Case studies

This case was developed from secondary sources. The secondary sources included news reports, industry reports, company websites, annual reports and company websites.

The case discusses the comprehensive renewable energy transition strategy that Lynn J. Good (Good), CEO and President of Duke Energy and the Chairman of its Board, was undertaking. In September 2019, Good revealed a new climate plan aimed at achieving net-zero carbon emissions with zero methane emissions from natural gas operations by 2030 and zero carbon emissions from electricity generation by 2050. Duke Energy is a Fortune 150 company headquartered in Charlotte, North Carolina and one of the major energy generation companies in the USA with two reportable business segments – Electric Utilities and Infrastructure (EU&I) and Gas Utilities and Infrastructure (GU&I). Good targeted interim carbon emission reduction targets of at least 50% from electric generation by 2030, 50% for Scope 2 and some Scope 3 upstream and downstream emissions by 2035 and 80% from electric generation by 2040. To achieve this, she invested in large electric grid upgrades and energy storage, as well as in research on zero-emission power generation technologies including hydrogen and advanced nuclear technologies. She helped update the grid system and improved customer experience. As part of the revamped climate strategy, Good invested in crucial energy infrastructure and improved affordability of electricity for customers, especially in the North Carolina region. Despite her efforts at curbing emissions, Good faced criticism from various quarters. This included criticism of Duke’s carbon-cutting plans in 2022 in its core North and South Carolina service zones. The company also faced charges of environmental pollution. Its 2024 strategy, which aimed to address a projected increase in demand for electricity using natural gas plants capable of running on hydrogen, was also met with skepticism by industry groups, advocates, activists and local governments.

Good had to face the conflict between environmental ambitions and technological realities that highlighted the difficulties in transitioning to a cleaner energy future. It remained to be seen whether she would be able to successfully navigate the various hurdles and help Duke Energy reach its 2030 emission targets.

This case was written for use in teaching graduate and postgraduate management courses in entrepreneurship and economics, politics and business environment.

This case study is developed from financial reports, regulatory filings and news sources to explore the dynamics and outcomes of the partnership between Evolve Bank & Trust (Evolve) and Synapse Financial Technologies, Inc. (Synapse), a bank–fintech arrangement. Evolve’s annual financial statements were analyzed. These documents provided a comprehensive view of the bank’s financial health and the impacts of the fintech collaboration on deposit growth and risk exposure. Financial data related to Evolve’s operations industry were gathered from reliable databases such as those provided by the Federal Deposit Insurance Corporation BankFind Suite. This included performance indicators, competitive pressures and market trends influencing the bank’s strategies and partnership outcomes. Major financial news outlets such as Bloomberg, CNBC, Forbes, S&P Global and other government and industry-specific publications and databases, such as the Board of Governors of the Federal Reserve System, were used to understand the external market conditions and regulatory challenges that arose throughout the partnership between Evolve and Synapse. This multi-source approach ensures that the case study offers a comprehensive analysis of both internal financial performance and the broader market environment in which Evolve during its partnership with Synapse.

The present competitive environment smaller financial institutions face, coupled with regulatory gaps applicable to both traditional banks and financial technology (fintech) firms, plays a significant role in increasing regulatory scrutiny of bank–fintech partnerships. Evolve strategically positioned itself to capitalize on the growing fintech revolution by forming innovating banking-as-a-service partnerships to extend regulated banking products to millions of fintech customers. Evolve’s most crucial fintech partnership came in 2017 with Synapse. This partnership helped Evolve triple its deposits from $436m to $1.5bn between 2019 and 2023.

Evolve–Synapse’s partnership exposed significant operational, financial and regulatory risks. Synapse’s unilateral revocation of Evolve’s dashboard access prompted Evolve to freeze account activities and revealed an $85m discrepancy between the $180m in customer funds held by partner banks and $265m owed to customers. Over 100,000 Americans were unable to access their accounts, affecting approximately $265m in deposits. Evolve’s overreliance on Synapse to manage fintech relationships left it vulnerable to third-party failures and regulatory scrutiny. This scrutiny highlighted the shortcomings and greater need for regulatory oversight of bank–fintech partnerships.

Did Evolve fail to adequately safeguard customer deposits? It is clear that the bank’s actions and inactions played a significant role in the current crisis. The insufficient regulatory oversight partially explains the inadequate implementation of risk management practices and customer compliance protocols by banks and financial technology firms compromising the financial system’s stability. As of early July 2024, no definitive solution had been reached and is projected that fund distribution will not be completed until October 18, 2024.

