Case studies
Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.
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…
Abstract
Learning outcomes
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.
Case overview/synopsis
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.
Complexity academic level
Undergraduate, Postgraduate, Executive education.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and Logistics.
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Keywords
Sunil Khandbahale, Ramkishen Yelamanchili and Sachin Pachorkar
The case study aims to achieve the following learning objectives, structured according to the Revised Bloom’s Taxonomy: First, explore the corporate governance framework: recall…
Abstract
Learning outcomes
The case study aims to achieve the following learning objectives, structured according to the Revised Bloom’s Taxonomy: First, explore the corporate governance framework: recall the roles and responsibilities of key stakeholders at UCICI Bank and AUDIOCON Group and their coordination in governance structures; interpret the principles of stakeholder theory and their application in governance decision-making processes; apply ethical frameworks like the Markkula Center for Applied Ethics Framework and the Josephson Institute Ethical Decision-Making Model to evaluate governance effectiveness; analyse governance lapses and identify gaps in oversight and stakeholder coordination; and propose reforms in governance frameworks to prevent future fraud; evaluate how effectively the governance structure addresses corporate fraud. Second, examine the concept of conflict of interest: understand the ethical and legal implications of conflicts of interest presented in the case; apply knowledge to assess corporate governance failures related to conflict of interest; analyse oversight lapses and identify causes for governance failure; evaluate SEBI regulations on conflict of interest and recommend strategies to mitigate such conflicts in corporate settings; explore the concept of related party transactions (RPTs); understand how RPTs influence governance and stakeholder interests; apply governance principles to assess the legality of RPTs in the case; analyse risks and ethical concerns associated with RPTs and governance failures linked to these transactions; and evaluate proposed regulatory reforms to enhance oversight and transparency. Third, derive key lessons from the case: understand areas for improvement in corporate governance practices, internal reporting mechanisms and whistleblower protections; apply lessons to create strategies for improving governance practices and protecting stakeholders; analyse systemic governance flaws that contributed to the fraud; evaluate the effectiveness of governance practices in preventing similar frauds in the future; and create recommendations for improving governance, ethics and whistleblower policies. Fourth, examine basic issues and remedial measures: understand the root causes of governance failures in the case; apply knowledge of corporate governance principles to recommend reforms in regulatory and accountability frameworks; analyse weaknesses in the existing governance system that enabled fraudulent activities; evaluate the feasibility of proposed remedial measures for transparency and ethical practices; and create new governance policies to enhance accountability and prevent future frauds.
By studying the UCICI AUDIOCON Loan Fraud Case, the above objectives are aimed to shed light on the complex dynamics of corporate governance, conflicts of interest, regulatory compliance, wrongdoing reporting mechanism, whistle-blower policy and reputation risks within the banking industry. The findings and insights from the case study can contribute to improving governance practices and strengthening the integrity of financial institutions.
Case overview/synopsis
The UCICI – AUDIOCON loan fraud case epitomises a crisis in corporate governance, spotlighting ethical breaches at the highest echelons of leadership. This case study delves into the dilemma faced by UCICI Bank’s Board of Directors regarding the prosecution of its former CEO, Mhanda Mochhar. Accusations of impropriety stem from a suspicious loan of US$391.57m to AUDIOCON Group, allegedly facilitated by Mochhar in exchange for personal benefits. The ensuing investigation unearthed violations of banking regulations, including non-disclosure, conflict of interest and RPTs. The pivotal board meeting, dissected in this study, underscores the delicate balance between accountability and reputational damage. Through analysis and debate, stakeholders grapple with the repercussions of their decisions on the bank’s integrity and stakeholder trust. The case encapsulates broader lessons on corporate governance, conflict of interest and regulatory oversight, serving as a springboard for critical inquiry and strategic reform in the financial sector. As the saga unfolds in the courtroom, this study provides a lens into the complexities of corporate morality and the imperative for robust governance frameworks.
Complexity academic level
This case study can be used in classes/subjects such as Finance, Strategic Management, Corporate Governance, Business Ethics and Law for (Vidgen, Hindle, & Randolph, 2020).▪ Graduate students and officials.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS1: Accounting and Finance.
