Case studies

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 was developed using publicly available published sources like the company’s website, articles, blogs, videos, filings, etc. Multiple sources were used to put together the chronology, quotes and details. This case is not disguised. All the key figures in the case study are identified by their real names.

Black Girls Code (BGC) was founded by Kimberly Bryant (Bryant, she) as a nonprofit organization in 2011. BGC conducted workshops and programs to teach young girls of color technology, science, engineering and math and train them in Web design, developing apps and robotics. It aimed to address the lack of diversity in science and technology. The organization has received support from tech giants like Google, Facebook and IBM. In one decade, the organization trained more than 30,000 girls and aimed to teach one million girls by 2040.

In 2021, the BGC board ousted Bryant, citing allegations of workplace impropriety. She was put on paid administrative leave by the board. This ousting was done in the aftermath of complaints by several employees who raised concerns about Bryant’s conduct. The former and current employees said that high turnover in the organization was due to Bryant’s leadership, which was rooted in fear, and that she would publicly insult managers. The board formed a special committee to evaluate the concerns and sent Bryant on administrative leave.

Cristina Jones, who succeeded Bryant as CEO, brought about several changes in the organization and expanded the scope of science, technology, engineering and math to include arts. She expanded the courses to include design, gaming and others. She was looking forward to launching one million black girls in tech by 2040. But before she could go on, she needed to ensure that the ouster of the founder did not hinder the activities at BGC in any manner and also needed to address the concerns of employees, students and funders.

This case can be used to learn about nonprofits, the role of nonprofits in building an equitable society and nonprofit entrepreneurs. The objective is to understand how passionate entrepreneurs can create organizations that can make a high impact with limited resources but with ambition and vision for radical change.

This case also helps in learning the challenges encountered due to the rapid growth of startups and the role of the leader in handling such growth.

This case can be integrated into any of the existing courses or taken as a special case study to illustrate the gender and racial disparities that exist even in highly developed countries like the USA.

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.

This case was developed from secondary sources such as industry reports, articles, news reports and social media sites.

This study offers a fresh perspective on leadership by exploring the nontraditional journey from human resources (HRs) positions to the esteemed chief executive officer (CEO) role. It highlights the transformation of HR from an administrative function to a strategic one. The study emphasizes the pivotal role of chief human resources officers (CHROs) in shaping company culture and ensuring employee satisfaction. It also delves into HR professionals’ unique skills and attributes to the CEO position, drawing examples from successful transitions such as Mary Barra at General Motors, Leena Nair at Chanel and Nigel Travis at Dunkin Donuts. The study addresses the growing trend in contemporary business discussions: the potential reshaping of the traditional CEO role by HR directors. It offers valuable insights for organizations looking to adapt to a rapidly evolving economic landscape by highlighting the synergy between CEO responsibilities and HR expertise.

This case is designed for undergraduates in various courses such as fundamentals of HR management, human capital management, strategic management, leadership development and career planning and management. It is appropriate for sections of the course focusing on managerial decisions and the changing role of HR managers. The case discussion is suitable for classes of 12–40 students and can be easily adapted for online courses using interactive discussion tools. Students are expected to read the case before participating in the discussion.

The case study used a mixed-method approach, combining qualitative data from interviews with Ross Black and quantitative data from company financials and market reports. The analysis focused on understanding the strategic decisions, operational challenges and market positioning of Get Simple Box.

Get Simple Box, led by Ross Black, specializes in versatile portable storage solutions, offering container rentals, sales, modifications and delivery services across seven locations. With a focus on simplicity and essential modifications like windows and AC units, the company has generated over $10m in revenue, primarily from container sales. Using a service-oriented approach, Get Simple Box emphasizes direct local business communication and cost-effective solutions, differentiating itself from competitors. Applying Oliver Gassmann’s Magic Triangle framework, the company targets diverse customers, maintains streamlined operations and provides practical value, positioning itself strongly in the growing market for shipping container solutions.

Undergraduate Business Students in Management, Marketing and Entrepreneurship.

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 main data used to develop this case were remote, synchronous interviews with the three characters in the case. The authors conducted two interviews with the main character in the case, Geoff Brown, specifically: (1) an initial 30 min interview to determine the fit and focus of the case and to help create the interview protocol for the full case interview (this initial interview was conducted on March 12, 2024); and (2) an hour-long interview to ask targeted questions to fully develop the case narrative (this interview was conducted on March 28, 2024). Geoff Brown was also involved in reviewing drafts of the case, approving the final version of the case and reviewing the assignment questions in this instructors’ manual (IM).

This case focuses on Geoff Brown, Executive Director at Alberta Chicken Producers (ACP), which is a not-for-profit organization in Alberta, Canada, that is responsible for representing 250 regulated chicken producers. Brown is grappling with what to do with the remote/hybrid work policy at ACP. Part of the impetus for reconsidering this policy was the comments from ACP’s long-tenured Office Manager and Executive Assistant, who had been asking Brown to bring this policy forward to a staff meeting for discussion throughout the past year. Brown now feels ready to move these discussions forward but is unsure of how to proceed and what the best practices would be to ensure that the policy in place for remote work is beneficial for work engagement, individual and organizational work performance, work–life balance, employee relationships and fairness perceptions.

The target audience for this case is undergraduate and graduate students taking a course in the disciplines of human resources management or organizational behavior. This case will be especially relevant for a human resources management course when studying the topics of employee benefits (e.g. work–life balance), health and safety (e.g. stress) and work design (e.g. telecommuting), and this case will be especially relevant for an organizational behavior course when studying the topics of motivation (e.g. fairness), communication, organizational culture and decision-making.