Case studies

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.

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.

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.

The learning outcomes are as follows: understanding strategic decision-making in EdTech: students will analyse the dynamics of strategic decision-making in the EdTech sector, exploring the rationale behind Unacademy’s shift from online to offline learning; assessing business model transformation: learners will evaluate the challenges and opportunities associated with Unacademy’s transformation from an online-centric model to venturing into physical coaching centres, and this includes considerations of market trends, competition and financial implications; managing competitive dynamics: students will examine the competitive landscape in the Indian EdTech sector, comparing Unacademy’s offline move with industry players, and this objective aims to enhance students’ ability to assess competitive strategies and positioning; strategic response to funding challenges: participants will explore how Unacademy strategically responds to the funding winter, addressing questions of financial stability, organic growth and sustainability in a dynamic market; leadership in uncertain environments: the case aims to develop insights into effective leadership during periods of uncertainty, and students will assess Gaurav Munjal’s leadership decisions and the management team’s role in steering Unacademy through challenges.

These objectives align closely with the case’s focus on strategic management, innovation and business transformation within the context of EdTech, providing students with practical insights and decision-making skills applicable to real-world scenarios.

The case study revolves around Unacademy, a prominent EdTech player in India, undergoing a strategic shift since May 2022. Facing a decline in demand for online education, the company ventured into the offline learning space by establishing physical coaching centres, directly competing with established offline and hybrid players. The case spans the period from the strategic pivot in 2022 to the challenges faced during the funding winter. The protagonist is Gaurav Munjal, the CEO of Unacademy, leading the management team amidst uncertainties.

The case is designed to teach strategic management in the EdTech sector, focusing on the challenges associated with entering the offline education space, particularly without prior experience and amid stiff competition. It explores questions of achieving organic growth, ensuring profitability and making strategic decisions during a funding winter. The industry context is EdTech in India, and the sub-fields of academia include strategic decision-making, business model transformation and competition dynamics within the education sector.

Level and field of study: The case is designed for MBA students with a focus on strategic management, innovation and the EdTech sector. It can also be suitable for executives participating in short courses on business strategy and organizational transformation.

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.

Teaching notes are available for educators only.

CSS11: Strategy.

Working through the case and the questions that follow will allow students to evaluate: critically assess the effectiveness and feasibility of Berrylush’s business model through the lens of the Business Model Canvas; understand: explain the strategies used by the organisation to gain and sustain a competitive advantage; apply: use the principles of judo strategy to develop tactics for competing effectively against well-established brands; analyse: examine how environmental changes affect the organisation; and create: formulate a growth strategy for Berrylush.

Two young MBA graduates from a top Indian management institution dreamed of running a large-scale business, providing women all over India with high-quality western clothing. In 2017, Berrylush was born with an initial business model where they designed and manufactured all their products in-house. While at one point, their maximum production capacity was only 900 units a month, within a handful of years, the brand saw its highest selling week of 2022 with sales of over 50,000 orders on India’s largest apparel and fashion website. Co-founder Alok Paul is spearheading the company’s channel expansion, taking it from only direct-to-consumer online sales to offline sales, creating an omnichannel experience for shoppers.

The case can be used for an undergraduate or MBA program teaching a strategic management course after the fundamentals of strategic management have been taught but before strategy execution and implementation have been discussed.

Teaching notes are available for educators only.

CSS 11: Strategy.

The authors gathered the core information for this case using publicly available filings from the US Department of Justice and the US Securities and Exchange Commission. Publicly available news articles were used to complement the core information. All sources are cited.

This case involves an assumed fraud perpetrated by the C-suite members of Celadon Group, Inc. – formerly one of the largest trucking companies in North America. By 2016, the value of Celadon’s truck inventory significantly decreased in value. Instead of reducing the inventory to its market value on the Balance Sheet, management engaged in a series of trades and creative accounting to conceal the fact they had overvalued the trucks.

