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.

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Case study
Publication date: 20 August 2024

Sunildro L.S. Akoijam, Ch. Ibohal Meitei, Nitesh Kumar and Mokhalles Mehdi

This case study was based on an in-depth investigation of multiple interactions with the Chief Executive Officer (CEO) and feedback from customers. Secondary research approaches…

Abstract

Research methodology

This case study was based on an in-depth investigation of multiple interactions with the Chief Executive Officer (CEO) and feedback from customers. Secondary research approaches involved reviewing articles and reports published on various media platforms. One of the authors has direct access to the CEO and staff members to collaborate on data and information for this case study.

Case overview/synopsis

The case study is about a dairy company operating its business in Manipur (Northeast India).YVU Milk Producer Company Limited (YVUMPCL) is focusing on the growth of its brand YVU Dairy in the northeast Indian market and neighbouring country Myanmar. It was founded in 2013 to provide a livelihood for dairy farmers and fill a demand gap for dairy products in Manipur. Despite numerous opportunities, competencies and efforts, the firm has yet to expand its business significantly. It faced several challenges in expanding the business. This case discusses the strategies adopted by YVU to overcome those obstacles and emphasises the strategy for its expansion.

Complexity academic level

This case study is designed for use in courses in the Bachelor of Business Administration and early Master of Business Administration program. It is ideal for topics such as international marketing, marketing, strategy and entrepreneurship.

Details

The CASE Journal, vol. 21 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 19 February 2025

Nitin Kumar Singh, Federica Rossetti and Erin Byrne

The case describes a real company, real people and real situations. The authors have used real names other than the name of the cosmetic formulation company and the product design…

Abstract

Research methodology

The case describes a real company, real people and real situations. The authors have used real names other than the name of the cosmetic formulation company and the product design company – which the authors address as “the Florida company” and “the product design company,” respectively. The authors used both secondary and primary data to develop this case study. The case originated from the guest lecture given by Paige in one of the author’s classes. Following her guest lecture, the authors asked her permission to develop her story into a case study, and she graciously consented. The authors obtained background information about the company – Aer Cosmetics, from the company website, news articles and the TEDx talk delivered by Paige. The authors followed it with Paige’s interview, which the authors recorded and transcribed. Based on this interview and the information collected from the other sources, the authors developed the final version of the case study. Paige read and approved the final version for its factualness and sequence of events. The case was then informally reviewed by professors who have published their case studies in the target journal. The authors revised the case study based on this feedback and again obtained Paige’s approval on the case text before submission to the journal.

Case overview/synopsis

This case is set in May 2024. Paige DeAngelo, the CEO of Aer Cosmetics, was disappointed with the sales of her newly launched sustainable mascara product. She had been a student entrepreneur at Drexel University for the last three years. She developed her product with the help of the university incubator and other entrepreneurial support systems available at Drexel and outside. Paige had graduated in December 2023. Drexel University allowed its students to remain in their incubator program only up to one year after graduation. Thus, with seven months remaining, it is time for Paige to decide how she would manage the next growth phase of her business. The students are put into the shoes of Paige DeAngelo. They are asked to decide whether to extend their stay in the incubator program, venture out and be an independent business entity, pitch the company for acquisition by corporations, or leverage other entrepreneurial support systems in the environment to grow the company. Students need to craft a strong argument, either supporting the options they advocate for or opposing those they reject.

Complexity academic level

This case was written primarily for upper-division undergraduate courses but is also suitable for MBA courses.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 19 February 2025

Samuel Allen, Audrey J. Murrell, Ray Jones and Luka Misic

This case study draws on secondary sources, which are cited in the case and included in the “References and Other Supporting Materials” section of the teaching note, as well as a…

Abstract

Research methodology

This case study draws on secondary sources, which are cited in the case and included in the “References and Other Supporting Materials” section of the teaching note, as well as a semi-structured interview with the case’s protagonist to accurately portray the context, considerations and competing interests necessary for students to make an evidence-based recommendation about 5 Generation Bakers’ future. The case protagonist (Scott Baker) gave the author team written permission to use identifying information from the interview. As such, the authors made no attempt to disguise any names or facts pertaining to this case. As a descriptive incident, it illustrates widely used theoretical concepts and models. The case provides students the opportunity to identify theoretical concepts and practical management strategies moving forward in academic and management settings. No AI was used in writing either the case or teaching notes.

