Case studies

This case study involves interviews with radiologists of various hospitals and with company personnel. Both primary and secondary data sources have been used. The first-hand perspective from the radiologists highlighted the challenges they face concerning time and the patient load. The company personnel highlighted using machine learning for used cases to make the platform more robust and accurate. This case has been tested with MBA students.

An emerging health-care artificial intelligence (AI) start-up, DeepTek.AI, wants to expand its reach in the radiology market. The company intends to leverage technology to assist radiologists in diagnostics. India's health-care sector faces the challenge of needing more trained doctors and nurses to meet the ever-increasing needs of patients. This case study revolves around the radiologists' concerns about implementing the new technology and its ease of use. The features and benefits of integrating AI in diagnostics are the need of the hour, but the reliability of results needs to be ascertained for adopting it.

This case was written for marketing applications and practices, trends in marketing, marketing strategy and technology adoption in marketing courses at the post-graduate level. Consumer adoption of finance, hospitality, travel and health-care technology is vital for increasing the company's market share and growth prospects. The students will have an opportunity to understand the challenges and the opportunities.

After completion of the case study, the students will be able to define and compute equivalent units of production, apply management accounting procedures for manufacturing businesses (Furqani Sugar Mills), calculate product cost and track product cost flows and prepare process cost summary using the weighted average method. By studying this case, learners will gain insights into the challenges and financial complexities faced by a sugar mill and how strategic decisions and economic analysis can impact the sustainability and profitability of such businesses.

This case study explained the problem Mr Zoraiz, chief financial officer (CFO) of Furqani Sugar Mill, was facing. The problems started in the month of November 2020. Mill’s owner Mr Jabbar asked him for suggestions that employees should not be laid off. So he was analysing and estimating the cost of production when increasing production. He was focusing on cost reduction in process or increasing production, and utilization of resources efficiently and effectively. This case study focused on the market segment of the sugar industry for process costing. Furqani Sugar Mill, founded in 1992 in Pakistan (Company Document), had a noble mission to improve the lives of local peasants by producing sugar and molasses. Pakistan heavily relied on agribusiness, particularly sugar production, which contributed significantly to manufacturing. However, Furqani Sugar Mill faced a dire situation despite its vital role. During the sugarcane season, it struggled due to a shortage of raw materials, primarily sugarcane. Zoraiz, the CFO, grappled with running the mill below total capacity in recent years due to two significant issues: government-fixed sugar prices and limited sugarcane supply from local farmers. The high cost of sugarcane hindered Zoraiz’s desire to operate at total capacity. Zoraiz, Furqani’s CFO, must decide what he can do so that the mill can operate at its total capacity. The future of Furqani Sugar Mill hung in the balance as Zoraiz navigated complex financial decisions while striving to uphold the mill’s legacy and commitment to the local community.

This case study is suitable for teaching in several modules, notably managerial accounting and control systems, management accounting decision-making and cost and management accounting. Specifically, it covers performance management and process costing in management accounts. It is appropriate for teaching at the undergraduate and postgraduate levels.

Teaching notes are available for educators only.

CSS 1: Accounting and finance.

The case study aims to help students/learners to analyse the role of perception and its linkage to an entrepreneur’s decision-making process in setting up a social entrepreneurship venture during the COVID-19 pandemic without any prior entrepreneurial experience; understand the definition and meaning of social enterprises based on concepts/theories of social entrepreneurship; identify if AgriVijay fits the outline of a social enterprise based on its vision, challenges faced and journey as an agriculture-based technology-oriented social venture (AgTech SE); and outline the future path of AgriVijay as an independent business (post its incubation support period) using suitable strategy and funding models related to for-profit social enterprises.

