Case studies

This case study provides students/managers an opportunity to learn about the following: to infer the challenges involved in the downsizing of employees; to asses and evaluate BYJU’S organizational culture; and to determine the impact of workplace toxicity.

The focus of this case is the controversy faced by BYJU’S due to its mass layoffs and toxic work culture. This case discusses the CEO’s dilemma in resolving the controversy. Two rounds of mass layoffs at BYJU’S are discussed in detail. The industrial dispute filed by Employees Union against BYJU’S accusing it of denying due compensation to laid-off employees is also discussed. This case consists of a section explaining the toxic work culture at BYJU’S, which is supported by employee complaints. The CEO’s justification and apology have been illustrated in this case. The case ends with a closing dilemma and challenges faced by the CEO.

The case is best suited for undergraduate students studying Human Resources Management subjects in Commerce and Business Management streams. The authors suggest that the instructor inform students to read the case before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The learning outcomes are as follows: to comprehend the dynamics of crisis management in the airline industry and appreciate how sudden shifts in critical human resources, like a pilot exodus, can impact an airline’s operations and its market position and image; to explore the legal and ethical considerations involved in managing employee contracts and transitions, emphasizing the complexities and responsibilities in this process; and to evaluate human resource retention strategies in a competitive market highlighting the importance of these strategies in maintaining a stable and skilled workforce.

In August 2023, Akasa Air, an emerging Indian airline barely a year old, found itself entangled in a challenging predicament due to an abrupt pilot exodus to rival Air India Express. This development resulted in significant operational setbacks for Akasa Air, notably the cancellation of over 800 flights as 43 pilots departed within weeks. In reaction, Akasa Air initiated legal proceedings against the pilots, accusing them of contract violations for not adhering to the required six-month notice period. Represented by Nora Chambers, a leading company law firm, the airline navigated a complex legal landscape, contending with both the pilots and Air India Express. The defense from Air India Express hinged on the argument that the pilots had settled their early departure through substantial bond payments, alleged to cover training expenses. This legal conflict occurred against a backdrop of broader challenges within Akasa Air, particularly concerning the viability of their business model in a fiercely competitive aviation market. The airline’s strategy, involving a significant increase in pilot salaries, mirrored industry-wide efforts to secure and retain skilled aviation personnel. The crisis at Akasa Air underscored the turbulent dynamics of the Indian aviation sector, already shaken by similar issues in other airlines like Indigo. Confronted with this critical situation, the leadership at Akasa Air was compelled to make a pivotal decision: either to overhaul their recruitment and retention policies, engage in negotiations with Air India Express or aggressively pursue legal action against any entities hiring their pilots. This strategic choice was not only vital for Akasa Air’s immediate trajectory but also for shaping its influence in the competitive Indian airline industry.

This case is ideal for Masters-level courses in Strategic Management, Human Resource Management and Aviation Management. It also fits well into executive education and professional development programs, particularly for those focused on crisis management and legal aspects of employee relations in the aviation sector. Suitable for a 60–80-min class discussion, the case is beneficial for both management students and professionals, offering practical insights into managing complex industry-specific challenges.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

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.

This case study is designed to enable learners to narrow and identify the right customer subset in relation to a handicraft organization. After completion of the case study, the students will be able to integrate advanced frameworks for outlining the importance of product features in context to Indian handicrafts, to link the implications of product attributes as a differentiation strategy, to articulate the appropriate strategies for customer retention and to critically simulate the adoption of niche marketing imperative when making a decision to scale the business.

Design Clinic India was a globally renowned, multi-disciplinary design studio specializing in exquisite furniture and decorative lights, deeply rooted in the rich tapestry of the emerging economy of India. It was founded in 2016 by the visionary Mr Parth Parikh, a master of product design hailing from New Delhi, India. The brand firmly believed that the vibrant essence of each creation portrayed the cultural diversity of the nation. During the formative years, the brand witnessed exceptional momentum in the sales figures. However, over the time, sales started depriving and Parikh feared the survival of his business. In the first place, he was confounded with the dilemma of how to retain customers in the long run, and how to keep his business in pace. Furthermore, he also faced a tough competition from the market in terms of differentiating his authentic products from the cheap replicas of his brand’s designs to streak ahead in the market space. It became challenging for companies to align their creative vision with market realities and customer expectations while also creating a balance between innovation and commercial viability. As a passionate entrepreneur, Parikh had to think a way out for the finest strategy for his label!

