Case studies

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.

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.

After completion of the case study, students will be able to understand various capital raising instruments and their impact on different stakeholders; analyse the financials of a company to select a fitting instrument; and communicate the company’s decision effectively, paying attention to language and style.

This case study describes the funding choices available to Tata Motors Limited (TML), a major global automobile manufacturer based in India. Owing to a very high debt-to-equity ratio and very low debt service coverage ratio, the company urgently requires a fresh inflow of funds to bring its debt levels down and sustain growth. This financial state does not benefit the company in the short or the long run. TML has various options: Rights Issue, Qualified Institutional Placement, Preferential Allotment, Global Depository Shares and Follow-on Public Offering. Each mode has implications for individual stakeholders like the management, promoters, institutions with significant and minor stakes, and retail investors. The dilemma before TML is to choose the best capital-raising mode that suits the current requirements. This case study requires participants to choose an equity-raising mode that satisfies the stakeholders and communicate their decision tactfully to the general public.

This case study is suitable for participants in a regular or executive MBA programme. It is designed to introduce the concepts of capital raising, the different instruments available for capital raising and the fundamentals of financial communication. This case study can be used in MBA courses like corporate finance, financial markets and business communication.

Teaching notes are available for educators only.

CSS1: Accounting and Finance.

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.

1. Understand the impact of macroeconomic factors on investment portfolios:Students will learn how macroeconomic conditions, such as changes in policy rates by central banks, influence investment decisions and portfolio performance. They will analyze how these factors can lead to significant financial challenges for managed funds.2. Develop strategic financial decision-making skills:Through examining the case, students will practice making strategic financial decisions under uncertain and volatile market conditions. They will explore various options for managing an underperforming investment fund and the potential outcomes of these choices.3. Evaluate risk management techniques:The case provides a platform for students to understand different risk management strategies, including the trade-offs between holding long-term bonds versus reinvesting in short-term securities. They will assess the risks and benefits of these strategies and how they impact fund stability and performance.4. Enhance skills in portfolio management:Students will gain practical experience in portfolio management by examining the fund’s investment decisions, performance metrics and the process of presenting and defending investment proposals. This will involve analyzing the financial and strategic implications of different asset allocations.5. Apply theoretical concepts to real-world scenarios:The case encourages students to apply theoretical concepts such as yield to maturity (YTM) calculation, discounted cash flow analysis, capital asset pricing models and benchmarking against indices to real-world scenarios. This helps bridge the gap between academic principles and practical application in finance.

The case study centered on the Sukkur IBA University in Pakistan, highlighting the challenges faced by its student-managed fund (SMF). From November 2015 to January 2023, the case study offers a comprehensive examination of the fund’s activities in the financial services and higher education domains. Mr Shankar Talreja, the fund manager, contemplating with significant investment losses because of macroeconomic fluctuations, specifically the rising policy rates by the State Bank of Pakistan. These losses challenge the sustainability of the SMF, which serves as a practical learning platform for students. The primary dilemma revolves around whether to continue operating the fund amid consistent losses or to dissolve it, redirecting resources to other educational programs. This case focuses on financial decision-making, risk management and investment strategies, tailored for academic settings.

This case study is intended for use in graduate- and undergraduate-level courses on corporate strategy, investment management and finance. It is appropriate for graduate students who are looking to apply these concepts more deeply as well as undergraduate students who have a strong foundation in finance due to the complexity of the financial concepts involved, such as risk management, portfolio strategy and macroeconomic impacts.

Teaching notes are available for educators only.

CSS1: Accounting and Finance.

The learning outcomes are as follows: develop an understanding of challenges faced by organizations regarding strategic planning; examine the strategies formulated by organizations that can enable wider adoption of a service offering; analyse service quality gaps that will provide new insights; and evaluate the strategic choices that would impact the growth of the organization.

Peter Bushwash International (PBI) was an organization that managed 60 tennis centres in 25 countries. With a staff of 100 tennis coaches worldwide, over 3 million students participated in PBI’s tennis programs. Cesar Morales was appointed the Technical Director on a two-year contract for the PBI’s new tennis centre in Bangalore (India). Morales had to decide if a decentralized strategy (hub-and-spoke model) would create broader growth for the PBI tennis program instead of operating as a premium hub with fewer students.