This case study details the fascinating journey of a social AgTech venture – AgriVijay – through the perspectives of the protagonist Vimal Panjwani, a budding agri-business entrepreneur. Fuelled by a desire to empower the farming communities, Panjwani with the support of his dynamic mother, Shobha Chanchlani, embarked on the challenging task of crafting a business model that sought to merge community welfare with profitable enterprise. The case study illuminates the protagonist's background, revealing Panjwani’s motivations, risk-taking tendencies and the pivotal role played by his co-partner and mother, Chanchlani. It also highlights the challenges encountered by the protagonist in setting up a technology-based social entrepreneurship venture along with its success in making a social impact across marginalised farming communities. Through all this, the case study also highlights the major dilemma of the protagonist – that of continuing to balance AgriVijay’s core mission of “empowering the farmers” with profitability and long-term growth beyond its limited incubation support period, and his own dilemma of venturing into a social enterprise as a start-up venture without any prior entrepreneurial experience. The case study through its narrative encourages the readers/learners to understand the evolving dynamics of a nascent social entrepreneurial venture in a developing economy and how such a balanced model can actually be the harbinger of social impact and change in similar economies with large rural farming and marginalised communities.

The case study is most suitable for postgraduate management, weekend executive learning or distance learning students in agri business, sustainable business, social entrepreneurship and allied management domains. It can be used for teaching and learning topics related to entrepreneurship, new venture strategy, leadership and motivation, with a specific focus on agriculture business, agricultural entrepreneurship, social entrepreneurship and sustainable ventures.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Specific teaching and learning objectives include to identify factors influencing market expansion decisions and recommend appropriate entry modes, understand factors in the international business environment that contribute to success or failure of international businesses in developing countries, evaluate strategies enabling international businesses to sustain market presence in developing countries and overcome local competition, analyze the concept of local responsiveness in international business operations and suggest strategies for internationalizing domestic companies from developing countries.

The McDonald’s case examines the challenges associated with market expansion by global brands. The case occurs during the early-globalization era in the 1990s. Barbados, a developing country, is the site for potential expansion. Prospective investors, the Winters, are desirous of establishing a McDonald’s in Barbados. They need to thoroughly analyze the previous experience of McDonald’s against the host country’s current international business environment, e.g. political, economic, cultural and competitive environment. This case analysis provides a framework for understanding the multifaceted reasons behind McDonald’s exit from Barbados, considering the complex interplay of political, economic, sociocultural, technological and legal factors in the international business environment. The case equips the instructor and students to explore the risks of international expansion, particularly in developing country markets. The case study on McDonald’s failure in Barbados highlights the need to thoroughly examine one’s market entry strategy and available information on the host market and be more locally responsive regarding tastes and preferences. The case study also presents essential lessons for firms and planners from developing countries. Local firms innovated and enhanced their operations in response to the threat from the entry of the global fast-food giant. Yet, they did not seek to internationalize once McDonald’s exited the Barbadian market. The case study, therefore, considers strategies firms from developing countries could utilize to penetrate markets from developed countries.

At the undergraduate level, the McDonald’s Barbados case can be used in international business classes to highlight risks in the international business environment and the need for a carefully planned and executed market entry strategy.

Teaching notes are available for educators only.

CSS5: International Business.

After reading and discussing this case study, students will be able to explain the concept of diffusion of innovation and predict how the passion fruit-infused vinaigrette (PFIV) might spread throughout the Thai market; analyze the market environment for condiments in Thailand and identify specific opportunities that Preedha Vinchit and her team should consider for the successful launch of the PFIV; interpret both qualitative and quantitative data gathered by the new product development (NPD) team and discuss its implications for the product’s market strategy and development; and critique the initial launch plan proposed by Krit Anon, suggest practical strategies and calculate the break-even point necessary to meet the project’s financial goals.