This case study comprises of conceptual schemes in context to product features, aesthetics and marketing of handicrafts. It can be used in advanced business courses, particularly in the fields of entrepreneurship, marketing, strategic management, decision-making and business planning. This case study can also address the separate components of niche marketing, customer retention and export of Indian handicrafts. For the aspect of niche marketing, the context from the textbook titled “Marketing Management” by Kotler et al. would be required (pp. 201–203). For product features, the latest edition of the textbook titled “Marketing” by Etzel et al., can be used (particularly, the material from pp. 277–281). Furthermore, the case can also be used in various capstone courses falling under the chapters of small businesses and differentiation strategy.

Teaching notes are available for educators only.

CSS 11: Strategy.

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.

After completion of the case study, the students will be able to analyze the challenges and opportunities associated with business expansion in any business, assess the significance of leveraging existing strengths versus exploring new markets for organizational growth, evaluate the implications of regional consolidation versus national expansion strategies, develop strategic thinking and decision-making skills in a competitive business landscape and understand the nuances of market dynamics, brand recognition and operational challenges in diverse geographical regions.

Oneiros – The Sports Club stood poised at a pivotal juncture, grappling with a strategic quandary that encapsulates the divergent visions of its leadership. The narrative unfolded in Surat, a vibrant city in the state of Gujarat where contrasting viewpoints champion the familiar stability of local success against the lure of uncharted state and national territories. Ms Hemali Shah advocated for consolidating the club’s triumphs in Gujarat, emphasizing on the parameters of brand loyalty and operational mastery. In stark contrast, Mr Robin Patel envisioned a bold expansion strategy across the state, aiming for brand recognition and a paradigm shift to regional prominence. Caught amidst these competing visions, Mr Sumit Lathia who was aspiring for the club’s national presence navigated the complexities of market dynamics and business model, oscillating between preserving familiarity and embracing the allure of ambition. This case study highlights the nuanced strategic dilemmas faced by Oneiros, offering a captivating exploration of growth strategies in a competitive landscape. With insights from various perspectives within the organization, this case study navigates the complexities of growth, market dynamics and the balance between familiarity and ambition. This case study offers valuable insights and practical applications for students pursuing regular Master of Business Administration (MBA) and executive MBA programs, as well as undergraduate and postgraduate studies in entrepreneurship and strategic management. By examining the strategic decisions and operational challenges faced by Lathia and Oneiros – The Sports Club, students can gain a deeper understanding of key concepts such as public–private partnerships, market expansion strategies, customer segmentation and revenue diversification.

This case study is positioned within the decision-making or business development modules of the curriculum. It serves as a platform to apply theoretical concepts of strategic decision-making, market analysis and growth strategies to a real-world scenario. This case study prompts students to critically evaluate expansion dilemmas and devise strategic solutions.

Teaching notes are available for educators only.

Strategy.

After completion of the case study, students will be able to understand the format of for-profit social enterprise working for menstrual hygiene sustainability and its contribution toward U.N. Sustainable Development Goals, to appreciate the company’s alignment with the triple bottom line framework, to analyze the blue ocean mechanism that the company has developed to create an impact and to critique the strategies the Asan Cups company could adopt to increase its market share and growth.

Asan Cups was a for-profit social enterprise founded by Ira Guha in 2021. The company crafted reusable menstrual cups from liquid silicone, sporting a patented design in India, the UK, Europe and the USA. Successfully retailing its products in India, the UK and Europe, Asan Cups operated on a bootstrap model with a compact team of four, led by its visionary founder. From the get-go, the company embraced a compelling 1-for-1 donation initiative. For every cup sold, Asan Cups generously donated another to women who could not afford it. Collaborating with nongovernmental organizations, schools, educational institutions and social workers, the company spearheaded campaigns to heighten menstrual hygiene awareness. This proactive approach aimed to boost the acceptance of menstrual cups among rural women and championed the cause of environmental sustainability. The company did not just stop at providing an eco-friendly alternative. Asan Cups fervently educated the masses on the detrimental environmental impact of traditional disposable period products like sanitary pads and tampons. Fast-forwarding to 2023, Asan Cups had garnered approximately 30,000 users, with the adoption rate steadily climbing. The company strategically used an education-intensive model to foster awareness about period products in collaboration with partners nationwide. However, being a for-profit entity, the founder, Guha, was at a crossroads. Balancing the need for profitability, there was mounting pressure to explore additional revenue streams and expand operations and market reach. The dilemma loomed large: opt for a quicker marketing strategy or stay true to the company’s foundational education-centered approach. This case study delves into the dynamic strategies, impactful operations and growth scenarios Asan Cups navigated since its inception. It examines the pivotal choices faced by the founder and explores potential strategies for sustained growth.