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Keywords
Shalini Aggarwal, Anurag Pahuja, Suchita Jha and Madhvi Sethi
After completion of the case study, the students will be able to analyze the overall competitive environment for telecom sector in India with the use of Herfindahl–Hirschman index…
Abstract
Learning outcomes
After completion of the case study, the students will be able to analyze the overall competitive environment for telecom sector in India with the use of Herfindahl–Hirschman index tool, execute the fundamental analysis of Jio Platforms Limited (JPL) company, understand the concept of net neutrality and its implications for India market, understand the concept of “Zero debt company” and its implication for companies and understand data privacy concerns.
Case overview/synopsis
In early September of 2020, Ashish Aggarwal, a businessman in the northern state of Punjab, India with his usual habit of turning the pages of newspaper on hand and sipping morning chai got excited while reading newspaper with recent investment of Meta Platforms via Facebook buying 9.99% stake in reliance JPL. He explored and saw the potential for small businesses to invest in this and earn money, as a finance-inclined individual Aggarwal thought why not invest and earn from this opportunity. So he started googling and saw all the reviews of analysts on investment site and investors predicted that the deal could be a game changer that would further transform the existing telecom and social media platforms in India. The deal would further open doors for a new market “JioMart” which could be a futuristic design for a “one-stop-shop for e-commerce, social media consumption, instant messaging, and also digital payments”. Mukesh Ambani’s intentions to make the company zero net debt company within next 18 months fascinated him too. All this made Aggarwal interested in investing in JPL on behalf of his company as this investment option was only for business investors. So he called his financial manager, Mr Anish Mahajan for discussing the issue and both started discussing what could be the future of investment, then he told Mahajan to do the complete analysis. Also, Aggarwal was perplexed about the impact that Meta’s investment in Jio would have on consumers, especially in India. How would the telecom regulatory authority in India view it? Aggarwal felt that how the telecommunication industry would plunge into disruption mode in future. What would be the competitors’ stance in India? Would it trigger other players for strategic alliances? Aggarwal was in a dilemma whether he should invest his money in JPL company or not with controversial discussion on net neutrality and data privacy concern?
Complexity academic level
This case study is suited to master degree programs.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 1: Accounting and Finance.
Details
Keywords
Pallavi Datta, Shailavi Modi, Yugantar Singh and Jain Mathew
The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian social entrepreneurs. The case study offers a rich…
Abstract
Learning outcomes
The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian social entrepreneurs. The case study offers a rich educational experience spanning diverse fields, including business operations, entrepreneurship, sustainable products, social innovation and financial planning. The case study on social entrepreneurship will guide students to comprehend its concept, significance, challenges and understand how businesses can be a force for positive social impact. The case study serves as a valuable tool for graduate students, helping them improve their critical thinking and solution-focused skills in preparation for their future entrepreneurial endeavors. Students should be able to analyze the case study, answer questions and evaluate the co-founder’s business expansion dilemma.
Case overview/synopsis
Social entrepreneurs are vital in tackling pressing societal issues, fostering innovation and creating lasting solutions for rural communities. However, their unique challenges often go unnoticed. This case study highlights the journey of Dr Saji Kurungatil Varghese, the co-founder of Sunbird Straws, an eco-friendly startup, and the complexities they faced while considering business expansion. The purpose of this case study is to provide insight into the world of social entrepreneurs and emphasize their importance and contribution on a wide scale.
Complexity academic level
This case study is suitable for undergraduate and postgraduate students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS3: Entrepreneurship.
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Students studying this case study will critically evaluate business scenarios to develop strategic decisions, incorporating ethics, stakeholder impacts and long-term outcomes;…
Abstract
Learning outcomes
Students studying this case study will critically evaluate business scenarios to develop strategic decisions, incorporating ethics, stakeholder impacts and long-term outcomes; assess managerial competencies and offer recommendations for growth, stability and employee engagement; identify entrepreneurial traits and characteristics, analyzing their impact on strategic planning and growth; evaluate leadership styles and their influence on organizational culture, motivation and success; and apply theoretical frameworks to assess Slimnastics’ challenges and propose data-driven growth strategies.
