Case studies

To adapt to China's evolving market, McDonald's, an established giant in the Western fast-food industry, has advanced its digital transformation since 2016. McDonald's China collaborated with the company Target Social to develop algorithms that extract key information from big data, assisting marketers with social media insights, content creation, and influencer selection, achieving “circle-breaking” success in social media marketing. In today's rapidly developing technological landscape, digital marketing methods have become diverse and abundant. Why does McDonald's focus its social media marketing strategy on content “circle-breaking”? Can this strategy balance the goals of short-term sales and long-term brand mind-set?

BYD, a prominent automotive manufacturer, initially prioritized supplier certification compliance, and gradually evolveding to establish an integrated quality system. In pursuit of higher customer satisfaction and product quality, BYD underwent a progressive transformation in quality management encompassing four distinct phases by leveraging methodologies and tools such as Six Sigma, statistical quality control and Deming's Cycle. This case holds significant relevance within the realm of operational strategies in manufacturing, specifically pertaining to quality management.

In 2012, Vivian assumed the role of General Manager at the eBay China Development Center of Excellence (CCOE) with the objective of steering the growth of CCOE by initiating a cultural transformation plan. Vivian encountered numerous challenges in reshaping the organization as a new and female leader, especially facing her diminished authority when headquarters decided to realign reporting lines. This case, which illustrates real-world business scenarios, is designed to empower students to understand practices of organization transformation and leadership.

The Shanghai Eye Disease Prevention and Control Center, a public eye specialist hospital, is to introduce AI-based disease screening technology to facilitate examinations at community hospitals. By illustrating the difficulties encountered throughout pilot phase, implementation and promotion along with solutions, this case provides students with the dynamics of technology management and the impacts of technology adoption.

In 2007, Dr. Biwang Jiang, a scientist, returned to China to establish NanoMicro. For the first decade, he exemplified the spirit of a scientist by focusing intensively on the field of nanospheres. His perseverance in research and his breakthroughs in leading international technologies allowed him to identify two major application areas: flat panel displays and biopharmaceuticals. The flat panel display business helped his startup survive the initial years, while the rise of the biopharmaceutical sector provided the growth needed for the company's eventual listing on the Shanghai Stock Exchange Sci-Tech Innovation Board (SSE STAR Market). What distinguishes entrepreneurship by scientists? Should technology-driven companies find markets for their technologies, or should they develop technologies to meet market demands?

As the China retail market continues to evolve, traditional retail brands are seeking more effective channel management strategies, while emerging brands are exploring marketing models that transition from online to offline. This case, based on SO-IN Technology's digital service practices of “gig work + intelligent digitalization” in the China retail industry, delves into the business models of gig and crowdsourcing models as well as intelligent digital marketing services. It focuses on the strategic choices that SO-IN Technology faced: What challenges might SO-IN Technology's ‘gig economy + digital intelligence’ model face? What are the key factors that determine sustainable growth?

UCloud, a cloud computing startup founded in 2012, started with the gaming industry as target and later shifted its attention to serve traditional industries and government. After the outbreak of COVID-19 pandemic that disrupted the market, UCloud encountered the dilemma of the way it unfold its business: should the company prioritize strategic internet users who brought immediate scale profits, or developing traditional industries with huge potential but requiring more patience for payback? This case is relevant to strategy courses that cover topics of strategic management and target market.

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.

The case study aims to achieve the following learning objectives post discussion by the students: evaluate Social Entrepreneurship Quotient of Anish Malpani, founder of WITHOUT; understand Sustainable Development Goals to which the start-up aims to contribute; apply the framework of SWOT analysis to the social start-up; and analyze triple bottom line and triple top line concepts to identify approach of WITHOUT.

Malpani’s eco-conscious start-up named “Ashaya Recyclers Pvt. Ltd.” is the first of its kind in the world, selling sunglasses made from recycled postconsumer metalized multi-layered plastic packaging (MLP) under the brand name WITHOUT. MLP generally ends up in landfills. It is a low-value, high-volume composite waste that is considered economically and technically “impossible” to recycle. The founder wanted to do something good out of the recycled stuff instead making money. Will Ashaya’s early breakthrough and now patented technology be able to bring significant change in the waste management system in India?

This case study is suitable for undergraduate BBA and postgraduate MBA courses.

Teaching notes are available for educators only.

CSS 4: Environmental Management.

After completion of the case study, students will be able to enumerate the unique process of project management, address unforeseen challenges in large-scale projects and develop strategies for mitigating risks. This case gives an opportunity to learners to analyses the time impact of failure of such infrastructure projects using project evaluation technique. The students would be able to discuss the social and financial implications of such mishaps on the overall economy.

The case tells the story of Gokhale Bridge in Andheri, Mumbai which serves as a vital link between the densely populated suburb’s, eastern and western part. Originally built in 1975, the bridge collapsed in 2018. The 90-m bridge reconstructed in just 15 months was lauded as an “Engineering marvel” by Brihanmumbai Municipal Corporation (BMC), a civic body responsible for Mumbai’s infrastructure. However, during the grand inauguration on February 26, 2024, a critical misalignment with the adjoining CD Barfiwala Flyover was revealed. This 2-m gap rendered the bridge inaccessible to motorists, undermining its intended purpose and frustrating commuters and residents. The case highlights systemic issues in operations and challenges faced by the BMC. Despite the BMC’s substantial budget and history in managing Mumbai’s infrastructure, the Gokhale Bridge debacle raises serious questions about project management. Amidst public criticism, BMC threw the buck on railways and hired two reputed Engineering colleges to propose solutions to rectify the menace. This situation emphasizes the need for meticulous oversight and risk analysis in civic projects, making the Gokhale Bridge a symbol of both ambition and caution. The case study is intended for Graduate, Postgraduate students in Project management and operations. It is also beneficial for Executive education programs intended government officials, civil servants and project managers.

Undergraduate, Postgraduate, Executive education.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.