Case overview/synopsis

Scott Baker, owner of 5 Generation Bakers in McKees Rocks, PA, found himself in a difficult position in October 2015. Needing to find a new facility to expand his bakery business and meet the needs of the modern bakery industry, Scott was on his way to a meeting with officials from Cranberry Township promising a sleek, modern facility in an area with lower taxes and promising access to transportation. This tempting offer came at a cost: uprooting his loyal employees and abandoning McKees Rocks after several decades of his family operating a bakery there. On that October day, a twist emerged – the newly vacant lot of a recently closed Bottom Dollar store offered a chance to expand locally. Now, the family business owner had to decide: pursue the new facility in Cranberry, or revitalize his business and stay local. This case is widely applicable but is most directly relevant to modules related to ethics, corporate social responsibility, family business dynamics and stakeholder management analysis in management and leadership courses.

Complexity academic level

This case is most applicable to business students at the undergraduate or graduate level in entrepreneurship, business strategy, ethics, or related fields. The case is particularly relevant for modules in decision-making, corporate social responsibility, stakeholder management and family business dynamics.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 19 February 2025

Emily Stones

This case analyzed a mix of publicly accessible primary and secondary sources ranging from blog posts to academic articles. Taken together, the case study shows the reoccurring…

Abstract

Research methodology

This case analyzed a mix of publicly accessible primary and secondary sources ranging from blog posts to academic articles. Taken together, the case study shows the reoccurring arguments made by self-advocates.

Most of the videos and speeches mentioned in this case study are available online, and students can read/watch them in addition to reading the details presented here.

Case overview/synopsis

Autism Speaks entered the nonprofit scene in 2005 and rapidly became a powerful organization that raised substantial funds, collaborated with influential people and shaped public discourse on autism. However, from the beginning, the organization faced considerable criticism from self-advocates within the autism community who argued that the organization’s negative, medicalized narratives of autism undermined the neurodiversity movement’s goals of acceptance and inclusion. Tensions intensified over the next decade, with grassroots activists and disability rights organizations like the Autistic Self Advocacy Network demanding the inclusion of more autistic perspectives in the organization’s leadership and decision-making processes. The Autism Speaks controversy represents a powerful case study on how nonprofits should ethically represent their beneficiaries, collaborate with the community and engage with activist stakeholders.

Complexity academic level

This case study was designed for graduate or undergraduate students studying organizational ethics, nonprofit management or nonprofit funding and development.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 14 February 2025

Makarand Gulawani, Carlos Alberto Sempèrtegui Seminario and Virginia Bodolica

After working through the case and the assignment questions, students will be able to:▪ Examine Ecuador’s business environment where coffee shops and similar companies…

Abstract

Learning outcomes

After working through the case and the assignment questions, students will be able to:

▪ Examine Ecuador’s business environment where coffee shops and similar companies operate.

▪ Evaluate the marketing challenges for an enterprise, particularly for a café business operating in Ecuador.

▪ Explain the marketing strategy for a café company to attract a variety of new consumer segments domestically and abroad.

▪ Discuss relevant international market entry strategies given the specificities of the environment in which a company operates.

▪ Describe the advantage of contemporary marketing tools in sustainable market expansion of a café business.

Case overview/synopsis

Richard Peet and Soledad Hanna turned their coffee shop business, Sweet & Coffee, into a flagship brand in Ecuador. Their coffee shops successfully promoted the culture of consuming coffee and sweets throughout Ecuador and grew exponentially to 129 stores. However, Sweet & Coffee faced significant challenges entering new states in Ecuador, with considerable investment in central kitchens and logistics. Despite the challenges, Peet wanted to continue opening new Sweet & Coffee stores across Ecuador. However, owing to Ecuador’s fast-changing and unpredictable external environment, Peet needed to make new adjustments to its marketing strategy to reposition Sweet & Coffee for a bright future. International market expansion was an option.