Case overview/synopsis
This case study focuses on a critical dilemma faced by Passant Esmail, founder of Slimnastics School of Ballet in Egypt. With the business recovering from the effects of the global pandemic and Esmail considering a personal relocation, she faces a key strategic decision: whether to sell Slimnastics for a profit, risking its legacy or to distribute equity among the management team, ensuring continuity but potentially compromising operational growth and future scalability. This dilemma forces her to weigh the sustainability of the business, ethical concerns and the impact of her decision on employees, students and the broader community.
Complexity academic level
This case study is designed for both undergraduate and postgraduate level students and is ideal for courses in entrepreneurship, strategic management and leadership in sports management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS3: Entrepreneurship.
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Udai Lal Paliwal and Nityesh Bhatt
This case highlights the social entrepreneurship exhibited by Dr Shyam Sunder Paliwal, former Sarpanch (head of village council) of Piplantri Gram Panchayat of Rajsamand district…
Abstract
Learning outcomes
This case highlights the social entrepreneurship exhibited by Dr Shyam Sunder Paliwal, former Sarpanch (head of village council) of Piplantri Gram Panchayat of Rajsamand district of Rajasthan State in India. After completion of the case study, the students will be able to identify the factors that enabled social change, discuss the role of women in the social change at Piplantri and how their participation can be leveraged in similar contexts, evaluate the measures for addressing the ethical dilemma faced and develop strategy for sustaining and augmenting social change.
Case overview/synopsis
Dr Paliwal, former Sarpanch (head of village council) of Piplantri Gram Panchayat of Rajsamand, India was having a deeper look at one of the highest civilian award “Padma Shri”, bestowed upon him by the Government of India. Fully immersed in his 18 years of public service, he started recollecting his journey in the chilly winter of November 2023, which began in the year 2005 as the Sarpanch of Piplantri Gram Panchayat. After toiling hard to improve the basic infrastructure of his Gram Panchayat, his focus quickly shifted to plantation of trees, improving the water level and addressing other social issues such as social entrepreneurship through ecofeminism. He had a larger goal of uplifting the Gram Panchayat community in the barren, parched and encroached land. He vividly remembered the public participation in this drive, especially the women. Through effective utilisation of various government schemes, by 2022, the panchayat could witness more than four and a half lac (0.45 million) trees planted and a large number of functional water repositories enabling socio-economic development of the villagers. Numerous accolades displayed in his office; were the testimony of his work and challenges faced on many fronts. He started reflecting about various factors including ecofeminism that led to the success of his social entrepreneurship activities. He was also concerned about the sustainability of his efforts and scalability of activities while ensuring that developmental activities did not harm the natural environment.
Complexity academic level
This case on social change journey at Piplantri village can be taught in MBA programmes in social entrepreneurship course.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS3: Entrepreneurship.
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Keywords
Camilo Antonio Mejia Reatiga, David Juliao-Esparragoza and Saul Gonzalez
This case study is tailored for audiences engaged in subjects such as entrepreneurship, strategy and foundational marketing principles. The academic focus aligns with the business…
Abstract
Learning outcomes
This case study is tailored for audiences engaged in subjects such as entrepreneurship, strategy and foundational marketing principles. The academic focus aligns with the business model conceptualized by Osterwalder and Pigneur. This case study targets both undergraduate and graduate students at the university level, catering to interdisciplinary groups enrolled in courses related to entrepreneurship, strategy, marketing fundamentals and more. The objective is to equip students with the skills to construct diverse business models based on various potential alternatives. This case’s adaptable design and straightforward cost and revenue formulation facilitate comprehension for nonbusiness students, enabling them to grasp the multifaceted dimensions of a business model and project figures using basic arithmetic.
Case overview/synopsis
Fookifun emerged as a company born from Mrs Alejandra Padilla’s insightful grasp of the market. With the initial investment from her husband, she initiated a venture focused on delivering high-quality theatrical performances for children in the city of Barranquilla, situated in the northern region of Colombia. This narrative unfolds through early scenarios, illustrating the strategic decisions made by the entrepreneurs and the meticulous calculation of their costs and expenses. Alejandra steered her enterprise from 2014 to 2017, navigating through various alternatives and their associated costs. The narrative delved into 2017, depicting Alejandra’s pivotal decision-making process. Faced with the challenge of insufficient profitability, she contemplated the sustainability of the business. This period prompted her to reassess whether to persist with modifications or relinquish the venture altogether. The crux of Alejandra’s dilemma laid in the business’s meager profitability, which failed to generate adequate income for sustainability. It became imperative for her to make informed decisions, identifying modifiable variables within the business model and assessing their potential impact, particularly on the income generation model. This case study is tailored for audiences engaged in subjects such as entrepreneurship, strategy and foundational marketing principles. The academic focus aligns with the business model conceptualized by Osterwalder and Pigneur.
