Case studies

At the end of this case discussion, the students should be able to analyze the challenges of Strategic Talent Management in the expansion phase of a tech startup; analyze the strategic elements of “Recruiting ahead of the curve”; interpret the application of different employment nodes in creating a differentiated human resource architecture, particularly in the context of an ed-tech startup; recommend Talent Management interventions for Edtech startups.

The protagonist in the case Mr. Rohit Manglik started his EdTech startup EduGorilla in year 2020 in the state of Uttar Pradesh in India. His passion for transforming test preparation assistance for competitive examinations coupled with innovative AI and ML-driven testing portals has led to tremendous growth. He has received several rounds of funding, and the investor community is now expecting robust growth and returns. Manglik is now expanding in other states and has already started expanding in the Middle East to attain his ambitious growth targets. His current organization design, structure and talent management approach have worked so far, and he has managed to retain a productive workforce. To cater to its fast-growing client, base the company followed a novice hiring strategy where Manglik decided to overstaff his recruitment team to overcome the challenge of manpower deficit. He has been on a hiring spree primarily driven by anticipated projections. The operations team was hired primarily from the Tier II cities of Uttar Pradesh, which allowed him to balance cost and demand effectively. Manglik planned to expand into Tier-1 cities in India & Middle Eastern countries, but he wondered if his over-hiring approach to the recruitment team a tactic or a long-term strategy. The case will explore the talent management issues in the expansion phase of startups, particularly in the context of emerging markets. Will talent management and HR strategies have to be adapted in the context of different economies of emerging markets? The case explores the talent management strategies of an Edtech startup that is growing tremendously in an emerging market context. Hence, the case will augment the understanding of talent management approaches in a startup.

Postgraduate business management students enrolled in SHRM & Talent Management courses. Prior knowledge of the basic concepts of human resources is required for analyzing the case. The case can also be used in Management Development Programs for senior HR professionals and HR consultants.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

This case is based solely on secondary, publicly available information. Sources include the X social media platform, Anna Maria College’s (AMC) website and the Massachusetts-based Spectrum News.

AMC administrators knew student-athletes held a stake in the institution’s success. After all, over 40% of the College’s students played on its 13 Division-III (D-III) teams, which meant a significant portion of the private institution’s tuition and student fees were paid by student-athletes. But student-athletes were not AMC’s only stakeholders. In Spring 2024, this came to a head when the College found itself intervening as a faculty member and his student-athletes struggled to communicate with one another. AMC administrators were left wondering: How should they reconcile the competing needs of their diverse stakeholder groups?

This case and its accompanying teaching note are appropriate for lower-level undergraduate organizational communications classes that explore how stakeholder theory can drive messaging development. The case was tested in the classroom with upper-level undergraduate students in a strategic managerial communication course. It was embedded in a unit that focused on stakeholder management and communication, and it should be a prerequisite to a unit in which students build on the case’s content to develop full, multi-touch communication campaigns.

After studying and analyzing this case, students will be able to evaluate the strategic alternatives for growth for a small entrepreneurial business in an emerging market, analyze the trade-offs between maintaining continuity and change in the growth strategy adopted by an organization and synthesize an appropriate growth strategy for managing the trade-off between continuity and change in an organization.

It was late April 2022, and Mohammad Hamza – the founder and marketing head of Engineering & Environmental Solutions (E&E Solutions) – disconnected the call of his sales manager. His mind was fixated on how to craft the strategy for the next phase of the company’s growth. The deadline for their biggest tender was at the end of May 2022. Should he commit all the company’s reserves to this project or pursue global markets? Launched in 2015, E&E Solutions had come a long way from being a start-up with just one product to a full-blown manufacturer and environmental monitoring equipment service provider. Growing pollution and strictness in compliance propelled the demand for environmental monitoring equipment in India, poised to reach $342m by 2025. E&E Solutions leveraged its technological capabilities in Internet of Things and sensors producing low-cost monitoring equipment to gain an edge in an evolving market and bootstrapped its way to almost $5m annual turnover in 2021. However, the last review meeting brought many concerns for the next growth phase. E&E Solutions had so far focused on the domestic market, catering to the demands of private as well as government clients. A significant cause for concern had been the small order size of private players, averaging $2,000 and a lower net margin of 8%. Moreover, the company had been missing out on opportunities to bid for large government contracts owing to stringent bidding credentials required (such as turnover of at least 50%–80% of the project value and previous similar order experience with a range of at least 70% of the project value). Furthermore, the COVID-19 pandemic had stalled their efforts to tap a promising global environmental monitoring market (predicted to be $44bn by 2030). As Hamza and his team sat in their board room for a discussion, they had two alternatives. Either continue focusing on the domestic market, especially the big government contracts (more than $12m order size) or explore the markets in other emerging economies with demand for similar products (such as Middle East and North Africa region) more aggressively. Hamza was, however, wondering if they could do both, for he knew that to qualify for big government contracts, they needed to scale up. He was also getting restless after missing his target of reaching $20m in five years, especially since India’s ecosystem for start-ups and the small business sector had witnessed favorable policies and support from the government. He started pondering how to leverage his organization’s strengths and continuities to achieve the required pace and scale of change. His thoughts wandered around dividing the cash reserves of $500,000 to fuel growth without reducing the R&D budget. After all, R&D has been E&E Solutions’ forte since its inception and has been pivotal in creating its differentiation.

