Case studies

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 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.

The following are the objectives of the case study: building and leveraging core competence, realizing the strategic advantage of incumbency and contribution to nation building as a business potential.

Larsen and Toubro (L&T) started as a trading company in 1938. By 2023 L&T was a mammoth infrastructure company with a market cap INR 4,750bn operating 800–1,000 projects in engineering and construction at any point in time. It also worked in the domain of hydrocarbons, power and heavy engineering including defence engineering, financial services and development projects supported by technology. The company went through several phases of environmental disruptions in the form of the Second World War and India’s independence, which brought several opportunities for growth. L&T built competencies to leverage these opportunities, which also contributed to the nation building efforts in India. In 2023, several changes were occurring in the ecosystem in the form of energy changes, sustainability becoming a way of life and digitalization impacting every aspect of business. The managing director and chief executive officer Mr S.N. Subrahmanyan reiterated the need to focus on performance to make L&T a global leader in futuristic tech-driven engineering and solutions. He faced three major challenges – reducing exposure in non-core businesses, adopting technology to strengthen traditional business and leveraging the competence built over 85 years to improve the performance of L&T, while contributing to nation building.

This case study is suitable for MBA and executive programmes.

Teaching notes are available for educators only. Video of protagonist in conversation with Anant Maheshwari, President Microsoft India discussing the future plans of L&T for adopting new age technology. The video is available at the following YouTube link https://www.youtube.com/watch?v=OKb-_z_ch4E

CSS 11: Strategy.

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.

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.

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.

The case is primarily based on publicly available data, which includes the company website, industry reports and articles published in various media sources, as well as video-recorded interviews with the company representatives. Some factual data is fetched from or triangulated with public and licensed databases such as Statista, Crunchbase and PitchBook.

In November 2021, six years after its establishment, a Finnish food delivery platform startup, Wolt Enterprise Oy, was acquired by San Francisco-based technology company Doordash, Inc., in a staggering all-stock transaction of approximately US$8.1bn (EUR 7bn). This case invites students to analyze the international growth of a startup from its establishment toward becoming a unicorn amidst an ongoing pandemic and further toward a top-level exit deal and continuation as a subsidiary of a publicly listed multinational company. The case provides an overview of the food delivery industry and its key players and examines the challenges and opportunities faced by Wolt as it expanded to different regions, including Europe, Asia and the Middle East. The case provides a comprehensive and nuanced perspective on the strategic decisions and trade-offs that entrepreneurs face in the rapidly evolving food delivery market. By the end of this case study, students will learn about internationalization challenges and opportunities in the food delivery industry, how to navigate external shocks like COVID-19, analyze the competitiveness of a born-global startup in a competitive delivery business and evaluate the pros and cons of an acquisition deal for future international growth.

The case is designed for use in graduate courses in international business and entrepreneurship, such as internationalization of the firm and global marketing, strategies of business growth and international business strategy. A more diverse student body will be beneficial in uncovering different views on country differences, including various competitive, technological and regulative landscapes.

It provides insights into the challenges digital platforms like Wolt face when expanding globally. Students can apply theories such as the Uppsala model and platform economics while exploring how network effects and first-mover advantages influence Wolt’s competitive edge. The case also highlights localization strategies for global marketing and serves as a basis for examining valuation and integration in mergers and acquisitions. Overall, it helps students understand the unique dynamics and growth strategies in digital platform businesses worldwide. This case was classroom tested in the Internationalization of Firm and Global Marketing course for first-year master’s students of the International Business and Entrepreneurship program of LUT University Business School, Finland, during the years 2020–2023. Prior to this course, the students completed the Global Business Environment course, where they learned how to analyze forces in the external environment for further development of firm-level internationalization strategies.

This case study draws on secondary sources as well as my personal experience and industry contacts within the cement sector during my time teaching in Spain, a country where the cement industry plays a significant role in the economy. I have also benefited from conversations with my colleague, Arnaud Blandin, an ESG expert with a deep understanding of the sustainability challenges facing the cement industry, particularly in Asia, where he lived for several years. His contribution is acknowledged in the disclaimer below the title.