During July 2023, Vinchit, product marketer at the Thani Food Institute (TFI), faced a critical decision regarding the launch of the APFIV. Developed from TFI’s patented passion fruit peel powder, the PFIV offered functional benefits and addressed the sustainable use of passion fruit resources. As COVID-19 restrictions eased, TFI’s board of advisors anticipated a successful market entry for PFIV. Anon, culinologist and chef behind PFIV’s formulation, expressed keen interest in launching it independently with a startup investment of THB 500,000 (US$14,388). Vinchit, with market research and home-use test results indicating positive consumer reception in hand, contemplated whether to proceed with a launch plan of TFI’s design or endorse Anon’s entrepreneurial venture. Critical considerations included market viability, strategic partnerships, target demographics and marketing strategies encompassing pricing, distribution and promotional campaigns. The decision hinged on maximizing PFIV’s market potential amidst Thailand’s robust condiment consumption and growing health awareness.

This case study can be used in undergraduate and graduate courses in entrepreneurship, food product development, marketing strategy, market research and innovation on topics including NPD, opportunity identification, concept testing, consumer research analysis, marketing strategy formulation, business/financial analysis and launch strategies. This case study may be more useful in the middle or later parts of a course or module when an instructor is focusing on any or all stages of the NPD process and the strategic decisions, particularly for aspiring entrepreneurs with limited resources. Additionally, students should have developed at least some preliminary understanding of qualitative and quantitative research methods. This case study has been very effective in demonstrating various organizational processes and decision-making tools, which allow students to apply strategy frameworks and systematically evaluate several alternatives.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

After completion of the case study, the students will be able to analyze the FinTech industry in emerging markets, distinguish the growth strategies for startups in the hyper-growth phase, using the Ansoff matrix, evaluate and select geographical markets for expansion (foreign country selection) and understand the liability of foreignness concept.

In 2015, Islam Shawky, Alain Al-Hajj and Mostafa Menessy founded Paymob in Egypt, a FinTech start-up providing technological and financial solutions to consumers and merchants in the country. The company had grown into one of Egypt’s most prominent digital payment providers by deploying infrastructure and technologies that empower the underserved with access to financial services. In 2021, Paymob had gained a lot of support from venture capital investors that ended with closing the largest in Egypt Series A fund of $18.5m led by Dubai-based venture capital firm Global Ventures. Although Paymob had already reached great success in Egypt, the founders’ vision was to become the regional leader of digital payments, focusing on small and medium-sized enterprises. So, they are considering regional markets similar to Egypt’s, such as the Kingdom of Saudi Arabia, a call with a lot of structure but a lot of competition, and Pakistan, a market with much less competition but relatively unstructured. The founders found themselves in early 2022 deciding between these two markets in preparation for the next round of Series B $50m funding.

This case study can be useful for courses in executive education.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

By the end of the lesson, students should be able to identify and think critically about common business problems and come up with possible solutions, explain how a business owner’s attributes can influence the business decisions they make, use available information to assess the viability and sustainability of a business model/strategy, determine the strengths and weaknesses of a particular marketing strategy and suggest ways to improve it and use the information provided to evaluate the risks and benefits of business growth strategies and determine their appropriateness for specified circumstances.

Mambokadzi is a small business with considerable potential in Zimbabwe’s beauty and personal care industry. The case study spans several years, highlighting Sharon Chingwaro’s journey as she navigates the difficulties of starting and growing a business with limited resources. The case study delves into various aspects of running a small business, such as production, marketing, distribution, human resources and intellectual property. It also discusses the value of resilience and endurance, as well as the need for resourcefulness when starting and growing a business under difficult circumstances. This case study is intended to teach entrepreneurship and marketing strategies to both under- and postgraduate students, with a particular emphasis on the difficulties of starting and growing a business in a limited-resource environment. It has applications in a variety of fields, including entrepreneurship, strategic management and marketing.

This case study is suitable for undergraduate and postgraduate students.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case study is based on primary data collected through interviews with the company’s founder and CEO. It also includes secondary data collected through the Glassdoor job search and career community site. The names of the company and the employees have been disguised. However, the figures included accurately represent the primary data and the quotes are directly from the company representative.

