Case studies

The students will be able to understand the diversity and inclusivity in the recruitment process and different sources of recruitment from the context of school’s managed by the government (state schools); execute job analysis thereby clearly mentioning objectives and performance metrics for the post of principal in the government (state schools); align the succession planning efforts with the organization’s strategic objectives and long-term vision; and evaluate the role of a leader involving integrity, fairness, transparency and accountability and applying ethical principles in decision-making and actions.

The case study exhibits the dilemma faced by a principal Mrs Veena Gandhi in the year 2020–2022 when manpower shortage was the major challenge being faced by the government-run schools in New Delhi NCR. She inculcated inventiveness and practicality in the teaching of elementary education in Nigam Pratibha Vidyalaya. The school’s philosophy was based on creating a learning environment for students so that they could express them, learn and memorize concepts, and had joyful learning. The school managed 50% of the teaching staff, as most of the teachers were promoted to Sarvodaya Vidyalaya run by the department of education in New Delhi. Whereas other teachers were not recruited for the same position which created a demand and supply gap among teaching staff. Now she was going to be retired in January 2023 and was facing a dilemma about her next successor, who could carry forward the philosophies of value-based teaching. She wanted to have such a successor who could carry forward the legacy of the school, but as the school was government-run and the appointment was seniority-wise complete freedom was not in her hands to choose the next principal. By keeping in mind the constraints of authority and entitlement after retirement, she wanted to have the best person for the job who would understand and implement the art integration in teaching and learning.

The case study further engaged the students of BBA in their HR class in reviewing the recruitment and selection strategies in general and succession planning in particular with class discussion. It also targets teaching job analysis concepts to them. Furthermore, it helps them to understand value-based prepositions from the point of view of leaders and comprehend how decisions impact organizational philosophies and culture.

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CSS6: Human resource management.

After completion of the case study, the students will be able to discuss topics such as new venture creation and opportunity sensing, knowledge sharing and employee bonding and the use of social networks in business growth.

This case study focuses on the entrepreneurial journey of Mr Nikhil Methiya, the owner of Dronelab Technology Private Limited, which provides surveying, inspection, agriculture, surveillance and research and development services using drone technologies. This case highlights how Methiya used his minimal resources to grew his business, diversified his activities and developed a sound company profile and work culture to provide the best services to clients. This case also discusses the role of social networks in business growth and expansion, the use of effectuation theory in forming new businesses and the importance of conducting a SWOT analysis to understand a firm’s internal and external environments. Furthermore, this case touches upon the challenges and opportunities of the drone industry in India. It leaves readers in a dilemma should Methiya plan to expand his business to Europe and Africa in the upcoming years. This case study is suitable for postgraduate management students specializing in entrepreneurship and can serve as a valuable resource for the Venture Creation Program’s start-up strategy and execution. The case study’s pedagogy involves discussion-based learning.

This case study can be used in management for an entrepreneurship specialty course. It is ideal for postgraduate students and has a moderate level of difficulty.

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CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to understand the challenges faced by cocoa farmers in developing countries and their impact on the cocoa value chain, describe the need for a business to create a business model that offers social impact in small developing economies, explore innovative business models, such as vertical integration, for addressing transparency and fair compensation issues in agricultural supply chains, analyze the role that start-ups can play in disrupting the commodities supply chain and building a national competitive advantage and examine how a values-driven business can gain the trust of stakeholders and create a profitable ecosystem.

This case study describes the innovative business model of Inaru Corporation, a pioneering venture founded by two sisters, Janett Liriano and Erika, aimed at revolutionizing the cocoa industry in the Dominican Republic. This case study outlines the challenges faced by cocoa farmers in the country, including low productivity, exploitation by middlemen and lack of value addition. Inaru’s innovative business model aimed to disrupt the traditional supply chains by prioritizing fair compensation for farmers, investing in sustainable practices and vertically integrating cocoa production from farming to manufacturing. Through direct relationships with producers, profit-sharing agreements, and a commitment to ethical business practices, Inaru sought to empower cocoa farmers and cultivate a more equitable and sustainable cocoa industry. Inaru was a model for ethical and caring business practices where it shared the profits with its farmers. By operating a profit-sharing model and sharing its fortune with other women, Inaru was helping create gender equity in the cocoa sector. Inaru planned to scale its business model to other cocoa-producing countries and even transfer its business model strategy to other commodities beginning with the coffee segment in Dominican Republic. By exploring Inaru’s case study, students gain a deep understanding of how businesses can drive positive change, create value for stakeholders and contribute to sustainable development goals.

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

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CSS 3: Entrepreneurship.

Upon completion of this case study, students will be able to understand Recaudo's contribution to sustainability; analyze circular economy principles in Recaudo's operations; understand Recaudo's contributions to Sustainable Development Goals; exploring Recaudo's role in social innovation.

The purpose of this case study is to understand sustainability practices in a Mexican microenterprise that employs fair trade, circular economy and local cuisine. Despite implementing these practices, the founder aims to expand impact and further professionalize them. The study poses questions to enhance her proposals in social innovation and aims to reach business schools and entrepreneurs initiating enterprises.