This case study can be used at both undergraduate and master’s levels. The case study will be handy for strategic management and business strategy courses and can also be used for social entrepreneurship, marketing and entrepreneurship courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

The data set used to write this case was collected from 83 public sources, including company communications, company journals and reports and the company website, along with newspaper articles, industry reports, scientific articles and case studies. The data set was used to analyse both the industry and firm in which Arup operated to draw conclusions about the firm’s strategy and competitive advantage, specifically, as it relates to trust and knowledge management.

Alan Belfield, an employee of Arup Group Limited for 29 years, and the company’s chairman since 2019, had witnessed significant growth since he first joined the firm. Operating globally, Arup had a proud past; since 1946, the company had served 6,931 clients across 143 countries, leading to its important contribution to many world-renowned landmarks within the built environment. From 2018 to 2020, revenue at the global multiservice engineering company had grown almost £250m [1] to £1.809bn.

Over the past few years and as 2021 came to an end, the global engineering services industry had experienced a flood of mergers and acquisitions, as the industry grew towards maturity and clients looked for full-service solutions. Arup’s strategy had proven successful in the past, evidenced by its capacity to grow revenues and partake in the design of well-known structures and buildings. However, with the trend towards consolidation, as Arup headed into 2022, how could the firm retain its position as one of the global leaders in the industry over time?

The case can be used in business courses on global strategic management at the bachelor and master levels, as it applies key strategic management concepts within a global context. The case focuses primarily on the transnational corporation (Bartlett and Ghoshal, 2002) and how it creates value through strategy and structure. Instructors who wish to integrate the human resource management aspect into the course are provided with optional material, including an additional reading, along with an assignment question and associated analysis and teaching guidance.

The case study is based on field data, including in-depth semi-structured interviews with the main protagonist and related stakeholders of a large government hospital in Western India. After informed consent, the interviews with the stakeholders were conducted, transcribed and analyzed verbatim. In addition, secondary data from policy reports, newspaper articles and government websites was used to create the case. Since the protagonist works in the government system, her identity and other identifying information are disguised to maintain confidentiality.

The case study investigates the leadership challenges in a healthcare facility/hospital in public health. It traces the evolution of Dr Meena Sharma (Dr Meena), a leader in the government hospital ecosystem facing challenges such as infrastructural deficiencies, manpower deficit, healthcare bureaucracy and heavy patient load. This first-generation medical practitioner who transitioned from a private practice to a governmental one juggles balancing her demanding clinical practice, administrative responsibilities and teaching in the government hospital with her family responsibilities setup. However, in the wake of the upcoming LaQshya – Labour Room Quality Improvement Initiative by the Ministry of Health & Family Welfare, she strives to put together and motivate her team to work toward improving the quality of care during delivery and the immediate postpartum period at her hospital. Various issues arise in the organizational leadership for a woman leader such as adopting appropriate leadership style and using appropriate motivation and communication strategies for optimal performance.

The case study is aimed at teaching/training a) departmental heads of public and private hospitals, b) health program managers at higher and middle-level leadership roles, c) health policymakers at various levels in the government and other organizations and d) graduate and postgraduate students of public health, hospital management/administration. In addition to this, it can also be used for general management programs to teach organizational behavior, communication and leadership courses.

After completion of the case study, the students will be able to explore the challenges involved in growing a business during its early stages inorganically, discuss the challenges faced by start-ups in their quest for growth in an emerging market, investigate the reasons behind the mergers and acquisitions, comprehend the issues in the merger of a start-up and a conventional bank, identify the various possible synergies out of the merger and examine the growth strategies that a troubled start-up such as Slice can follow to survive and expand its business operations.

The case study discusses the challenges that Slice, a modern fintech organization, and North East Small Finance Bank (NESFB) face due to the changing business and regulatory environment. After working tirelessly to earn the trust of India’s banking regulator, Slice got the approval for its merger with NESFB. While Slice and NESFB got a new lease of life after the approval of their merger, Rajan Bajaj, founder of Slice, needed to make the merger a success by leveraging on the strength of the combined entity and meeting all the lending and other regulatory requirements applicable to small finance banks.

This case study is suitable for MBA/MS/BBA/BS students.

Teaching notes are available for educators only.

CSS 11: Strategy.