When it was founded in 2009, employees were excited about the prospect of working at Wombat alongside its founder and CEO Dan Wallace. They had looked forward to making a difference in the lives of college students with the company’s higher ed-focused digital communication platform. But by 2022, Wallace could not ignore the significant change in these employees’ attitudes. Anonymous feedback pointed to employees’ commitment to Wombat having wavered, and employees’ reception of post-COVID organizational changes had become concerningly critical. Though he knew enough to be concerned, Wallace felt unsure of how to move forward based on the anonymous feedback alone. He was left wondering: how should Wombat communicate with employees to boost their attitudes and strengthen their commitment while making the hard decisions that best serve the company?

This case study is appropriate for upper-level undergraduate and graduate students in organizational communication courses. It can constitute the employee communication module in a class that surveys strategic managerial communication, or it could be used as one of many examples in a course specifically focused on the internal communication component of the discipline. Students will need an understanding of communication theory, specifically interpretive organizational communication theory, to grasp the complexities of the case. While the focus company is in the educational technology industry, the themes presented are faced by companies of all sizes in all sectors.

After completion of the case study, the students will be able to[1] review the industry analysis using Porter’s five forces and strength, weakness, opportunities, threats framework and understand how a firm can achieve a competitive advantage, analyze the stakeholder theory and the salience of stakeholder mapping for enterprises with large number of stakeholders, apply the Mendelow framework of stakeholder mapping in this context and integrate it with stakeholder engagement for small enterprises and examine and evaluate how new age enterprises can engage better with stakeholders to provide a higher value creation.

Ayushi Srivastava started her enterprise, Beeyond Foods, in early 2021 with the aim to provide unadulterated, raw honey to consumers. She also wanted to help the beekeeping community by providing the beekeepers with a fair price for the procurement of honey from the bee hives. Beeyond Foods was a small enterprise in India that sold two variants of honey to consumers. The first variant was sourced from the Himalayan region of India, whereas the second was sourced from the Western Ghats of India. The primary distribution channel was trade fairs, where Srivastava would assemble her stall and sell honey to potential customers. Furthermore, a part of the sales was also driven by an electronic channel, which was through the company website. Customers could place their orders, and the honey would directly be delivered to their homes. With a successful start to the business, Srivastava was interested to scale her business and reach more customers. However, she was mindful that there were multiple stakeholders involved in the business. Srivastava had to study the values and needs of each stakeholder, while simultaneously formulate a strategy to expand her reach. This case study is designed to teach the concept of stakeholder value creation for small business enterprises.

This case study is well suited for an entrepreneurship and strategy course at the postgraduate (Master of Business Administration) level. This case study can also be taught in a marketing course.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

The case is a secondary sourced case. Information for the case was found from news articles and interviews.

David’s Bridal was a privately held corporation generating $1.3bn in annual revenue and employing over 12,000 employees. David’s Bridal filed bankruptcy not once but twice. This case examines the bridal industry and the environmental factors that led to the two bankruptcies. Bridal dresses are at the top of wedding categories. Environmental factors causing bankruptcy included online competition, reputation as seen through the eyes of the consumer, COVID, and supply chain challenges. David’s Bridal first looked to Jim Marcum to turn the corporation around and when this failed, they created a new management team after the second bankruptcy to save the company.

The case is designed as an interdisciplinary case for undergraduate leadership, advanced accounting or undergraduate strategy courses. The case was tested in MGMT 330: Leading People in Organizations. This case is appropriate for junior- and senior-level students.This case will be used in ACCT 402: Advanced Accounting – a senior-level course. The case gives perspective on going concern opinions and the strategic implications of bankruptcy.Possible textbooks▪ Christensen, T., Cottrell, D. and Budd, C. (2023). Advanced Financial Accounting (13th ed.). McGraw-Hill.▪ Hoyle, J., Schaefer, T. and Doupnik, T. (2024). Advanced Accounting (15th ed.). McGraw-Hill▪ Rothaermel, F. T. (2024). Strategic Management (6th ed.). McGraw-Hill