This case study can be useful for undergraduate students majoring in fields such as business administration, entrepreneurship, sustainability studies and hospitality management; for postgraduate students pursuing advanced degrees in areas like sustainable business management, social entrepreneurship and development studies; and for professionals and practitioners in the restaurant industry, sustainability consulting firms and non-governmental organizations (NGOs) focusing on sustainable development.

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CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to understand ABC analysis and develop a systematic approach using PDCA, analyze processes, technology, employee training and supplier relationships when analyzing shrink and developing solutions, evaluate how technology improves production inventory control and visibility and recognize the importance of fostering a culture of employee accountability and ownership to minimize inventory loss and improve overall operational efficiency.

On June 2, 2023, sitting in his office in Karachi, Pakistan, Khan Aamir, the manager of store and inventory at Euro Manufacturing, found himself immersed in a cloud of confusion. The incessant loss of inventory items, particularly the nut bolts and small accessories, had become a perplexing challenge. To address these losses and provide a cycle count report to the director of supply chain, Aamir, manager of store and inventory, was given the responsibility to take action. He was looking for a comprehensive approach to address the current problems and prevent further losses in the future. This case study examines the various reasons for the losses, including theft, inadequate inventory control methods, human error and problems with suppliers. It highlights the importance of established procedures, the use of technology (such as barcode scanning, radio-frequency identification tagging and inventory management software) and the cultivation of a culture of accountability among employees.

This case study is developed for class discussion in the course of operations management or supply chain management. This case study is suitable for use with undergrad students. This case study can be taught in a module on operations management or supply chain management, as part of a broader course in business management or industrial engineering.

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CSS: 9: Operations and logistics.

The primary objective of this case was to grant the students an exposure to the students regarding how to manage a retail business during an economic crisis. In this case, all three of the aforementioned objectives as the students were given opportunity to dissect the business process through business model canvas, find out the key success factors and more importantly, were encouraged towards cost cutting behaviour by presenting the real-life dilemmas that were faced by an actual entrepreneur. Furthermore, the students were shown the importance of stakeholder management through this case, as support is very much needed for the retailers from macro-economic and micro-economic level.

This case study is the story of Global Gadget Limited, a premium retailer of cell phones and other relevant devises, which is located in Dhaka, the capital city of Bangladesh. The story is revolving around the challenge that Mr Shahadat Hossain Dipto, the owner of Global Gadget is facing over the past two years. Dipto mainly runs his business by selling budget phones from brands like Oppo, Xiaomi, Samsung and Vivo to the middle class and lower middle-class people of Bangladesh, who are very much cost conscious. To persuade these customers to buy his phones, he offers discounts, free gifts, equated monthly instalment services (a monthly instalment plan for the customers who cannot afford to pay the full amount when buying the phone) and sometimes even lottery. In the process, if he can sell more phones, these brands reward him with attractive commissions and all the necessary supports that help him run the business with marginal profit. However, due to the Russia–Ukraine war, he is now in crisis as the resulting economic crisis is causing a price increase on these phones, while drying out his customer’s pockets. This case study is designed to teach the students the importance of product segmentation, inventory management, cost management and relationship management to the students and future entrepreneur, so that they can understand, what does it take for an entrepreneur to survive an economic crisis.

This case study is aimed at undergraduate, masters’ students in business schools and Master of Business Administration students or short course executives and for the students of entrepreneurship education programme.

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CSS3: Entrepreneurship.

After completion of the case study, students will be able to decipher key concepts underpinning sustainable entrepreneurship and its application in the recognition and exploitation of sustainable business opportunities, decipher the application of circular economy business models, understand the pivots to achieve the billion-dollar valuation and analyse the strategies for value creation during the pivoting journey of a startup.

The case study traces the journey of Phool.Co, a sustainable biomaterial startup based in a Tier II city of Kanpur located in the state of Uttar Pradesh, India, by Ankit Agarwal in 2017. Agarwal started with the vision of providing solution to the effects of water pollution and environmental damage. Ganga is not just a river, rather it is the symbol of cultural and religious faith in India. Although the river Ganga is considered a deity in India, it is one of the most polluted rivers. Every year 8,000,000 metric tonnes of waste flowers are dumped into the sacred river to pollute it further. The pollution poses grave dangers to the health and livelihood of millions of Indians. Phool.Co is a sustainable enterprise that has pioneered flower cycling technology. The dumped flowers are recycled to produce organic incense sticks, Florafoam, and “Fleather – the organic alternative to leather”. The case study traces the genesis of Phool.Co and its approach towards sustainability in the context of the circular economy. The case study primarily explores the pivot points for a startup to enter the unicorn club in the present context. To achieve the desired valuation, Agarwal must decide to rethink its business model. Will franchise model work for Phool.Co? Should Agarwal scale up with commercialization of Florafoam to capitalize the opportunity in packaging industry? Vegan leather is a nascent market and how will the consumers respond to Fleather is a pertinent question. The case study attempts to explore the challenges encountered in augmenting the valuation of sustainable enterprises.