The case was written for organizational strategy, marketing and service quality courses for undergraduate business students (BBA).

Teaching notes are available for educators only.

CSS 7: Management Science.

After working through the case and the assignment questions, students will be able to:

▪ Examine Ecuador’s business environment where coffee shops and similar companies operate.

▪ Evaluate the marketing challenges for an enterprise, particularly for a café business operating in Ecuador.

▪ Explain the marketing strategy for a café company to attract a variety of new consumer segments domestically and abroad.

▪ Discuss relevant international market entry strategies given the specificities of the environment in which a company operates.

▪ Describe the advantage of contemporary marketing tools in sustainable market expansion of a café business.

Richard Peet and Soledad Hanna turned their coffee shop business, Sweet & Coffee, into a flagship brand in Ecuador. Their coffee shops successfully promoted the culture of consuming coffee and sweets throughout Ecuador and grew exponentially to 129 stores. However, Sweet & Coffee faced significant challenges entering new states in Ecuador, with considerable investment in central kitchens and logistics. Despite the challenges, Peet wanted to continue opening new Sweet & Coffee stores across Ecuador. However, owing to Ecuador’s fast-changing and unpredictable external environment, Peet needed to make new adjustments to its marketing strategy to reposition Sweet & Coffee for a bright future. International market expansion was an option.

This case is helpful for advanced undergraduate or graduate courses in marketing and strategy.

Teaching notes are available for educators only.

CSS 8: Marketing.

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.

The learning outcomes are as follows: first, to understand the significance of Agri-tech solutions in the future of agriculture. (Case Question 1) – evaluate the role of Agri-tech firms in promoting sustainable agricultural practices and enhancing productivity. (Case Question 1); second, to analyze the competitive landscape of the agriculture sector in Sindh. (Case Question 2) – assess how the competitive landscape influences Kissan Madadgar’s market entry strategy. (Case Question 2); third, to analyze and evaluate the strengths and weaknesses of Kissan Madadgar’s existing business model and product range in the context of entering a new market. (Case Question 3); fourth to identify key challenges facing the agriculture sector in Sindh. (Case Question 4) – identify potential opportunities in the evolving agriculture market. (Case Question 4) and assess the impact of challenges and opportunities on Kissan Madadgar’s business strategies. (Case Question 4); and fifth, to evaluate the advantages and disadvantages of different market entry strategies (online platform only, joint venture with international bodies, opening physical shops, developing a model farm, geographical mapping). (Case Question 5) – analyze the strategic fit of these options with Kissan Madadgar’s objectives and capabilities. (Case Question 5); formulate recommendations based on the best market entry strategy for Sindh. (Case Question 5).

In April 2023, Seema, the head of marketing at Kissan Madadgar, journeyed through the lush rice fields of Sindh, contemplating the province’s distinct agricultural landscape. Despite Kissan Madadgar’s success in Punjab, Khyber Pakhtunkhwa and Gilgit Baltistan, entering Sindh presented a set of unique challenges. The province’s linguistic diversity, with various dialects of Sindhi spoken in key agricultural regions, posed a significant communication barrier. Additionally, farmers in Sindh grappled with limited water access, reliance on expensive solar tube wells and crippling debt due to high-interest loans from traditional lenders. Competing against well-established local agro-tech players, such as BaKhabar Kissan and Farmdar, further complicated the task of gaining trust and building brand recognition. Recognizing these hurdles, Seema partnered with Sukkur IBA University to conduct comprehensive research and develop a tailored entry strategy for the region. Potential entry strategies included maintaining an online-only model, forming joint ventures with international organizations, opening physical shops, establishing a model farm and adopting a cluster-wise entry approach. Each option had distinct advantages and challenges. As Seema found herself at the crossroads of decision-making, the urgency to craft a winning strategy for Kissan Madadgar’s entry into Sindh intensified. She knew that understanding Sindh’s unique market dynamics was crucial, as was assessing Kissan Madadgar’s strengths and weaknesses. Amidst strong local competition, Seema pondered the dilemma: Which entry strategy should Kissan Madadgar adopt to ensure not just a successful entry into Sindh but also sustainable growth and competitive advantage in the long run?

Undergraduate and Graduate (first year only)

Teaching notes are available for educators only.

CSS 8: Marketing.