This case study is suitable for courses focused on financial markets, fintech innovation, risk management and regulatory frameworks within the banking industry. Students studying finance, banking, business administration or regulatory affairs, as well as participants in executive education programs focused on banking innovation or financial services, will benefit. This case is appropriate for courses in Financial Markets and Institutions with a particular focus on fintech and depositary regulation. A course in Money and Banking may also find this case relevant. Before starting, it is assumed that students have already taken foundational finance courses and macroeconomics courses and have a foundational understanding of financial statement analysis.

The research for the Slimnastics School of Ballet case study used methodological triangulation, incorporating primary and secondary data sources as well as content analysis to ensure comprehensive coverage and validity. Primary data were collected through qualitative field interviews with the organization’s founder (Passant Esmail), key staff members and clients. Secondary data involved a review of relevant literature as well as content analysis of organizational documents, industry reports, financial records and relevant news articles. This triangulation of methods allowed for a robust analysis of the business model and strategic decisions within the cultural entrepreneurship context.

This case explores the entrepreneurial journey of Passant Esmail, founder of Slimnastics School of Ballet, and her innovative approach to building a successful business in a competitive market. Esmail differentiated Slimnastics by offering inclusive ballet education that catered to a diverse range of students, focusing on affordability, community engagement and high-quality instruction. As Slimnastics expanded, Esmail faced challenges in sustaining growth and maintaining competitive advantage. The case examines how Esmail’s innovative strategies shaped the success of Slimnastics and prompts discussion on how the new management can build on her legacy using the Blue Ocean Strategy and the Four Actions Framework.

Suitable for undergraduate and postgraduate students, this case is ideal for courses in entrepreneurship, innovation and gender studies, providing insights into the dynamics of building and sustaining ventures in culturally rich and competitive sectors.

The idea for this case study evolved from the latest technological developments in the UAE and Etisalat’s role in digital facilities in particular. Being one of the Etisalat’s customer, an author wanted to develop a short case study on its resilience approach and strategic focus on digital future. The data for this short case study was collected through published sources, company website, personal visits to some branches of the company and author’s experience and priori knowledge on the topic. The one-on-one interviews with some employees helped to collect the authentic information on the history, nature of company’s business, company’s projects, IT setup and customer happiness centers.

Etisalat has set directions following the development of UAE. Etisalat did not have many challenges, as there are not many competitors in the telecom sector. The significant problems are on customer preferences, employees’ capability and governmental initiatives in technological reforms. Customer preferences refer to the demands in quick service, employees’ capability refers to the company’s response to technical issues, and governmental initiatives refer to connect all entities and different emirates at the federal level. UAE’s new initiatives in innovation, research, artificial intelligence and technological reforms in business are particularly focused on career welfare, organizational welfare and country welfare. The relevant literature on digital future and Etisalat’s approach as cited in the main case would benefit instructors and students. They can relate the major trends of business resilience and digital future with the modern technology management. The literature also connects the business resilience and digital future with the technological aspects as mentioned in the case study.

This case study is best suited for use in business management and technology management courses at undergraduate and graduate levels. The case study is also suitable for use in international business management focusing on business resilience, business intelligence and technology management aspects. The topics related to business resilience and digital transformation would be suitable for discussion. Following are the couple of resources than can be a good idea for some concepts on digital world.

The case was written using publicly available information from library databases, news articles and other print and video sources. Where possible, direct quotes were obtained from recorded interviews, official announcements and other primary sources of data.

The case follows Fran Drescher (she), president of the actors’ union Screen Actors Guild – American Federation of Radio and Television Artists, as she navigates the historic labor strike that brought Hollywood to a standstill over the summer and fall of 2023. As film and TV productions continued to be delayed and actors remained out of work, Drescher’s leadership style faced criticism, not only from the opposing side in the negotiation process but from her own constituents as well. Through the case, students explore the interplay between gender, leadership and power in the labor negotiation context.

The case is designed for a course in organizational behavior and may be taught to either an upper-level undergraduate and/or graduate audience. The instructor’s manual has been thoughtfully designed to guide instructors through the available options in terms of learning objectives, discussion questions and suggested teaching activities. Broadly speaking, the case may be integrated into any course after the topics of power and/or women in leadership have been taught.

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 paper aims to draw its foundation from primary and secondary data sources. The primary data were derived through extensive interviews with the case protagonists and close observations of the settings and situations described in the case. These were further supplemented by secondary data, collated to enhance the depth and context of the case, aiding in a more comprehensive understanding for the reader. ChatGPT was used in rewriting some sections of the case and in developing the instructor manual, particularly with ideation and ideal student answers. The research team very carefully scrutinized and heavily edited all sections to ensure correctness.

