Case studies

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.

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CSS 9: Operations and Logistics.

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.

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.

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).

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CSS3: Entrepreneurship.

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).

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.

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.

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CSS 9: Operations and logistics.

After completion of the case study, the students will be able to make strategic decisions for social entrepreneurship and carry out a sustainability and social impact analysis, assess the benefits of a circular economy-based retail model and investigate ways to preserve these benefits and recognize the ethical and sustainable issues facing the fast fashion sector and how social enterprises are addressing them.

The culture of fast fashion had proven to be dangerous for the environment as it had promoted a culture of consumerism and materialism. It had also increased the landfills in different countries. The need of the hour was to upcycle used and unwanted clothes into new innovative items. This idea had been practically implemented by Mrs Sujata Chatterjee of the Twirl Store, the protagonist of this case study. Chatterjee was a social entrepreneur who recognized the environmental and social problems caused by rapid fashion and abandoned apparel in landfills. She launched the Twirl Store, a social enterprise with the mission of advancing circular economy and sustainability practices in the textile sector. Rural women were economically and culturally empowered by the enterprise’s upcycling of used clothing using their abilities, and a sustainable source of income was created. Finding abandoned clothing, sorting and processing it effectively and locating clients who share her commitment to sustainability were difficult tasks for Chatterjee. Despite the difficulties, the Twirl Store served as an example of how circular economy concepts, cultural sustainability and women’s empowerment might be combined, highlighting the importance of social entrepreneurship in addressing global concerns and fostering positive social effects and economic impact.

This case study is applicable for undergraduate as well as post graduate students of management studies.

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CSS 3: Entrepreneurship.

After completion of the case study, students will be able to analyse the path of the entrepreneurship from idea generation to market development to scaling up business, examine the impact of start-ups like Ergos on India’s agriculture value chain, discuss the challenges faced by tech entrepreneurs in growing a business, identify problems solved by Grain Bank Model and evaluate digitisation of farming’s custodial services such as warehousing, market linkages and loans.

The case study discusses how founders of Ergos, India-based leading digital AgriTech start-up, Kishor Kumar Jha and Praveen Kumar, started one of the unique models in the AgriTech landscape in India. After noticing the grim condition of small and marginal farmers in Bihar, India. Kishor and Praveen decided to put their banking and corporate experience to use in the farming sector. Ergos aimed to empower farmers by providing them with a choice on when, how much quantity, and at what price they should sell their farm produce, thus maximising their income. As a result, Ergos launched the grain bank model, which provided farmers with doorstep access of end-to-end post-harvest supply chain solutions by leveraging a robust technology platform to ensure seamless service delivery. Ergos faced many challenges in its journey related to financing, marketing and distribution. Amidst these developments, it remained to be seen how Kishor and Praveen would be able to realise their goal to serve over two million farmers across India by 2025 and create a sustainable income for them through its GrainBank Platform.

This case study was written for use in teaching graduate and postgraduate management courses in entrepreneurship and business strategy.

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CSS 3: Entrepreneurship

After completion of the case study, students will be able to identify the traits required in child leadership and the ability to apply “The Whole Leadership Framework” child leadership model today, identify and discover opportunities to promote child leadership and analyse its sustainable impact and analyse how innovation clubbed with sustainability will create a competitive advantage with special reference to the innovative ultraviolet-C light sterilisation Suraksha Box.