This case study is suitable for graduate and postgraduate students enrolled in courses related to entrepreneurship, innovation and sustainability. The case study is of intermediate-level difficulty. There are no specific prerequisites to understand the case.

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CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to appraise the importance of different methods of location planning in warehouse selection, analyze the load distance values for warehouse location and choose the optimum location based on the load distance analysis.

DB Builders, a prominent Indian construction company, faced a crucial decision in selecting an ideal storage warehouse for a project involving 100 flats spread across five locations. Mr Vijay Kumar, an experienced material handling expert, was entrusted with this task as part of transitioning the company’s material allocation system toward centralization. Using practical travel distances, Kumar meticulously scouted four potential warehouse locations. The selection process hinged on three primary factors: load, distance to apartment sites, safety and cost of the premises, each carrying specific weightage. The project planning department provided scores for safety and cost, helping evaluate the options. This unique challenge arises due to varying material requirements across the apartment locations, demanding an efficient warehouse planning. The selection of the optimal storage warehouse holds paramount importance in facilitating the smooth execution of these larger projects. Kumar’s expertise and strategic decision-making are pivotal in ensuring a seamless transition toward centralized material handling, which is essential for the company’s future success.

This teaching activity is aimed at introductory/basic courses in Bachelors and Masters of Business administration.

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CSS 9: Operations and Logistics.

After completion of the case study, students will be able to understand how a business model could use sustainability to develop a brand, assess the marketing logic of a new startup and how that links to marketing plan, identify the relevance and need of a marketing plan in a startup and its growth, understand the differences between business-to-business (B2B) and business-to-consumers (B2C) business strategy for a new startup and enable the construction of a communication strategy for promoting a brand.

Iro Iro is a circular fashion business founded by Bhaavya Goenka in the year 2018 in Jaipur, India. By early 2023, Goenka had decided to scale her business. But scaling would indicate several decisions she has to make. Firstly, she needed to identify what scaling means in a circular business model (CBM) like Iro Iro. Secondly, she primarily operated in B2C markets; however, she also had a (B2B market through collaboration. This would indicate creating a competition for her own self. How could she still grow while not compromising on her competitive advantage? Should she continue with both B2B and B2C/only B2B/only B2C? Thirdly, she primarily catered to customers who were already sensitive towards conscious or sustainable clothing, but scaling would indicate gearing up marketing and communication skills to reach out to larger customer base. Would the marketing and communication strategies be the same if she continued in the current model/B2B/B2C? This case study thus involves various issues that arise in entrepreneurship management for a small business, such as decisions related to scaling (traditional businesses or adopt different strategy relevant for CBM); business model (B2C vs B2B or both) and how the communication is different in each of the business models.

This case involves various issues that arise in entrepreneurship management for a small circular business, such as decisions related to growth strategy and choice of market between B2B and B2C. The case study is aimed at graduate students in an entrepreneurship progamme. It can also be used as a case study in a sustainable fashion and design course. It could also be taught in a marketing management course as well as may be for new startups.

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CSS 3: Entrepreneurship.

After completion of the case study, students will be able to understand key stakeholders’ current and future role in a family business using techniques like Gersick 3 Axes Model, understand the power dynamics in a family business, understand the power struggles seen in the family business and understand the challenges in the implementation of a deed of family settlement (DFS) with multiple stakeholders.

Kirloskar group was established in 1888 by Laxmanrao Kirloskar. He started with farm manufacturing equipment and later diversified into various kinds of engine manufacturing units. Kirloskar Group today is an Indian conglomerate multinational company with its headquarters in Pune, Maharashtra; India exports to more than 70 countries, most of which are from Africa, Southeast Asia and Europe. The group was managed as a cohesive unit until Chandrakant Kirloskar was at the helm as the chairman. Each brother’s family was managing a business and companies in the fold in which they started. The Kirloskar Group had first split in 2000 when Bengaluru-based Vijay Kirloskar (Ravindra Kirloskar’s son, fourth son of Laxmanrao Kirloskar) moved out of the group with Kirloskar Electrical while the Pune-based Kirloskar brothers moved out with Kirloskar Oil Engine Engines, Kirloskar Brothers, Kirloskar Pneumatics and related subsidiaries. In 2009, a DFS was signed among the family members, including a noncompete clause against each other regarding the usage of the Kirloskar brand name and the tagline “Kirloskar Enriching Lives.” The current dispute started in 2020 when first Vijay filed a suit against his nephews regarding illegal usage of the Kirloskar brand name for the companies not eligible to use it and second when Sanjay Kirloskar also filed a similar lawsuit against his brothers for illegally using the brand name and violating the noncompete clause. The high court, in its judgment, sent the case for arbitration, but Sanjay approached the Supreme Court of India regarding the stipulated arbitration process. With both sides taking a hard stance, there did not seem to be a quick resolution to this dispute.

This case study is suitable for both undergraduate and postgraduate level in entrepreneurship course and family business course.

CSS 3: Entrepreneurship

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