussing the case study, students should be able to evaluate the factors responsible for social entrepreneurship, more specifically, Harinath Kashiganeshan as a social entrepreneur; explore the entrepreneurial intention of Kashiganeshan; understand the link between social entrepreneurship and community development; examine the role of social entrepreneurship with regard to Sustainable Development Goals; and evaluate the business model, supply chain and marketing strategies in the context of the protagonist’s.

The case study revolves around the entrepreneurial journey of Kashiganeshan, who shunned his lucrative career in the USA to revamp traditional Indian herbs for holistic health care. The protagonist returned to his roots in Pennagaram village, Tamil Nadu, India, back in 2015 and started researching the possibilities of Indian medicinal herbs which have the potential to cure complex diseases like arthritis, diabetes, anaemia and high blood pressure. While researching medicinal plants, he travelled across Tamil Nadu to identify traditional herbs with medicinal properties. He visited the local farmer’s market, interacted with them and shared the importance of organic farming. Subsequently, he became a strong advocate for organic agriculture and traditional medicine. He developed “Moringa Bullets”, made from medicinal plants to treat arthritis, diabetes, anaemia and high blood pressure. Along with preparing herbal concoction medicinal recipes, he started creating awareness towards organic farming among local communities. The motto was to help communities learn this recipe and prepare independently.

This case study is suitable for postgraduate students.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

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.

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.

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.