Case studies

After completion of the case study, students will have the ability to identify and apply various distribution strategies in the low-income market segment, to identify how last mile distribution is organized and executed in unconventional market situation and to identify and apply the 4Ps to support low-income market in last mile situations.

Mariam Atinga, the founder and owner of Mariam Special, was a native of Garu in the Upper East region. Mariam Special had specialized in the processing of freshly grown sorghum in the community into sorghum drink alongside some other natural spice additives. The drink was popularly called and known in the Garu community as “Zomkom”. Although there were other women who also processed and sold the drink in the community, the competitive advantage with Mariam Special was on the hygiene and innovative way it was prepared. She was also outward looking and had already made some attempt at expanding her business and passion beyond the community/district and into the villages. This was where her passion and interest caught the attention of a non-governmental organization (NGO) with interest in supporting low incomes in last mile situations. Atinga’s main interest and that of the NGO was hence to develop a route-to-market and associated strategic marketing approaches to reach this type of market or audience in Garu environs in the Upper East region of Ghana.

This case study is suitable for undergraduate students.

Teaching notes are available for educators only.

CSS8: Marketing.

After completion of the case study, students will be able to recall the fundamental concepts of group arrival and the check-in process within the hotel industry; explain the various operational procedures used to enhance a smooth group check-in in hotels; use the steps defined in group check-in procedure to improve service efficiency in hotel operations; and examine and evaluate the optimal solution for a smooth group check-in for hotels.

“The Big Fat Indian Wedding” delves into the challenges faced by Hotel Plaza Blu, a business hotel in Pune, Maharashtra, in 2023. A big wedding group was arriving at the hotel, which comprised almost 350 adults and 120 children. Mr Parag Patil, the front office manager, had done all the preparations for group arrival but just one hour before the arrival Mr Suresh Menon, the group coordinator, came and informed that 150 additional guests would be arriving, as the other hotel, where arrangements for these guests were made, had a major electricity generator breakdown and the hotel was in complete blackout. Patil had the challenge of formulating an action plan to achieve a smooth group check-in with the last-minute changes.

Executive development programmes and graduate-level courses in non-profit hospitality and tourism management might benefit from this case study. The operational management courses in the BBA, UG management programmes might all benefit from using this case study.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

The learning outcomes are as follows: to evaluate the suitability of Surplus business model from accounting, finance, strategy and cultural perspectives; to identify the factors that contribute to the reluctance of business partners to join Surplus ecosystem and to suggest solutions; to identify the factors that contribute to the reluctance of consumers to join Surplus ecosystem and to suggest solutions; and to address unique funding and financial challenges faced by Surplus.

This case study discussed the challenges faced by Surplus Indonesia, a company founded upon the belief that a harmonious balance can be achieved between profitability and environmental stewardship. Stemming from the founder’s encounter with leftover food going to waste after buffets, Surplus embarked on a pioneering initiative using an application technology to address food wastage at the consumer level. Collaborating with various stakeholders such as retail outlets, restaurants, bakeries, cafes and hotels, the goal was to combat food waste while supporting Sustainable Development Goals 2, 12 and 13: Zero Hunger, Responsible Consumption & Production and Climate Action, respectively. Each meal saved through the Surplus app not only translated to reduced expenses for businesses but also contributed to reducing greenhouse gas emissions from landfills. Surplus’ overarching mission was to cut food waste and loss in Indonesia by half by 2030, fostering an environment where food waste is virtually nonexistent in the nation.

Undergraduate as well as graduate courses that focus on sustainability, accounting, financing and strategy

Teaching notes are available for educators only.

CSS 1: Accounting and Finance.

The learning outcomes are as follows: determine the conditions founders encounter when their company is not on the right track; examine the importance of ethics in entrepreneurship; draw up a broad framework to understand the degree of trouble an organization is in and how far it has gone since the early warning signs of trouble; and formulate a comprehensive solution for entrepreneurial founders to extricate their ventures from a crisis.

India-based Edtech company Byju’s was facing a slew of challenges as of mid-2023. Its founder and CEO Byju Raveendran needed to steer the company out of trouble.

Post Graduate/Executive Education.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

After reading and discussing the case, the students will be able to: apply paid, owned and earned digital marketing tools to Zilli’s, analyze the omnichannel and e-commerce strategy of Zilli’s, evaluate digital marketing strategy of Zilli’s and elaborate resources available to Zilli’s in the context of emerging markets.