Complexity academic level
Given the characteristics of this case, it can be used for the teaching and learning of business or business administration, marketing, economics or related students, at higher or postgraduate levels (graduate school).
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS3: Entrepreneurship.
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Keywords
After completion of the case study, the students will be able to understand lead and lag indicators, understand job performance and its linkage with job satisfaction, calculate…
Abstract
Learning outcomes
After completion of the case study, the students will be able to understand lead and lag indicators, understand job performance and its linkage with job satisfaction, calculate the cost of turnover and design solutions to the problem of attrition and low satisfaction.
Case overview/synopsis
Pace Control Gears was a small-scale enterprise based out of Sonipat, India. It was an entrepreneurial venture by Rajesh Kumar, who had set Pace in 2010 to manufacture low-voltage electrical apparatus. Recently, Pace had begun to experience issues with quality control that were largely the result of human error. The company was facing a drop in satisfaction levels and higher attrition levels among the employees. Kumar had to find a solution quickly to address the problem, as it had direct implications for the company’s margins and the assurance of quality that it was associated with in the market.
Complexity academic level
This case study is suited to undergraduate and postgraduate courses in human resource management and general management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resources Management.
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Niaz Ahmed Bhutto, Abdul Rehman Shaikh and Sanober Shaikh
The learning objectives of this case study based on Bloom’s Taxonomy (Bloom et al., 1956) will be to analyze the procurement process and identify the parameters for the…
Abstract
Learning outcomes
The learning objectives of this case study based on Bloom’s Taxonomy (Bloom et al., 1956) will be to analyze the procurement process and identify the parameters for the procurement of services; evaluate the potential risks and challenges associated with relying on a single vendor for critical services; apply the four-stage model of crisis management to the breach of contract by Fresh Bites Catering; examine how adopting sustainable procurement practices, such as diversifying suppliers and establishing contingency plans, can mitigate these risks and ensure business continuity; and analyze the dynamics, roles and potential conflicts between the principal (Multan University) and agent (Fresh Bites Catering) using the principal–agent theory (PAT).
Case overview/synopsis
This case study explores the challenges and implications of sustainable procurement within the context of Multan University’s cafeteria services. It delves into the sudden contract breach by Fresh Bites Catering, a long-time partner responsible for providing central cafeteria services, and examines the resulting operational crisis faced by the university. This case study highlights key procurement processes, including vendor selection, contract management and adherence to sustainability principles, as well as the risks associated with single-vendor dependency. By applying frameworks such as the PAT, the four-stage model of crisis management and sustainable procurement practices, this case study encourages students to critically assess the failures in contract enforcement, risk mitigation and service continuity. Additionally, it stimulates discussion on the benefits of robust risk management strategies, multi-vendor approaches and clear contract terms to prevent future disruptions in essential services. This case study serves as a valuable tool for understanding how procurement strategies influence organizational performance and long-term sustainability in higher education institutions.
Complexity academic level
This is a decision-making case and can be taught in Master of Business Administration courses in purchase and supply management and operations management. This case study is mainly written to make students understand and analyze the potential risks of a single vendor, the benefits of diversifying suppliers and sustainable procurement.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and logistics.
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Pratik Rajendra Satpute, Gautam Surendra Bapat and Shefali Joshi
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…
Abstract
Learning outcomes
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.
Case overview/synopsis
“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.
Complexity academic level
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.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and Logistics.
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Subject
Country
Case length
Case provider
- The CASE Journal
- The Case for Women
- Council of Supply Chain Management Professionals
- Darden Business Publishing Cases
- Emerging Markets Case Studies
- Management School, Fudan University
- Indian Institute of Management, Ahmedabad
- Kellogg School of Management
- The Case Writing Centre, University of Cape Town, Graduate School of Business