Case studies

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.

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: to analyse the issue(s) presented within specific case study context (C4); to formulate solutions to identified issue(s) within specific case study context (C5); and to synthesise a group plan to solve issue(s) within specific case study context (A4).

In 2017, China proclaimed that it would no longer accept plastic waste for recycling, this was in-line with China’s Operation “National Sword” to review the quality of these plastic imports to ensure their recyclability. This sent shock waves through a now globalised recycling network, with China previously having imported 95% of the EUs and 70% of US plastics that had been collected for recycling. This plastic backlog was then diverted to South-East Asian nations, particularly Malaysia, which this case focuses the discussion upon. While the potential for significant economic benefits drew the attention of illegitimate and unscrupulous businessmen alike, the environmental degradation from the often, low technological recycling processes and even burning of low-grade plastics brought profound negative impacts. This case focuses upon, then Minister, Yeo Bee Yin who led the Ministry of Energy, Science, Technology, Environment and Climate Change, in which she took an active and aggressive stance in attempt to stop Malaysia becoming the dumping ground for the global plastic crisis.

This case is appropriate for final year undergraduate and any postgraduate degrees in Business.

Teaching notes are available for educators only.

CSS 4: Environmental Management.

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.

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.

Information from secondary sources was used to develop this case study. The sources of the data included the organization’s website, yearly reports, news releases, reports that have been published and documents that are accessible online.

As of 2023, Kenya generated around 0.5–1.3 million tons of plastic waste per year, of which only 8% was recycled. The remaining waste was either dumped into landfills, burned or released back into the environment. In addition to the plastic problem, a deforestation crisis was looming large in the country. Despite the country’s efforts to improve recycling, banning the use of single-use plastic to reduce plastic pollution, plastic waste continued to be a major issue. Growing up in the Kaptembwa slums of rural Kenya, Lorna saw the adverse impact that plastic waste had on the local ecosystem. Also, she was perturbed by the widespread cutting down of trees for construction of buildings, etc., which had resulted in deforestation. Lorna’s concern for the environment and her desire to address these issues motivated her to found EcoPost, a business that promoted a circular economy by gathering and recycling plastic waste.

With the common goal of enhancing circularity, EcoPost and Austria-based chemical company Borealis collaborated to stop waste from seeping into the environment and to make a positive socioeconomic and environmental impact. The funding from Borealis would help EcoPost in increasing its capabilities, providing training and recruiting more waste collectors. The funds were also supposed to help formalize the work of the waste pickers (mostly youth and women from marginalized communities) by financing the entrepreneurial start-up kits. Lorna aimed to create a business model that would not only solve the plastic waste problem but would also contribute to the social and economic development of local communities. Amidst these gigantic problems of plastic waste and deforestation that Kenya was facing, how will Lorna achieve her ambitious goal of reducing plastic waste and save trees? How will EcoPost pave the way to a cleaner, healthier and more sustainable future?

This case is intended for use in MBA, post-graduate/executive level programs as part of entrepreneurship and sustainability courses.

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 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.

After completion of the case study, the students will be able to discuss how social entrepreneurs identify problems and convert them into opportunities, analyze the challenges faced by social entrepreneurs in setting up and growing a new venture and formulate an expansion strategy for a startup.

Over 2.6 billion people worldwide needed access to sanitation services, and most of them stayed in rural areas. Lack of access to sanitation had several negative consequences. In the Middle East North Africa (MENA) region, sanitation was one of the major challenges, with 66 million people still lacking basic sanitation facilities. Additionally, a very small proportion of the wastewater was properly treated. This lack of access to sanitation was a major barrier to economic development and poverty reduction. Out of the 17 most water-stressed countries in the world, 11 were in the MENA region. About 15 million people in rural Morocco did not have a proper and sustainable sanitation system. However, there was an enormous opportunity to use wastewater as a resource. The global market for wastewater treatment services was valued at US$53bn in 2021, and it was expected to grow to more than US$71bn by 2026. Two Moroccan scientists – Dr Salma Bougarrani and Dr Lahbib Latrach, who were born and brought up in Morocco and had seen the wastewater problem very closely, decided to help the people at the bottom of pyramid (BoP) after completing their PhD in environment and water treatment technologies and multisoil-layering technology. They founded GREEN WATECH, a social enterprise, in 2018, which provided a low-cost, efficient and practical solution for wastewater management in the rural areas of Morocco. GREEN WATECH won many awards and cash prizes for its product and business plan. The company had already reached five regions of Morocco and positively impacted the lives of thousands of Moroccans. The founders were planning to expand to areas in the rest of Morocco and other African and Middle East countries. GREEN WATECH had the potential to significantly impact the lives of people in rural areas and help improve wastewater management systems in developing countries through its patented technology. However, the founders faced several challenges in making their dream a reality. They needed a bigger team to expand to different locations and countries but were finding it difficult to get the right people. They also needed funds to expand their geographical reach but found it tough to get investors as they were still unable to break even. It remained to be seen how the founders of GREEN WATECH would achieve their expansion goals and help people at the BoP in other developing countries.

This case study is suited to the Master of Business Administration/Master of Science and executive program.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case can be used to highlight aspects of strategic management, such as industry analysis as well as country competitiveness. After working through the case and assignment questions, the students will be able to analyse the competitiveness of – the green hydrogen industry in India – while comparing key structural elements with international benchmarks with European Union and China; examine the strategy of India’s Ministry of New and Renewal Energy an anchor entity implementing India’s National Green Hydrogen mission; assess the recent strategy of India’s ministry of new and renewal energy implementing Indian Government’s National Green Hydrogen Mission to contribute to India’s sustainability and climate goals including net zero targets, and motivations for the shift and its fit with the broader external environment; and suggest recommendations that might help Indian Government in achieving its strategic goals of improving India’s competitiveness in green hydrogen energy industry.

This case, based on actual events, described a situation faced by Raj Kumar Singh, the Cabinet Minister for Power & New & Renewable Energy, Government of India. The “National Green Hydrogen Mission”, launched by the Government of India in January 2023, is seen as a strategic endeavour to position India at the forefront of green hydrogen production globally. The budget allocated for the mission is $2.4bn (INR 19,744 Cr) until FY 2029–2030, and it aspires to stimulate the paradigm shift in India’s energy landscape. The mission seeks to reduce India’s dependence on its energy imports by capitalizing green hydrogen’s potential, lowering the production cost to $1 per kg by 2030, and develop a formidable 5 million metric tons (MMT) annual production capacity with potential expansion to 10 MMT. The success of the mission is dependent of several key factors like decrease in production costs, advancements in electrolyser technology, support system of the government and the strategic collaborations. However, the path towards mission’s success faces challenges such as infrastructure development, storage and distribution. Despite these challenges, the government is determined in its commitment to scale up green hydrogen production, positioning India as a global center for this sustainable energy source. This case provides a rich context for discussions on how policy, technical and economic factors will interact for shaping the future of green hydrogen industry in India.

Case applicable for management classes preferably in MBA class.

Teaching notes are available for educators only. Porter, Michael E. (1990–03 - 01). “The Competitive Advantage of Nations”. Harvard Business Review. No. March–April 1990. ISSN 0017–8012.

CSS 11: Strategy.