Complexity academic level

This case is helpful for advanced undergraduate or graduate courses in marketing and strategy.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

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Case study
Publication date: 10 February 2025

Khadija Al Arkoubi and Fadoua Tahari

After completion of the case study, students will be able to analyze disaster response mechanisms and the strategic decision-making process in high-pressure environments; assess…

Abstract

Learning outcomes

After completion of the case study, students will be able to analyze disaster response mechanisms and the strategic decision-making process in high-pressure environments; assess the intricacies of cross-sector partnerships and their impact on effective disaster response; provide recommendations for leaders of nongovernmental organizations (NGOs) on how to achieve sustainable growth without jeopardizing an agile disaster response; evaluate the role of an NGO in influencing policy, advocating for vulnerable communities and driving systemic change; and craft an innovative strategy for an NGO to enhance its agility and social impact.

Case overview/synopsis

This case study outlines the transformative journey of the Food Bank of Morocco (FBM), an NGO established in 2002, focusing on eradicating hunger, extending aid during natural disasters and improving education quality in impoverished, remote areas. Under the leadership of executive director Sanae Bennesser Alaoui, who joined in 2014, FBM doubled its outreach, addressing both hunger and the broader needs of communities in crisis. The narrative captures the organization’s rapid mobilization and impactful response to the COVID-19 pandemic lockdown and the September 8, 2023, Al Haouz earthquake in Morocco, reflecting its agility and the trust it garnered from the community and diaspora. Highlighting its evolution, the case study details the FBM’s strategic partnerships, innovative aid distribution and commitment to Sustainable Development Goals, emphasizing gender equality and education quality. It also underlines how FBM gained trust from the community and the global diaspora, setting a foundation for future expansion and enhanced support mechanisms for those in need. FBM’s successes include its designation as a public utility organization in 2022, which opened the door to larger contributions and greater visibility. However, the organization faced ongoing challenges in securing sustainable funding and expanding its volunteer base to maintain its growing impact. As FBM navigated these hurdles, it continued to innovate and build partnerships to support its mission of fostering sustainable growth while responding to an emerging market most pressing humanitarian needs.

Complexity academic level

This case study is suitable for senior undergraduate and graduate levels.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS7: Management Science.

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Case study
Publication date: 7 February 2025

Nayar Rafique, Irshad Hassan and Muhammad Adil

The case study was developed based on secondary data from the publicly available initial accident report of PIA flight PK8303. The facts presented in the report were then analyzed…

Abstract

Research methodology

The case study was developed based on secondary data from the publicly available initial accident report of PIA flight PK8303. The facts presented in the report were then analyzed in the light of the Human Factor Analysis and Classification System (HFACS).

Case overview/synopsis

The case revolves around the terrible aviation mishap that occurred on May 22, 2020, when Pakistan International Airlines (PIA) Flight 8303 crashed in a Karachi residential area. A total of 97 people lost their lives in this tragedy, and it was Pakistan’s 18th major aviation disaster. The case study explores the human errors and failures of ground handling agencies, air traffic controllers, regulatory agencies, airline employees and cockpit crew by using the HFACS. The focus remains on mistakes made by people, which revolve around inefficient and ineffective communication, and contempt of safety regulations at various stages of flight PK8303.

Complexity academic level

The case study is designed for the students of aviation management at undergraduate and graduate levels.

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Case study
Publication date: 7 February 2025

Ranjan Kumar

The case is designed taking into consideration the three learning domains of Bloom’s Taxonomy (Bloom et al., 1956) – cognitive, i.e. knowledge and thinking; affective, i.e…

Abstract

Learning outcomes

The case is designed taking into consideration the three learning domains of Bloom’s Taxonomy (Bloom et al., 1956) – cognitive, i.e. knowledge and thinking; affective, i.e. feelings and attitude; and psychomotor, i.e. specific applied skills. Accordingly, these learning objectives are identified:▪ to frame a data and insights-driven design challenge and communicate product and solution design ideas clearly (LO 1);▪ to understand and apply the design thinking process for data science and AI-enabled digital product ecosystem innovation (LO 2);▪ to deploy a structured methodology for adapting a data science and AI-enabled digital product ecosystem in diverse markets (LO 3); and▪ to create a digital product management and go-to-market roadmap for tapping new markets (LO 4).