This case chronicles the journey of two close friends, Sean and Connor, from their time as finance students at Brigham Young University (BYU) in Provo, Utah to budding entrepreneurs within the community. Anchored in their passion for Indian cuisine, they envisioned Mumbai Express as an innovative culinary enterprise seeking to offer authentic Indian food through an affordable quick-service model. They aimed to address common pain points often associated with restaurant dining, particularly in the local community. Internal factors such as developing their signature dish, Chicken-Tikka-Masala (CTM) and external factors such as COVID-19 created barriers for Mumbai Express along the way, including opening the restaurant and keeping it afloat. Reflecting on why the restaurant closed, students will be challenged to step into the shoes of aspiring entrepreneurs to understand the dynamics of Mumbai Express’ ultimate failure.

This case is well-suited for use in sophomore or junior undergraduate courses in entrepreneurship, especially those emphasizing concepts like the minimum viable product (MVP) and differing emotional equity within partnerships.

Data used to develop the case included primary data from employees and leaders of AJE, a Peruvian-based beverage products manufacturer. The case company is not disguised; actual employee names and titles are used. The company provided financial and product data and photos.

The AJE Group’s initial launch of its Amayu Peruvian superfruit drinks into the American market, in partnership with Amazon, fell short of company expectations. Company leadership sought to reevaluate their strategy and determine how to modify their approach to achieve a higher level of success. They were considering whether a “blue ocean” strategic approach, which they successfully implemented in the past in the Peruvian market, might work in the US market.

This case is designed for an undergraduate international business or strategic management class. With the financial data, the case is also comprehensive enough to serve as an early case on international business in the strategic management capstone course. Before completing the case, business students should complete principles courses in the business core including marketing, accounting, finance and management.

Following a discussion of the case, students should be able to analyse competitive dynamics: provide an in-depth critical analysis of Ilco Farming’s microenvironment, using the structure–conduct–performance framework; evaluate strategic positioning: conduct a SWOT analysis of Ilco Farming’s medicinal cannabis business; and develop strategic approaches: propose actionable strategies that would provide effective solutions to the problem of constrained market conditions currently faced by Ilco Farming.

Coenie and Ilse Venter established Ilco Farming, a cannabis farm located in the Viljoenskroon district in the Free State province in South Africa, in 2021. From the beginning, they poured their hearts and souls into their new venture, which soon paid off. A few short months after Ilco Farming began operating, despite the presence of other large competitors, Ilco Farming supplied a large share of the domestic medicinal market with flower heads. But then an unexpected challenge presented itself. In March 2023, Ilco Farming was operating at only 23% (600 m²) of its production capacity of 2600 m² and had considerable room for growth, the local market – at least the local legal market – for cannabis began to show signs of saturation. Coenie and Ilsa found themselves at the proverbial crossroads, grappling with the crucial decision of how to secure their farm’s future in the face of a fast-saturating local (legal) cannabis market and a thriving (illegal) black market. Coenie and Ilse refused to entertain the idea of going the black market route, as they were unwilling to risk losing their operating licence. They calculated that the farm would reach breakeven point within the next two years, with profits unlikely during this period. Should they persist with their current strategy of producing high-quality products and delivering a superior service in the hopes of growing their market share? Or should they consider other strategic options? Coenie and Ilse were sitting at their boardroom table having a cup of coffee and looking out of the window at Ilco Farming’s impressive SAHPRA- and GAP-approved warehouse and tunnels. “What should we do?” they both wondered.

The case study can be used in postgraduate courses in microeconomics (PGDIP/MBA) and agricultural economics (PGDIP/MBA).

Teaching notes are available for educators only.

CSS 5: International business.

None.

The case study follows Ann’s journey towards entrepreneurship, focusing on the challenges she faced and how early educational interventions influenced her life decisions. Despite numerous obstacles, Ann’s perseverance, bolstered by her family’s support and her passion, led to her successful reintegration into academia and the launch of an entrepreneurial venture in the UK. Her story highlights the dilemma of balancing educational attainment with entrepreneurial aspirations, especially for at-risk students. Ann’s experience prompts critical discussions about the intersection of education and entrepreneurship, the importance of experiential learning and the role of mentorship in realizing business ideas. The nurturing environment of her business school, through guest lectures and real-world success stories, played a significant role in shaping her academic and professional outlook. This case raises essential questions about the role of higher education in fostering entrepreneurial skills and integrating experiential learning within academic curricula. Ann’s journey exemplifies the power of resilience and determination in overcoming systemic and entrepreneurial challenges, particularly for women facing similar struggles. Her story illuminates the multifaceted process of turning a personal experience into an entrepreneurial opportunity, emphasizing the critical role of mentorship and support networks in developing a viable business idea.

This case study is best suited to undergraduate and graduate students enrolled in management and business-related courses that focus on entrepreneurship and entrepreneurial education. The case study is relevant in various business disciplines as it informs students of the process and challenges related to business start-ups and acquiring related capabilities. Instructors are encouraged to have students read the extensive reference list provided at the end to broaden their understanding and knowledge of entrepreneurship, including its processes, context and practices.