This case study explores how Holcim, the global leader of the cement industry addresses the sustainability imperatives through a set of structured initiatives and policies. The case focuses on the challenges faced by Holcim at a time when the imperatives of climate change, resource scarcity and stakeholder expectations converged to reshape the very foundations of its business strategy, compelling the firm to reimagine its operations through a lens of environmental, social and governance principles. The case starts with a brief description of the industry of cement, which is, at the same time, one of the most consumed products globally but also a major contributor to global carbon dioxide emissions and then to global warming. Next, the case briefly introduces Holcim and its major competitors. Then, the case presents the major environmental challenges for the cement industry as well as the possible solutions with operational advances, innovation and collaboration within actors. Finally, the case details the ESG strategy of Holcim in 2023 with a first evaluation of its results.

This case study has been written for Master of Business Administration and Master of Science students. The case can be used in multiple courses, including Corporate Strategy, Business and Society, Ethics and Sustainability, Corporate Social Responsibility and General Management Implementation.

The learning outcomes are as follows: to analyse the issue(s) presented within specific case study context (C4); to formulate solutions to identified issue(s) within specific case study context (C5); and to synthesise a group plan to solve issue(s) within specific case study context (A4).

In 2017, China proclaimed that it would no longer accept plastic waste for recycling, this was in-line with China’s Operation “National Sword” to review the quality of these plastic imports to ensure their recyclability. This sent shock waves through a now globalised recycling network, with China previously having imported 95% of the EUs and 70% of US plastics that had been collected for recycling. This plastic backlog was then diverted to South-East Asian nations, particularly Malaysia, which this case focuses the discussion upon. While the potential for significant economic benefits drew the attention of illegitimate and unscrupulous businessmen alike, the environmental degradation from the often, low technological recycling processes and even burning of low-grade plastics brought profound negative impacts. This case focuses upon, then Minister, Yeo Bee Yin who led the Ministry of Energy, Science, Technology, Environment and Climate Change, in which she took an active and aggressive stance in attempt to stop Malaysia becoming the dumping ground for the global plastic crisis.

This case is appropriate for final year undergraduate and any postgraduate degrees in Business.

Teaching notes are available for educators only.

CSS 4: Environmental Management.

This case study can be used to highlight aspects of classic strategic management, such as industry analysis as well as cost leadership strategy, in the context of the space industry. After working through the case study and assignment questions, the students will be able to identify industry dynamics in a high-tech industry (space), examine the strategy of a focal organisation, in light of external and internal factors, evaluate the decision-making process behind adopting new technology and whether the strategic motivations for competing with global players are justified and develop recommendations to help an organisation in achieving its strategic goals.

This case study outlines the remarkable success of the Indian Space Research Organisation (ISRO), as well as the formidable challenges facing its chairperson, S. Somanath. While Somanath could point to major recent successes – ISRO’s picture perfect landing near the moon’s south pole, and successful deployment of a solar probe – he could also see two formidable missions ahead. First, there was Gaganyaan, India’s first human spaceflight, which had already slipped its launch schedule a couple of times. Second was the mission to establish a space station by 2035. The first mission had been plagued by delays due to the long process of developing technology indigenously, as international technology transfer at an affordable price was not forthcoming. The second mission required ISRO to develop an ability to keep humans in space indefinitely, which again required acquisition of new technology. In addition, ISRO’s service of launching satellites in low Earth orbit was threatened by SpaceX, which delivered similar service at a much lower cost due to a new reusable rocket technology. In response to the new challenges, Somanath had accelerated collaboration with Indian private sector companies, including start-ups. The goal was to outsource and expand ISRO’s rocket development and launch capability. While the outsourcing might free up ISRO’s capacity, the technology and knowhow development required would still take a while to develop from scratch. Hence, Somanath (and learners) need to consider: What other strategic options might ISRO consider to adapt to the dynamics of the space economy?

This case study is suitable for courses in MBA/Masters.

Teaching notes are available for educators only.

CSS 11: Strategy.