Case overview/synopsis

Stones2Milestones (S2M), a pioneering Indian EdTech company founded in 2009, is preparing to script a first-of-its-kind global success story with Freadom, its machine learning and artificial intelligence-enabled English learning product suite, being used by over 7,500 schools and 1 million-plus K-12 students. Driven by the mission of creating a nation of readers and helping every child “find their place in the world”, the bootstrapped social venture struggled to sustain itself in the initial years despite a healthy uptake by schools of its evocatively named offering, Wings of Words (WOW) that aimed to inculcate the habit of reading among 3–12-year-olds through storytelling. In 2016, S2M pivoted to a product-based model led by technology and digital innovations, launching Freadom, an adaptive mobile reading app that logged an exponential growth in its user base. By 2019, Freadom’s remarkable vision, a data science-led product map, and its enormous potential for global socio-economic impact had earned it a serendipitous association with Stanford University as a mentor and collaborator. Over the next four years, S2M’s contrarian bet on a data science and analytics-led product development strategy, an obsessive focus on user-centric continuous product innovation, foresight to translate the Covid-19 pandemic crisis into an opportunity, and strategic impetus to leverage the Stanford association led to 20-fold growth in its user base, sustained commercial success and global recognition. Enthused by Freadom’s growing success and its untapped global potential in transforming English language skill-acquisition as an essential life-skill among learners in 110-plus English-as-second-language (ESL) countries, the S2M product team had christened Freadom as the “English OS for the World.” In November 2023, in pursuit of ambitious global aspirations, S2M entered into a partnership with the Finnish Global Education Solutions (FGES), a member of Education Finland program controlled by the Finnish National Agency for Education. The S2M-FGES joint venture, by leveraging the mutually complementary strengths of the two partners – a market-leading data science and AI-based product suite with the Stanford pedigree, user-centric innovation expertise, an established and loyal customer base, easy access to low-cost tech and data science talent, sales and distribution capabilities and the global stature of the renowned Finnish school education system that could open doors – aims to further develop and deploy Freadom on the international stage. The case introduces Freadom at this pivotal juncture, identifying underlying dilemmas and challenges that must be addressed towards realizing its global potential. How could Freadom’s ambition fructify, of establishing a made-in-India English learning product suite as the “English OS for the world” in mature global ESL markets, an audacious dream that had never been attempted before? Would the product development, customer acquisition and market expansion approaches aimed at “creating a nation of readers” that had worked so well in India, be replicable in diverse K-12 learning landscapes such as South Korea, Singapore, Middle East and Finland, that were very different, each of them unique in its own way – in socio-cultural, linguistic, educational and pedagogical environment? And, how could Freadom continue to deliver on its promise of being the ultimate English learning platform for 3–12-year-old K-12 students globally, helping them find “their place in the world?”

Complexity academic level

This case can be used in courses or modules on data science and AI-based solutioning, design thinking and communication, user-centric problem-solving, creativity, innovation, social entrepreneurship, new product planning and development, digital product management, customer experience (Cx) management, sustainable development and international business. The case focuses on the contemporary theme of data science and AI-based design thinking as a tool to understand and frame a socially-pertinent need gap and design challenge, communicate and evaluate ideas and drive sustained user-centric innovation in a digital ecosystem. The surrounding context of this case pertains to social and impact entrepreneurship in an emerging economy with high socio-economic disparities, and underscores the potential for grassroots digital innovations originating from emerging markets to address societal and human development need gaps globally, including in developed economies. This case, therefore, presents a unique opportunity to the faculty at global business schools, which have a fairly diverse class mix from developed and large emerging economies, to generate an enriching discussion on the multifaceted potential of “border-less” social entrepreneurship and innovation. The pertinent theme and surrounding context make the case particularly relevant for the following suggested courses/modules: core/introductory courses on innovation, data science and digital technologies, problem-solving, communication, social entrepreneurship, product management, emerging economies, international business and sustainable development; and elective courses on data science and AI applications, design thinking and communication, educational technology (EdTech), entrepreneurship in emerging economies, creativity and problem-solving, digital business, social and impact entrepreneurship, sustainable business strategy, international expansion and customer-centric communication.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 15 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 4 February 2025

Somraj Sarkar and Shweta Sharma

This case serves as a teaching tool to illustrate the application of data-driven decision-making approaches within the contexts of entrepreneurship and hospitality management. The…

Abstract

Learning outcomes

This case serves as a teaching tool to illustrate the application of data-driven decision-making approaches within the contexts of entrepreneurship and hospitality management. The following objectives also align with categories in Bloom’s taxonomy (keywords underlined).▪ Evaluate the merits and demerits of potential business decisions through a data-driven analytical framework. This objective maps to discussion Question 3, 4, 5.▪ Evaluate the relevance and usability of available data and market research reports for effective data-driven decision-making. This objective maps to discussion Question 2.▪ Analyze business data and financial reports to evaluate business strategies such as marketing, vendor management and workforce management strategies. This objective maps to discussion Question 1.▪ Apply industry-specific business metrics such as the Menu engineering matrix to analyze the performance of menu offerings. This objective maps to discussion Question 5.