Aditya Pachpande was a child prodigy of India, who had stunned the world with his trailblazing attitude ever since the tender age of 12. Aditya’s father, Sandeep Pachpande, a Harvard alumnus, wondered – “My son is ahead of his time. Would institutions ever acknowledge my innovative boy as a child leader? Will my child become a teen chief executive officer (CEO)? Will he ever get accepted?” Aditya leads by example as a student, changemaker, edupreneur, innovator and keynote speaker. He thinks, “Age is just a number”, but has had to shout out loud to be heard. With the nickname “Lecture man” given by his teachers and peers, he went on to contribute in endorsing skill-based experiential and discovery-based teaching-learning that addresses real-world issues and sustainable development goals. A CEO at the age of 11 years, he co-founded NextGenInnov8 Global Solutions Private Limited and NextGenInnov8 Social Foundation. Although achieving these milestones, he had to manoeuvre through several curve balls hurled at him by the system. Not the one to ever compromise on ethics, values and purpose, today he was at the crossroads – whether he should choose social change over-commercialisation of his business, simplicity and minimalism over product perfection, crowdfunding over loans or angel investors, manufacture in China or make in India just to name a few. The unstoppable Aditya, aspiring for acceptance, dreamt that someday, these policymakers and businesses would acknowledge child innovators and not write them off just because they were adolescents. Aditya, standing on a precipice, dreamt along.

This case has been particularly focused on postgraduate-early stage-level students pursuing business or entrepreneurial education-related programs.

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CSS 3: Entrepreneurship.

After completion of the case study, students will be able to understand the service offerings within the nascent electric vehicle (EV) sector and end-consumer needs of EV charging services, understand the reasoning behind Sunfuel Electrics (SFEs) prioritisation of destination charging for their first go-to-market (GTM) strategy and appreciate SFE’s use of community marketing and alliance partners to execute its various strategies. Connect game-theory with the proposed strategies.

SFE was an early start-up in EV charging space. The co-founders believed that any success would hinge on their ability to play a differentiated game and carve a distinct yet profitable niche in the EV charging arena. SFE deliberately focussed on “destination charging” and identified a segment that they were confident of making a difference: the discerning high-end consumer. Soon, SFE’s success caught the eye of its deep-pocketed competitors who also entered the same space. As a single service company, the co-founders set in motion a back-up plan and identified three new strategic thrust areas to maintain SFE’s competitive edge. The first involved entering the city charging segment, and the second was a pioneering concept branded “E-Trails” targeted at a community of EV owners who were motor enthusiasts. Thirdly, SFE conceptualised an EV-Roadhouse concept, promising a full-bouquet of select premium services at a pit-stops along the highway. The co-founders needed to test which and to what extent would these initiatives would translate into real gains and if returns were commensurate with investments and SFE’s ability to deliver a scalable consistent experience. Specifically, if these proposed asset-light avenues added the required heft to their GTM strategy.

This case study is suitable for post-graduate students in marketing, strategy, entrepreneurship and sustainability courses.

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CSS 8: Marketing.

The case study aims to help students/learners to analyse the role of perception and its linkage to an entrepreneur’s decision-making process in setting up a social entrepreneurship venture during the COVID-19 pandemic without any prior entrepreneurial experience; understand the definition and meaning of social enterprises based on concepts/theories of social entrepreneurship; identify if AgriVijay fits the outline of a social enterprise based on its vision, challenges faced and journey as an agriculture-based technology-oriented social venture (AgTech SE); and outline the future path of AgriVijay as an independent business (post its incubation support period) using suitable strategy and funding models related to for-profit social enterprises.

This case study details the fascinating journey of a social AgTech venture – AgriVijay – through the perspectives of the protagonist Vimal Panjwani, a budding agri-business entrepreneur. Fuelled by a desire to empower the farming communities, Panjwani with the support of his dynamic mother, Shobha Chanchlani, embarked on the challenging task of crafting a business model that sought to merge community welfare with profitable enterprise. The case study illuminates the protagonist's background, revealing Panjwani’s motivations, risk-taking tendencies and the pivotal role played by his co-partner and mother, Chanchlani. It also highlights the challenges encountered by the protagonist in setting up a technology-based social entrepreneurship venture along with its success in making a social impact across marginalised farming communities. Through all this, the case study also highlights the major dilemma of the protagonist – that of continuing to balance AgriVijay’s core mission of “empowering the farmers” with profitability and long-term growth beyond its limited incubation support period, and his own dilemma of venturing into a social enterprise as a start-up venture without any prior entrepreneurial experience. The case study through its narrative encourages the readers/learners to understand the evolving dynamics of a nascent social entrepreneurial venture in a developing economy and how such a balanced model can actually be the harbinger of social impact and change in similar economies with large rural farming and marginalised communities.