Anubhav Bhatnagar founded Zilli’s – The Spice Company to bring grandma’s recipes to modern kitchens. This case study chronicles the growth and challenges faced by the company. Zilli’s philosophy relied on hand-pounding spices, which retained their aromatic signature, flavor intensity, nutritional value and cultural importance better than their commercially processed counterparts. Bhatnagar started his business during the lockdown. The founder aimed to produce spices that were free of preservatives and had long-lasting aromas. His kitchen trials demonstrated that hand-pounded spice powders simplified cooking and improved flavor. Direct manufacturer ties and a Hyderabad production plant managed by local rural women enabled the firm to expand to India and a few neighboring markets. Zilli’s growth was slow due to heavy competition from well-known brands. E-commerce was Zilli’s only viable option. The prospect sounded great, but the company needed to strategize differently to build an effective digital marketing strategy. Marketing and sales of Zilli’s products presented various constraints as it was difficult to convince consumers of Zilli’s products’ authenticity, quality and pricing. Many retail outlets and e-commerce platforms already sold numerous competitor’s products. The company’s aspiration to establish a global footprint could be hampered by low consumer acceptance of Zilli’s goods due to its limited reach. Thus, Bhatnagar sought digital marketing tactics to promote Zilli’s products and create brand awareness and recall for his spice powders in the competitive spice powder category. This case requires the reader to debate, analyze and propose digital marketing strategies to boost Zilli’s product visibility, acceptability and sales. The readers could identify gaps in Zilli’s existing digital marketing strategy and offer suggestions to Zilli’s for increasing spice powder sales in the online marketplace.

This case study applies to a postgraduate-level management course.

Teaching notes are available for educators only.

CSS 8: Marketing.

This case study offers the following learning opportunities for students: to identify and assess how a management team can establish effective working relationships to build a cohesive team during times of severe crisis and to prepare business for the restoration period; and to find alternative ways aimed at restoring the company’s operations and suggest ways of adapting to the new, normal situation.

This case study examines the strategic decisions of IT-Integrator, a Ukrainian IT company, during the Russian invasion of Ukraine in 2022. It highlights the leadership of vice president Nadiia Omelchenko in navigating the crisis, focusing on initial chaos, the development of a business continuity plan and efforts to restore operations and ensure employee safety. Despite warnings, the outbreak of war on February 24, 2022, was unexpected, with no established emergency protocols. Companies independently decided on measures for safety and business continuity, especially those critical to infrastructure and banking. In 2021, IT-Integrator faced reluctance within its executive team regarding resource allocation for wartime scenarios. Omelchenko’s push for a comprehensive business continuity plan proved crucial. Despite the plan’s effectiveness, unpreparedness for the crisis’s scale hindered recovery efforts. During the early days of the invasion, Omelchenko managed the dual challenge of safeguarding the business and its employees amid uncertainty and workforce reduction. Each decision had significant implications, requiring a balance between immediate survival and future stability. The case of IT-Integrator underscores the importance of proactive crisis management, strategic planning and resilient leadership. Omelchenko’s experience offers valuable lessons for businesses facing similar crises, emphasizing preparedness, adaptability and a focus on both immediate and long-term recovery.

This case study is suitable for MBA and executive development programs.

Teaching notes are available for educators only.

CSS 6: human resource management.

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.

This case study provides students/managers an opportunity to learn about the following: to infer the challenges involved in the downsizing of employees; to asses and evaluate BYJU’S organizational culture; and to determine the impact of workplace toxicity.

The focus of this case is the controversy faced by BYJU’S due to its mass layoffs and toxic work culture. This case discusses the CEO’s dilemma in resolving the controversy. Two rounds of mass layoffs at BYJU’S are discussed in detail. The industrial dispute filed by Employees Union against BYJU’S accusing it of denying due compensation to laid-off employees is also discussed. This case consists of a section explaining the toxic work culture at BYJU’S, which is supported by employee complaints. The CEO’s justification and apology have been illustrated in this case. The case ends with a closing dilemma and challenges faced by the CEO.