Case overview/synopsis

The decision-based case explores the challenges faced by Siddhartha Das, the founder of FoodWise Pvt Ltd, a multi-cuisine restaurant based out of Kolkata, India. Das initially launched an online Bengali meal delivery service in 2017, which successfully expanded into an offline multi-cuisine retail outlet by October 2019. However, the COVID-19 pandemic dealt a significant blow to his business, preventing it from achieving profitability. The case is set in July 2021, where Das reviews his half-yearly performance report recognizing the imminent risks threatening his food venture unless immediate changes are undertaken. The multi-cuisine nature of his restaurant business necessitated higher expenditures on specialty chefs and costly vendors to maintain premium food quality. Faced with a dilemma, Das must decide whether to continue with the current multi-cuisine model and find ways to manage costs or to evaluate the performance of his six cuisines and consider switching his venture to a specialized cuisine restaurant. The case invites students to assist Das in making a data-driven strategic decision by using Menu Engineering and exploratory data analysis techniques.

Complexity academic level

This case study is designed for master’s level students in business management, with specializations in marketing, strategy or business analytics, as well as for students in specialized management programs in hospitality or entrepreneurship. It can also be included in management development programs on data-driven decision-making. It is particularly well-suited for management elective courses on hospitality management or entrepreneurship. The case can be positioned in the second half of the course, once students have been exposed to financial reporting and data analysis techniques. Topics such as menu engineering and data-driven decision-making can be effectively explored through this case.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 12: Tourism and Hospitality.

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Case study
Publication date: 4 February 2025

Seema Laddha and Kamatchi Iyer

The case study aims to facilitate a deep understanding of the strategic decisions in the context of asset-light model, its competitive advantage and industry dynamics within the…

Abstract

Learning outcomes

The case study aims to facilitate a deep understanding of the strategic decisions in the context of asset-light model, its competitive advantage and industry dynamics within the context of the Indian hospitality sector. Suggested teaching objectives for the case study are as follows:▪ Analyze the strategic decisions made by Lemon Tree Hotels in the context of the Indian hospitality industry.▪ Evaluate the challenges and opportunities associated with the transition from an ownership-centric model to an asset-light strategy.▪ Discuss the competitive advantage built by Lemon Tree Hotels and the implications of its unique market offering.▪ Explore the impact of the post-pandemic era on the hospitality sector and the strategic adjustments made by the company.▪ Encourage critical thinking about the future trajectory of Lemon Tree Hotels, considering the ownership dilemma and evolving market dynamics.

Case overview/synopsis

The case study explores the strategic decisions made by Lemon Tree Hotels, a mid-market hotel chain in India, at the intersection of ownership and asset-light strategies. The founder, Patanjali Keswani, faced a dilemma of whether to persist with the ownership-centric model that propelled the company’s success or to pivot toward an asset-light approach, acknowledging the capital-intensive nature inherent in the industry. The case delves into the complexities of expansion, the adoption of an asset-light model and the challenges and opportunities encountered. Keswani’s calculated decisions and the company’s unique offering established its competitive edge. However, the shift to an asset-light model raised questions about the sustainability of this advantage in the more competitive mid-segment hospitality sector. The case discusses the challenges in the mid-market hotel industry in India, the transformative changes in consumer expectations and the strategic significance of the company’s transition to an asset-light model. The narrative unfolds through a lens that considers the competitive advantage built on a positive brand image, operational efficiency and a unique market offering. The case concludes at a strategic juncture, leaving Keswani and Lemon Tree Hotels grappling with the dilemma of ownership versus asset-light strategies, with implications for the company’s future trajectory.

Complexity academic level

The case study is designed for postgraduate students studying management, business administration and strategic management.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 15 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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11 – 20 of over 1000
Per page
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