Investment analysts at Prescience Point Capital Management and Jay Yoon (both published on Seeking Alpha) found inconsistencies and red flags in Celadon’s 2016 and 2017 financial reports and reported their suspicions to the public. Soon after, Celadon’s audit committee declared the company’s recent financial statements could no longer be relied upon, resulting in an immediate market loss of $62.3m. In 2019, Celadon entered into a Deferred Prosecution Agreement and was ordered to pay $42.2m in restitution. The Department of Justice (DOJ) criminally charged Danny Williams (president of Quality, a Celadon subsidiary) and he entered a plea agreement. The DOJ also criminally charged Bobby Lee Peavler (CFO) and William Eric Meek (COO). Celadon filed for bankruptcy and operations ceased. Then, in an unexpected turn of events, in 2022, the DOJ dismissed the criminal case against Peavler and Meek.

This case allows students to apply theory learned in a fraud examination or forensic accounting course to an actual fraud case. It discusses red flags and how perpetrators of fraud often need to keep perpetrating wrongdoing to keep the original fraud from being discovered. The authors designed the case for upper-level or graduate business students. It should be included in the course when covering financial statement fraud.

Data for this case was collected through multiple interviews with the founder, staff and customers of Miss Rizos. In total, about 10 h of interviews were recorded and transcribed. To write the case, the authors visited the firm’s premises in Santo Domingo. Furthermore, observations, participation as clients and informal interactions also resulted in additional data and evidence that supported the case. In addition, the authors consulted corporate documents and archival data, as well as secondary sources, such as internet news, blogs, YouTube and other social media.

In 2011 Carolina Contreras opened a beauty salon (“Miss Rizos”) located in the heart of Santo Domingo, on the same street where slaves were once sold. The “unapologetic” powerful aim of the salon was to empower Afro-descendant, Afro-Latino, Afro-Dominican women, helping them revitalize their image and feel proud of their coils, curls and waves – and ultimately, of their identity. By the end of 2019, Carolina established a second hair salon in New York City. The case dilemma takes place in the summer of 2023. It involves choices the firm faces regarding the enhancement of its “activist” spirit, the adequacy of its organization and, more urgently, regarding its viability and possible growth/“scaling-up”.

This case is useful in undergraduate courses for teaching issues on social entrepreneurship, race and responsible leadership.

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.

After completion of the case study, students will be able to learn to conduct the 5Cs (Customers, Collaborators, Capabilities, Competitors, Conditions) and Porter’s five forces analysis for understanding the situation of any company; to understand various demand forecasting techniques with the case example of Kaspians Café; to analyse different factors that influence the demand with the case example of Kaspians Café; and to learn how to choose the best time-series forecasting method based on the available dataset.

This case study focuses on operations strategy, specifically analysing the issues encountered by the Kaspians Café, a food joint establishment located within the Kaspians Institute of Management. Kaspians Café, due to its large student clientele, encountered operational inefficiencies such as inadequate inventory management, stockouts and wastage. These issues resulted in financial losses and customer dissatisfaction. This case study focuses on forecasting the demand for different food items at different times to get a better understanding of the stock to be maintained at Kaspians Café. Furthermore, Shyam Manral, the owner of Kaspians Café, was confronted with the difficulties arising from the surging popularity of neighbouring Dhabas and the escalating impact of food delivery platforms such as Zomato and Swiggy. The formerly prosperous Kaspians Café establishment, known for its uniform offers, was now encountering strong competition from the quaint ambience and varied menus of the Dhabas situated in close proximity to the campus entrance. These conventional establishments not only accommodated the changing preferences of students but also functioned as convenient centres for social meetings. The emergence of Zomato and Swiggy had revolutionised the eating patterns of students by providing a wide range of choices that were conveniently delivered to their residences, thereby diminishing the attractiveness of Kaspians Café. Manral was struggling to revive his business in light of these shifting circumstances. He pondered how to keep consumers loyal in the middle of changing cuisine preferences and the convenience provided by contemporary food delivery services.

This case study can be used in the operations management course at the MBA/postgraduate level.

Teaching notes are available for educators only.

CSS 9: Operations and logistics.