This case study can be used for core strategic management course at the undergraduate and graduate level of management programs. It can also be used in advanced strategy courses like strategic change, entrepreneurship and small business management offered in MBA programs.

Teaching notes are available for educators only.

CSS 11: Strategy

This case was developed from published sources. Three types of data were used to develop this case. The accounting data were compiled by the case researcher from bank financial statements such as Form 10-K, Form 8-K and quarterly Financial Highlights issued by the bank. Market data were compiled from data providers such as FactSet, Yahoo! Finance, Pitchbook and the Federal Reserve System. Reports on market developments were gathered from major news outlets such as CNBC, The Wall Street Journal, Fortune and S&P Global.

Interest rate risk played a big role in the banking crisis of 2023. For Silicon Valley Bank (SVB), which specialized in providing banking services to venture-backed startups in the technology and life sciences sectors, its exposure to interest rate risk and the lack of hedging against interest rate risk had played a crucial role both directly and indirectly in the bank’s failure. This case study discussed the various channels that interest rate risk played in SVB’s failure as well as other risk factors that include an unusually high percentage of uninsured deposits and a high securities-to-asset ratio compared to its industry peers.

In the low interest rate years of 2020 and 2021, startups were able to fundraise a record amount of funding from venture capital (VC) investors. As many startups deposited their funds at SVB, they became an important and concentrated depositor base for the bank and held large deposit accounts that easily exceeded the $250,000 limit insurable by the Federal Deposit Insurance Corporation. SVB benefited from the large deposit inflows in 2020 and 2021. The bank used some of the deposits to fund its loan portfolio, but most of the deposits were used to purchase debt securities such as US Treasuries and agency-used mortgage-backed securities. In fact, SVB’s investments in securities as a percentage of total assets were more than double its peers in the large banking organization (LBO) group, while the amount of loans funded as a percentage of total assets was almost half of its LBO peers.

As interest rates increased rapidly throughout 2022, bond prices fell. SVB experienced unrealized losses of $15.2bn in its held-to-maturity securities portfolio, which was almost equivalent to its equity of $16bn at the time. However, SVB implemented little or no hedging against the risk of rising interest rates. At the same time, fundraising activities slowed in the VC sector amid high interest rates and, thus, SVB’s startups clients had to draw on past deposits to continue to fund their operations. This resulted in SVB experiencing significant deposit outflows throughout 2022.

On March 8, 2023, SVB announced that it had sold all $21bn of its available-for-sale securities portfolio and suffered an $1.8bn in realized losses, which was greater than its entire last year’s net income. Markets jittered following the news. Over the next two days, depositors rushed to withdraw $142bn of deposits that represented 82% of its last year’s total deposits. Unable to withstand the crippling weight of deposit withdrawal, on March 10 the parent company of SVB filed for bankruptcy.

Given the multiplexity of the banking crisis of 2023, this case study specifically discussed the collapse of SVB, which was the second largest bank failure at the time of its collapse. This case would be valuable for finance and economics students to learn how various risk factors interact that precipitated SVB’s failure. While there were many risk factors at play, this case study homes in on how SVB’s exposure to interest rate risk and the lack of hedging contributed to its downfall. For purpose of pedagogy, this case also explains how a bank could use on-balance-sheet as well as off-balance-sheet methods to hedge interest rate risk. This case is appropriate for courses in Risk Management, Derivatives as well as Financial Markets and Institutions with a focus on interest rate risk and its corresponding hedging methods. A course in Money and Banking may also find this case relevant. Before starting, it is assumed that students have already taken foundational finance and macroeconomics courses, have a basic understanding of financial statement analysis and its interpretations, derivative instruments such as futures and swaps, as well as have prior experience with basic duration calculations.

