Case studies

The case study aims to provide students with an understanding of the challenges businesses face expanding into the home market after having an international presence through exports. It also throws light on operations in an emerging market economy – both rural and urban. The key objectives are to understand the leather footwear business operation in India, understand the challenges of expanding business in India, analyse strategies adopted to sustain and compete in India and identify the possible distribution strategies for the leather footwear business in India.

The case study focuses on Tata International Limited’s (TIL) leather and leather products business in India. The leather and leather products division was present in India since 1973 (Anand, 2020) and exported to more than 35 countries across the world (Anand, 2020). TIL did not want to miss the opportunity available in India and planned to expand its leather footwear business in the country. The company opened retail outlets in major Indian cities and an experience store in Dewas (Madhya Pradesh) in 2019. It aimed for a domestic presence along with the existing export business. However, the biggest challenge that was in front of V. Muthukumaran, head of leather products division at TIL, was how to go ahead with the idea of domestic expansion (Anand, 2020). Should the company expand the market through sister companies (Westside and Tata CliQ) in India? How and in what way should TIL plan for going through Westside and Tata CLiQ? Should Muthukumaran think of either the brick-and-mortar route or the online route or both?

This case study is designed for use in undergraduate and graduate early-stage programmes. This case study is primarily designed for use in Master of Business Administration and/or Bachelor of Business Administration programmes. The case study is ideal for courses on understanding the expansion in the domestic market, strategy, retail and international marketing. The teaching note discusses theoretical frameworks such as external environment analysis and SWOT analysis to devise distribution strategies. The case study mapped the distribution channel and decision alternatives for the company.

Teaching notes are available for educators only.

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Upon completion of the case study, the students will be able to analyze the brand equity construct through the associative neural network model for decision-making; identify prospective scenarios through the Delphi method for the construction of strategic plans in organizations; and propose the innovation of a product by applying creativity techniques to enter international markets.

Cafe Galavis was one of the leading family businesses in industrial development and had the highest business recognition, with a century of experience in producing and commercializing roasted and ground coffee in Cucuta, Colombia. In 2015, the diplomatic crisis between the governments of Colombia and Venezuela led to the indefinite closure of the Colombian–Venezuelan border, which caused an increase in income from smuggled coffee. In addition, the presence of different competitors and traditional brands negatively impacted the level of sales, which considerably affected financial stability. Likewise, internal difficulties of family nature and administrative management led to the change of senior management. By 2016, Juan Yáñez was appointed chief executive officer (CEO) and was in charge of avoiding the company’s closure. In January 2023, he received feedback from his consulting team, and upon evaluation of the new market challenges with his collaborators, he realized a great challenge that merited the search for a priority alternative solution. How to design a new product considering the loss of brand identity in the face of the generational change of its consumers? These were some of the challenges posed by the CEO that consequently required starting a strategic management process of innovation.

The teaching case is aimed at students of postgraduate academic programs in the areas of knowledge of innovation, product design, industrial design, marketing or MBA. In the modules of marketing, strategic management, brand management and strategic foresight, the case allowed for the orientation of the concepts of brand value or branding as well as the analysis of the value chain for the implementation of strategies that promote competitive advantages of companies. Similarly, in the modules of product or service design, creativity and innovation and complex thinking, the case allows one to approach a complex problem and apply creativity techniques for its solution.

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After working through the case, the students should be able to understand Indian political economy and the brand building process of NaMo; identify the media mix strategies used to build the brand NaMo in India; evaluate possible future growth strategies for brand NaMo; and compare and contrast brand NaMo with business brands.

Narendra Modi popularly called as NaMo was the current Prime Minister of India. He belonged to Bhartiya Janata Party (BJP) which won India’s general elections in two consecutive terms 2014 and 2019. NaMo was recognised worldwide for his prudence in leading the country to greater heights of achievement. NaMo started his political journey as the worker of BJP at a tender age. His rise in political career was akin to flagship brand overtaking the parent brand. All the steps taken in the past to position himself as a cult brand, will it fortify to NaMo’s victory in 2024 general elections? Business firms may follow NaMo’s strategies. What can the business brands emulate from NaMo to market and position themselves? Can political success be transpired to business success?