The case study is most suitable for postgraduate management, weekend executive learning or distance learning students in agri business, sustainable business, social entrepreneurship and allied management domains. It can be used for teaching and learning topics related to entrepreneurship, new venture strategy, leadership and motivation, with a specific focus on agriculture business, agricultural entrepreneurship, social entrepreneurship and sustainable ventures.

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CSS 3: Entrepreneurship.

After reading and discussing this case study, students will be able to explain the concept of diffusion of innovation and predict how the passion fruit-infused vinaigrette (PFIV) might spread throughout the Thai market; analyze the market environment for condiments in Thailand and identify specific opportunities that Preedha Vinchit and her team should consider for the successful launch of the PFIV; interpret both qualitative and quantitative data gathered by the new product development (NPD) team and discuss its implications for the product’s market strategy and development; and critique the initial launch plan proposed by Krit Anon, suggest practical strategies and calculate the break-even point necessary to meet the project’s financial goals.

During July 2023, Vinchit, product marketer at the Thani Food Institute (TFI), faced a critical decision regarding the launch of the APFIV. Developed from TFI’s patented passion fruit peel powder, the PFIV offered functional benefits and addressed the sustainable use of passion fruit resources. As COVID-19 restrictions eased, TFI’s board of advisors anticipated a successful market entry for PFIV. Anon, culinologist and chef behind PFIV’s formulation, expressed keen interest in launching it independently with a startup investment of THB 500,000 (US$14,388). Vinchit, with market research and home-use test results indicating positive consumer reception in hand, contemplated whether to proceed with a launch plan of TFI’s design or endorse Anon’s entrepreneurial venture. Critical considerations included market viability, strategic partnerships, target demographics and marketing strategies encompassing pricing, distribution and promotional campaigns. The decision hinged on maximizing PFIV’s market potential amidst Thailand’s robust condiment consumption and growing health awareness.

This case study can be used in undergraduate and graduate courses in entrepreneurship, food product development, marketing strategy, market research and innovation on topics including NPD, opportunity identification, concept testing, consumer research analysis, marketing strategy formulation, business/financial analysis and launch strategies. This case study may be more useful in the middle or later parts of a course or module when an instructor is focusing on any or all stages of the NPD process and the strategic decisions, particularly for aspiring entrepreneurs with limited resources. Additionally, students should have developed at least some preliminary understanding of qualitative and quantitative research methods. This case study has been very effective in demonstrating various organizational processes and decision-making tools, which allow students to apply strategy frameworks and systematically evaluate several alternatives.

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CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to analyze the FinTech industry in emerging markets, distinguish the growth strategies for startups in the hyper-growth phase, using the Ansoff matrix, evaluate and select geographical markets for expansion (foreign country selection) and understand the liability of foreignness concept.

In 2015, Islam Shawky, Alain Al-Hajj and Mostafa Menessy founded Paymob in Egypt, a FinTech start-up providing technological and financial solutions to consumers and merchants in the country. The company had grown into one of Egypt’s most prominent digital payment providers by deploying infrastructure and technologies that empower the underserved with access to financial services. In 2021, Paymob had gained a lot of support from venture capital investors that ended with closing the largest in Egypt Series A fund of $18.5m led by Dubai-based venture capital firm Global Ventures. Although Paymob had already reached great success in Egypt, the founders’ vision was to become the regional leader of digital payments, focusing on small and medium-sized enterprises. So, they are considering regional markets similar to Egypt’s, such as the Kingdom of Saudi Arabia, a call with a lot of structure but a lot of competition, and Pakistan, a market with much less competition but relatively unstructured. The founders found themselves in early 2022 deciding between these two markets in preparation for the next round of Series B $50m funding.

This case study can be useful for courses in executive education.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.