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Entrepreneurship, Strategic Management, Social Sector.

The case can be used in undergraduate, graduate and executive education courses in entrepreneurship and strategic management. It is a perfect fit for executive sessions at incubation centers for not-for-profit (NPO) start-up social enterprises. The case is aimed at early-phase social entrepreneurs and those interested in the field.

Anthill Creations (hereafter referred to as Anthill) is a NPO organization engaged in building low-cost sustainable playscapes for underprivileged children. Their mission is to “Bring Back play” in the lives of millions of children of marginalized communities by building sustainable playscapes. It is an effort that contributes toward the objectives of clause 1.2 (Ministry of Human Resource Development, Government of India, 2020), on “Early Childhood Care and Education” (ECCE) in the new National Education Policy (NEP) 2020 of India as released on July 30, 2020. The ECCE clause emphasizes the importance of “learning through play”; and recognizes it to be central to quality early childhood pedagogy and education. Anthill has been working on the same philosophy since its inception in 2016. They have successfully built 300 playscapes across 18 states of the country and impacted the lives of more than 200,000 children. The playscapes are built using upcycled waste material, such as scrap tires, waste cable and oil drums; further, they use local resources and contextual designs and built them by mobilizing community participation. The playscape play elements provide for unstructured free play for children and encourage them to use their imagination to invent new games.

Pooja Rai – the founder and CEO of Anthill Creations, an architect by discipline started the NPO immediately after her graduation. It was her “calling” in life that pushed her to quit a corporate job in the early stages of her career and instead pursue a career in the social sector. The case details her methodical approach in pursuing her intuitive response to a social need, the way she adopts a lean start-up framework to set-up Anthill, her frustrations, personal resilience and ability to balance different stakeholder interests as she treads the difficult journey of building the awareness of inculcating play as a pedagogy in the early years of childhood development.

The case provides data on the large proportion of the marginalized population in India and the abysmal conditions of the Indian Government schools. The objectives of clause 1.2 on ECCE in NEP 2020 show the Indian Government’s good intent. And yet with the prevailing conditions, the policy’s ambitious target of universalization of ECCE by 2030 (Chanda, 2020), seems a mammoth task, even for the Indian Government.

On the other hand, Anthill as a small NPO of young dedicated individuals is invested and experimental in their approach; they have a tested model but financial dependency limits their activities. The ECCE clause is a sign of new hope for NPOs such as Anthill who want to reach out to millions of Indian children from marginalized communities. What could be a compatible, perhaps complementary or even skillful pathway to integrate Anthill’s tested model of building sustainable playscapes with the Indian Government’s good intentions of universalization of ECCE by 2030? How could Anthill “scale” for a systemic “impact”? Should not the NPOs, early childhood development researchers, funders and government authorities study collaboratively instead of the present siloed approach so as to bring about a systemic change in the thinking lenses about “play” to be an integral part of early childhood development? Rai ponders on the above questions.

To explain the importance of one’s purpose (calling) in life and how the authors can identify with it.

To explain how an intuitive response to social need can be complemented with a methodical approach to social entrepreneurship.

To discuss the importance of business model canvas from the social sector lens.

To explain the important elements in sustaining small start-up social organizations.

To discuss and evaluate the options an early-stage social enterprise can engage into “scale” for “impact.”

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case is structured to achieve the following learning objectives: ■ to assess how an intuitive response to social need can be complemented with a methodical approach to social entrepreneurship; ■ to analyse the importance of business model canvas from the social sector lens; ■ to evaluate the value created by a small NPO 17000 ft Foundation; ■ to analyse the core elements of a business model for success in the social sector; and ■ to assess and evaluate the options for an early-stage NPO to engage in scaling for a systemic impact.

17000 ft Foundation (hereafter referred to as 17000 ft) is a not-for-profit (NPO) organisation incepted in 2012 by Sujata Sahu, with the objective of supporting education of children living at high altitudes in remote villages of Ladakh, India. It is an effort that contributes toward objectives of clause 6.1 on educational inclusivity in the new National Education Policy 2020 of India. The case study is set in the context of Indian education, with all its challenges. It describes how Sujata Sahu was motivated to start the Foundation and how it developed to become a complex organisation working on different education-related projects simultaneously. The Foundation’s business model is interesting and unique. It leverages digital technologies to develop a network of interconnected activities, involves local communities and uses an extensive network of different kinds of stakeholders to impact a change in the quality of education in government schools in these remote villages. The case provides a solid basis for the discussion of the vital role of NPOs such as 17000 ft (in emerging economy) which is creating social and economic value for the remote villages of Ladakh, India. The new NEP 2020 argues for equity and inclusivity in education for all, but it failed to provide a blueprint for the implementation process. On the other hand, 17000 ft with its small team was invested and experimental in its approach. It had been working on the same cause of educational inclusivity. They had piloted a quality education business model for the harshest and remote Indian terrains and proven its positive impact. What were some of the core elements that had led them to success so far? The announcement of NEP 2020 provided a new ray of hope. How could they contribute and work together with the government to impact inclusive education and development in India? What collaborative mechanisms could possibly help them replicate their proven business model across the 1,000 schools of Ladakh and beyond? How could they scale for a systemic impact? After all, a nation as big as India required multiple strategies and multiple stakeholders from NPOs, private companies, government agencies, educational institutions, etc. to work collaboratively to bridge the inclusion and equity gaps in education.