This case is designed for use in a graduate-/postgraduate-level marketing course in segments on brand management, brand expansion and the marketing strategies of a market leader. The case can also be used in a brand management course to discuss brand management models (e.g. Keller’s brand resonance pyramid and brand value chain). This case has particular application for classes that focus on brand equity, STP for any brand (segmentation, targeting and positioning) and brand value chain. The case looks in detail at the Indian political market and brand building process of NaMo and examines competitive moves since its inception. This case can be used in brand management, media management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programmes.

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This case study is designed to enable students to formulate the strategic planning process in relation to an organization’s resources; assess the critical tasks required for the company’s business planning for growth and market expansion; and examine the importance of the value delivery process for the company, its customer and its employees. At the end of the case discussion, students will learn how to plan their business in an emerging market by using their existing resources, where the business stands at present and where it may go in the coming future.

The case study discusses how Byju’s, an Indian multinational educational technology company, revolutionized student learning programs through its innovative strategic implementation. It explores the company’s growth and expansion strategy by considering a strength, weakness, opportunity and threats analysis. It elaborates on how Byju’s acquired various companies in India and other countries to become an international technology-based educational brand with 150 million users in 2022. The case study also highlights the marketing and promotional strategy used by the company on online and offline platforms. The case study elaborates on the value delivery process and its importance for customer and employee satisfaction. Despite its success in the Indian market, Byju’s faced tough challenges in the US and European markets, such as lower-than-expected growth rates and lower subscription numbers, even though it followed the same strategy as in the Indian market. The acquisition and celebrity strategy works in emerging economies such as India but not in developed countries. The company’s return on investment was down owing to the high costs it had incurred over the years on market acquisitions and marketing promotions. The growing competition was also expected to bring more challenges for Byju’s. New players such as Tata Studi and YouTube planned to enter the market. Byju Raveendran and his management group had to decide whether to maintain or change the current market offering to reflect market developments to satisfy their customers and employees. They also had to determine whether the main components of the marketing strategy, such as the company’s ongoing value delivery process and ongoing strategy toward the target audience, partners and rivals, are advantageous to the firm or not. The team was in dilemma whether the marketing planning process was going in the right direction and how to make all elements of its businesses more efficient in dealing with the issues. Raveendran kept asking questions about to what extent it is still possible to alter the marketing plan.

The case study is appropriate for discussion in courses such as marketing management, service marketing and strategic marketing management, whether they are part of an undergraduate program (Bachelor of Business Administration [BBA]), a postgraduate program in business management (Master of Business Administration [MBA]) or an executive-level program (executive MBA). The breadth of business topics addressed and the intricacy of the scenario make this case study best suited to be used after the semester as either a culminating project or as a seminar discussion for undergraduates (BBA). The case study can also be discussed in the marketing management course (graduation level) under the marketing and service strategy chapters.

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Addresses the issue of Gender Equality – UN Sustainable Development Goal No.5. Discusses the topic of diversity, equity and inclusion. Presents the challenges faced by women of color in workplace and shows the capabilities needed to overcome these challenges.

Analyze the capabilities that women of color need to become successful leaders. Explore the importance of Diversity, Equity and Inclusion (DEI) in organizations and the role played by leaders in promoting DEI. Understand what inclusive leadership is. Examine the strategic leadership skills that leaders need to possess.