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 learning outcomes focus on enabling higher-order learning for students to critically assess Agile project management in philanthropic settings, specifically compare and contrast Agile project management versus traditional project management in the context of a non-profit organisation (The Solidarity Fund) during a crisis; discuss and evaluate the role and contribution of philanthropy during times of crisis; rate the value additions and contributions of Agile approaches in philanthropy; evaluate the phases of Agile (unconventional) project management executed by The Solidarity Fund; and develop a review of the impact of the work done by The Solidarity Fund in terms of the approach that the Fund used. How effective/not effective was it?

Chaos, crisis and confusion: the three “C”s that succinctly condense the status quo during the COVID-19 pandemic. The roles and contributions of non-profit organisations gained recognition as countries worldwide responded to the crisis to save lives and livelihoods.

In South Africa, there was a sense of urgency and considerable pressure for a multi-stakeholder approach led by the government to save as many South African lives as possible. The conditions, however, were the opposite of traditional project management methodologies that advocate for the management of the triple constraints, namely, cost, time and scope.

How could cost be managed in a project without a set budget and which was reliant on philanthropy? How could time be managed without a set deadline and while tackling an invisible enemy – a virus that changed dynamics on a daily basis and – how could scope be managed in a context where the future was increasingly uncertain?

This case study can be useful for students undertaking postgraduate diploma in business, master of business administration (MBA), master of management courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

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.

The case study can be used for the course of entrepreneurship and is appropriate for postgraduate students. Discussion would be the most appropriate method for teaching this case study. Through Nutan’s words, students could gain a first-hand glimpse into the transformative journey of a rural woman entrepreneur.

In 2018, Nutan Jha embarked on a remarkable journey by establishing Nutan Creations, a micro-enterprise situated in Kharrak village, Jhanjharpur, Bihar (India). This case study aims to achieve multiple objectives: understanding the operational obstacles confronted by a rural woman entrepreneur, acknowledging the inseparable connection between business and social issues in rural contexts, moreover shedding light on the intersection of gender, entrepreneurship and cultural preservation through traditional Madhubani painting art form products. This distinctive combination brings a fresh perspective to the research, offering unique insights into the challenges and triumphs experienced by rural women entrepreneurs. The findings of this case study exemplify the intricate interplay between business and social concerns in rural areas, portraying an inspiring depiction of how determination, adaptability and robust support networks can conquer hurdles and foster transformative changes.

The case study has been designed for the students of business administration and entrepreneurship who have completed their elementary model on marketing comprehend. The students should need to understand the concept of entrepreneurship and the basics of digital marketing strategy to ensure effective learning.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

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.

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.

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.

After reading and analyzing this case study, students will be able to describe the challenges of creating an electric vehicle (EV) start-up with the objective of zero-carbon emissions, identify opportunities and challenges for Satyadarshan Technologies & Services (STS) in enhancing the B2B customer base and sales volumes in the EV market, identify and assess government incentives to reinforce STS’s existing EV business and compose an understanding of and determine an ability to use various industrial marketing and promotion strategies for STS in the present environment.

STS was launched in 2020 to provide environmentally conscious urban commuting. Himanshu Purohit, the founder of STS, commenced an e-bicycle assembly unit and produced the first advanced electric drivetrain technology. The vision was to transform how people viewed mobility and make EVs the standard for a healthier globe. Nurturing a start-up with zero-carbon emissions was tedious due to limited infrastructure, high costs, low market acceptance and supply chain constraints. With the relentless pursuit of excellence, STS constantly pushed the boundaries and crossed the break-even ceiling in the year 2022. As a budding player in the souk, the company expected to gain a strong presence in the EV market with particular attention to the B2B customer segment. At the same time, the company aimed to ensure business sustainability by leveraging government incentives. The company needed to expand its corporate sales volume and craft a sustainable competitive advantage. Purohit recognized various challenges to the sustainability of STS that stood between the company's goals and their realization, particularly in achieving a sustainable move in the EV segment. Consequently, Purohit found himself at a critical juncture to pave the path toward the growth of the start-up. Eventually, analysis of the company's business challenges, industrial marketing and promotional strategies required strategic planning to appraise and evaluate the business model.

This case study is designed for new-age Master of Business Administration and executive management programs. It should be used in entrepreneurship and strategic management courses to discuss small innovative e-bike start-ups. This includes conducting a competitive analysis and self-assessing a firm's market-oriented strategies. Prima facie, undergraduate and postgraduate students are beneficiaries of this case. This case study may also be conducive to teaching how to initiate a sustainable and green vehicle business. This case study guides students entering the EV business, addressing industry-specific challenges and conducting market analysis.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.