The case is best suited for undergraduate students studying Human Resources Management subjects in Commerce and Business Management streams. The authors suggest that the instructor inform students to read the case before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The learning outcomes are as follows: to comprehend the dynamics of crisis management in the airline industry and appreciate how sudden shifts in critical human resources, like a pilot exodus, can impact an airline’s operations and its market position and image; to explore the legal and ethical considerations involved in managing employee contracts and transitions, emphasizing the complexities and responsibilities in this process; and to evaluate human resource retention strategies in a competitive market highlighting the importance of these strategies in maintaining a stable and skilled workforce.

In August 2023, Akasa Air, an emerging Indian airline barely a year old, found itself entangled in a challenging predicament due to an abrupt pilot exodus to rival Air India Express. This development resulted in significant operational setbacks for Akasa Air, notably the cancellation of over 800 flights as 43 pilots departed within weeks. In reaction, Akasa Air initiated legal proceedings against the pilots, accusing them of contract violations for not adhering to the required six-month notice period. Represented by Nora Chambers, a leading company law firm, the airline navigated a complex legal landscape, contending with both the pilots and Air India Express. The defense from Air India Express hinged on the argument that the pilots had settled their early departure through substantial bond payments, alleged to cover training expenses. This legal conflict occurred against a backdrop of broader challenges within Akasa Air, particularly concerning the viability of their business model in a fiercely competitive aviation market. The airline’s strategy, involving a significant increase in pilot salaries, mirrored industry-wide efforts to secure and retain skilled aviation personnel. The crisis at Akasa Air underscored the turbulent dynamics of the Indian aviation sector, already shaken by similar issues in other airlines like Indigo. Confronted with this critical situation, the leadership at Akasa Air was compelled to make a pivotal decision: either to overhaul their recruitment and retention policies, engage in negotiations with Air India Express or aggressively pursue legal action against any entities hiring their pilots. This strategic choice was not only vital for Akasa Air’s immediate trajectory but also for shaping its influence in the competitive Indian airline industry.

This case is ideal for Masters-level courses in Strategic Management, Human Resource Management and Aviation Management. It also fits well into executive education and professional development programs, particularly for those focused on crisis management and legal aspects of employee relations in the aviation sector. Suitable for a 60–80-min class discussion, the case is beneficial for both management students and professionals, offering practical insights into managing complex industry-specific challenges.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The learning outcomes are as follows: to identify and analyze the importance of operations management in a situation demanding minimizing environmental impact and maintaining operational momentum; access the risks faced during project executions and apply project management concepts to facilitate Karachi Steel in implementing indigenous technological solutions; and evaluate the importance of adaptability, continuous improvement and innovation in creating sustainable solutions to address complex challenges.

Javaid Iqbal, CEO of Karachi Steel, was the case’s protagonist. With capacity expansion, Javaid relocated the steel facility from Rawalpindi to Islamabad, Pakistan. The company encountered several difficulties because of the air emissions’ inconvenience to nearby residents and the strict environmental regulations. To push the emissions into the air, the company first installed a locally fabricated chimney. Later, they hired a foreign Pakistani engineering firm to install air filters, but the project proved unsuccessful. To control emissions, the company developed a Wet Particulate Control (WPC) system based on a water-sprinkling mechanism. The endeavor was successful, but it resulted in water pollution. As a result, Karachi Steel signed a contract with a local engineering company that invented and effectively installed an air filtration system. Karachi Steel not only devised solutions for their predicaments but also made significant contributions toward achieving the Sustainable Development Goals (SDGs). However, the emissions reporting and monitoring mechanism continued to cause inconvenience for regulators. In addition, the filtration facility encountered a blocked duct conveying zinc sulfate from smoke, resulting in the periodic suspension of operations. As Karachi Steel seek long-term solutions to current challenges, it is critical to examine the relationship between internal circumstances and external forces and stimulate a holistic approach to resolving issues within the realms of operations management and project management.

The case study is suitable for students pursuing their undergraduate degree programs in business studies or management sciences. This case can be taught in specific subjects in the domain of management sciences, including project management and operations management. Furthermore, undergraduate students pursuing degrees in environmental sciences, specializing in environmental impact assessment and sustainable development, can also learn from this case study. These subjects have the potential to provide students with a detailed understanding of the dynamic relationship between environmental problems caused by business activities, and how to address these challenges using principles of project management and operations management. There is no pre-requisite for this case study, and the level of difficulty is moderate. The recommended teaching pedagogy for this multidisciplinary case study includes role-playing exercises, simulations to replicate real-world situations and the Socratic method, which encourages critical thinking.

Teaching notes are available for educators only.

CSS 7: Management Science.