In March 2021, one of the largest drugstore chains in the USA, Walgreens Boots Alliance, a US$140bn company, announced that Rosalind Brewer (Brewer) (she) would be its new CEO. With the announcement, Brewer became the third black woman in history to lead a Fortune 500 company. After graduating in organic chemistry, Brewer joined Kimberly Clark and went on to lead the Nonwovens business. She then joined Walmart as Vice President. Brewer then moved to Starbucks as Head of Operations. Being an inclusive leader, Brewer brought in several changes to smoothen the operations and make the organizations employee-friendly. At the same time, as a black woman in a leadership position, she faced several challenges, which she overcame. As an advocate of DEI, Brewer strove to take diversity beyond just numbers. After becoming the CEO Boots Walgreens, Brewer was looking at taking medicines to masses and making healthcare affordable and available.

MBA/MS/Executive Education.

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CCS 6: Human Resources.

1. Analyze the concept of disruptive change and its impact on organizational learning and development; 2. Develop the ability to identify and implement effective behavioral training interventions; 3. Understand the learning and development process; 4. Evaluate the challenges associated with online learning and explore strategies to overcome them; and 5. Recognize the significance of online learning in the current era and acquire knowledge and skills using online tools and applications for different job roles.

This case focuses on the new challenges that Shazia Zaheer, who is Head of the Learning and Development Department, is experiencing as a consequences of COVID-19 in her department. As her learning and development department has been focused primarily on traditional learning modes since the inception of Pakistan Telecommunication Limited (PTCL), she is facing additional challenges in adopting online learning because PTCL has undergone significant structural change. Since 1947, PTCL has been a state-owned enterprise. In 2005, the Pakistan Government privatized PTCL. This privatization resulted in numerous structural changes in management, hierarchy, chain of command, pay structure, product lines, technology and other factors. Employees were reduced from 90,000 to 23,000 as part of a volunteer separation plan, and a new scheme was introduced to streamline the process and improve efficiency. However, the employees at PTCL reacted to this transformation with union strikes and behavioral changes. Hence, this became a daunting challenge for Shazia Zaheer to change employees’ mindsets and instill corporate culture values. Nonetheless, she successfully won the half battle by changing the mindset of employees, and then she faced another challenge, COVID-19. This new normal brought new challenges for Shazia to implement online learning as her department relies solely on traditional modes of learning (classroom-based learning).

This case will be a good teaching aid if included in any courses on “Training and Development,” “Human Resource Management,” “Change Management” and “Online Learning” It would be better at the undergraduate (specialization courses) or graduate level.

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The learning outcomes of this study are to understand the theory of constraints and related concepts, to evaluate constraints impeding organizational growth and to develop a solution addressing the constraints in the best possible way.

Bottlenecks or constraints impede an organization from reaching its full potential, thus having implications for the internal and external functionalities of the organization. Internally, many resources remain idle or deteriorate, as constraints always hamper the overall capacity. Externally, the organization might lose the customer for not fulfilling their demands. The organization may be unable to procure the raw material at economical prices from the suppliers, as large-quantity orders may not be placed. This case was designed to make students understand the theory of constraints (TOC) and related concepts. The TOC framework was a management philosophy developed by Dr Eliyahu Goldratt and popularly mentioned in his book The Goal. This case study considered a dairy plant as its central focus. The protagonist was challenged by the existing constraints in his dairy plant, and his dilemmas were introduced. The dairy processes were discussed, followed by details of supplies made to the dairy plant regularly. The capacity constraints at different levels were mentioned. The case also discussed the quick fixes adopted by the dairy to overcome the constraints. Finally, this case ended with a dilemma presented before the protagonist and a dire need for a solution thereafter.

This case was appropriate for introducing TOC to undergraduate and postgraduate courses in operations management, logistics and supply chain management and general management.

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CSS 9: Operations and Logistics.

After reading and discussing the case, the participants would be able to:▪ articulate the challenges associated with retailing of organic products.▪ suggest paid, owned and earned digital marketing tools to Manav Chetna Vikas Kendra (MCVK);▪ suggest a digital marketing budget;▪ discuss essential elements of a good website design; and▪ discuss various website analytics metrics.

This case describes the challenges faced by the founder, Ajay Dayama, and members of MCVK, who believed in the concept of sustainable community living through the production and marketing of organic food products. They believed that they would be able to share their philosophy of sustainable living through their products reaching out to a larger population rather than just being consumed by community members. This paved the way for the creation of a brand by the name SATT offering products under the lifestyle, nutriment and wellness categories. Marketing and sales of SATT products came with a bundle of challenges, and it was not easy to convince customers about the authenticity, quality and pricing of these products. Many organic products sold by competitors were available on e-commerce platforms, while SATT relied on direct marketing. Low customer acceptance for SATT products would weaken the sustainability dream of the community. How MCVK could increase awareness and acceptance of SATT products was a big area of concern for Ajay.

This case is suitable for students enrolled for full credit course on Digital Marketing at postgraduate level. The case can be discussed towards the middle of the course.

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The case delves into the significant factors contributing to the steep decline of Sintex shares, examining both external and internal factors. Internally, the primary drivers were the expansion plan, the demerger decision, financial mismanagement and the delayed and inadequate integration of Information Technology (IT) into the business.

Sintex, a prominent private sector company listed in the Indian stock markets, operated in the textile and plastics sectors. However, in 2017, Sintex underwent a demerger into two separate entities: Sintex Industries Limited (SIL) and Sintex Plastics Technology Limited (SPTL). While SIL focused on textiles, SPTL dealt with plastics. However, soon after the demerger, the share prices of both companies began plummeting, leading to significant losses for investors. This case investigates the reasons behind this decline through a step-by-step analysis.

This case is suitable for postgraduate students pursuing an MBA, MMS and executive programs such as PGDBM and PGDM, with a specialization in business strategy. It is also beneficial for participants in management development programs (MDPs) designed for higher level executives. Additionally, the case can serve as training material for executives undergoing strategic role training within an organization. It is recommended to teach the case toward the end of the course, where the instructor can provide a summary of the previous classes’ teachings.

CCS7: Management Science

The case study offers a unique teaching tool to the instructor and learners. Very few cases offer a product and segmentation dilemma in a single problem. The discussion would enable learners to:

– conduct a situational analysis by using frameworks such as the 5C and SWOT;

– understand different kinds of segmentation options that a firm can consider;

– understand the nuances of making a viable and actionable new product launch decision;

– analyze the pros and cons of a segmentation decision and comprehend how the decision will impact the firm’s marketing and/or business strategy.

Sirona Hygiene Private Limited was a young startup founded in 2015 by Deep Bajaj. The firm had three brands under its umbrella, namely, female hygiene (Peebuddy), menstrual hygiene (Sirona) and protection and wellness (BodyGuard). Though the firm was recognized for feminine hygiene products, the pandemic boosted the sale of BodyGuard face masks and hand sanitizers.

The sanitizer market was growing, and protection and sanitization products were now part of every consumer’s daily ritual. As BodyGuard now had some brand recognition, Sirona could consider expanding the sanitizer line with a natural new product formulation. However, the expansion decision could have short- and long-term impacts on BodyGuard and Sirona Hygiene. The decision could be two-pronged, involving a product line expansion and revisiting the BodyGuard segmentation strategy. Currently, the BodyGuard range was focused on business-to-consumer (B2C) users, but volumes were higher in business-to-business (B2B). Second, BodyGuard was a forced fit brand amongst the Sirona family of feminine products

Thus, as Sirona considered a new product opportunity, assessing the viability of a possible move to the B2B segment may be prudent. However, the BodyGuard range also had mosquito repellents and baby products, which were essentially a B2C option, so was it more practical to stay as a B2C brand? Furthermore, if BodyGuard stayed a B2C brand, should it consider a demographic segmentation, or was a psychographic approach more beneficial in a cluttered commoditized space such as sanitizers? Which approach would build a consumer–brand connection? Or should the brand straddle both segments? Finally, the firm would also need to assess the BodyGuard segmentation strategy from the overarching Sirona business strategy.

The case can be used for a foundation course in Marketing and/or an advanced elective on Product Management or Marketing Strategy.

Teaching notes are available for educators only.

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