The case can be used in graduate and executive education courses in entrepreneurship and strategic management. It can also be used for executive sessions at incubation centres for NPO start-ups and is aimed at early-phase social entrepreneurs.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Upon completion, successful students will be able to examine the importance of digitalisation as a competitive tool in business management; use a suitable theory to justify the need for an organisation to engage in e-commerce; develop suitable strategies/solutions to challenges faced by a business organisation in the world of digitalisation of business; explain the way data analytics and digitalisation can affect business strategies and marketing functions; and identify and explain various considerations in the internationalisation of business.

MR.D.I.Y. “The Malaysian Sweetheart” is a case about a home improvement company that has transformed itself from a regular hardware shop into a favourite home improvement retailer in Malaysia. The case looked at the influence of e-commerce and digital transformation marks a rethinking of how an organisation uses technology, people and processes in pursuit of new business models and new revenue streams, driven by changes in customer expectations around products and services. Such transformation has indeed created opportunities and challenges for business organisation throughout the globe in their pursuit of staying competitive for MR.D.I.Y. even though they are considered the largest home improvement retailer in Malaysia. The case also introduces the students to the Uses and Gratification Theory that underpins the e-commerce business model. The management of the company is concerned about its future given the rising competition and gloomy economic conditions.

The target group for this case is undergraduate students. Specifically, it is suitable for those in the field of Entrepreneurship taking e-commerce/small business management/entrepreneurship courses. The main purpose of this case study is to assist students in critically examining how a small business evolved from a tiny neighbourhood shop to become a household name at the national level and eventually emerged as the largest home improvement company locally and abroad. Specifically, the case can be applied to topics like Retailing in Electronic Commerce, Innovative EC Systems, Social Commerce and Launching an Online Business, which all are related to the courses on E-Commerce, and this case is also suitable to any other contemporary business management module. Additionally, educators can use this teaching case as a tool in an executive programme for senior, middle and lower managers to shape their thoughts and attitudes toward managing a contemporary retailing business. With this case, it is hoped that students would be able to understand and decide wisely if they encounter similar circumstances in the future.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The purpose of this research is to identify studies that had been undertaken to determine the efficacy of the case method of teaching as compared to the lecture method in an academic setting. An extensive search of secondary sources to identify research was undertaken to determine the effectiveness of case teaching as compared to the lecture method. The findings of this study indicate within the research reviewed the following positive results of case teaching noted by students: enhanced learning of the subject; heightened student engagement in the classroom; and the receipt of higher grades in some disciplines. The following negative results are also found: lack of understanding of course content and the method is more challenging and time consuming. In a national survey of faculty using the case method for the first time, the following positive outcomes of utilizing the case method were found: develops strong critical-thinking skills, greater retention of course material and more active engagement in the classroom. The limitations are the inconsistency of variables measured in the study and the small sample sizes. “Recommendations for further study include the use of larger sample sizes and a control group using the lecture method of teaching.”

An extensive search for all studies is performed in the classroom to evaluate and compare the use of the case method as compared to the lecture method of teaching.

The courses evaluated in the study are from a variety of disciplines in universities.

A review of research studies is performed to evaluate the efficacy of the case method of teaching as compared to the lecture method.

This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski. The interviews were conducted on-site. In addition, the authors researched the literature on both organizations.

Eroski is the largest of Mondragon Corporation’s coops. Since its founding, Eroski has faced numerous challenges. It has responded to each challenge with out-of-the-box thinking. In response to the pandemic, Eroski become an e-commerce supermarket as well as selectively continuing bricks and mortar stores. As the pandemic is winding down, Eroski is considering how to respond to the “new normal,” which is largely undefined. The question posited at the end of the case is, “Will Eroski be able to hold to its social principles, maintain its unusual governance model and other unusual practices, and survive this latest challenge?”

Eroski of Mondragon is a complex and unusual organization. To appreciate the challenges and how they were overcome by its unique business model, a student must have a minimum background in management, corporate finance and marketing. Thus, this case would fit well into a senior or graduate class on strategic human resource management. It is also recommended for the strategy capstone course usually offered during the last year of a business bachelor’s degree (senior level) to ensure that students are introduced to what Paul Adler refers to as an alternative business model. It can also be targeted for an advanced management course or a strategy course at the MBA and executive levels.

This case study is a compilation of data gathered from secondary data sources.

Roger Federer has won a record setting 20 grand slam titles in his career and has an impressive 103 ATP singles titles to his name. He has stood the test of time and is widely acknowledged as one of the most distinguished players of all times. His personal charisma, classic shot making abilities and consistent stylish on-court performance over a long period of time has created a brand – Roger Federer. Inevitably, as he will have to wind down his career, it would be challenging to brace the brand and identify ways for its endurance. Various models of brand management, namely, Brand Identity Prism and Customer-Based Brand Equity model, have been applied for the brand – Roger Federer. An analysis of brand-building practices can help to understand how sportspersons build brand equity and factors which characterize personal brands that develop in a professional arena. This case study also helps to dwell on how human brands will sustain themselves after the players retire.

This case is designed to teach the concepts of brand in courses such as brand management, marketing management and sports marketing to both undergraduate and postgraduate classes of business management. This case can also be used in various executive programs and in customized short-term courses.

After completion of the case study, students will be able to discuss the characteristics of sustainable enterprises driving the innovation; analyze the concept of waste to wealth, along with its associated benefits and challenges; provide an example of a sustainable start-up that operates conventionally and is attempting to increase production capacity through automation; and describe the strategies for scaling up the business.

Mr Manigandan Kumarappan’s goal was to provide the world with alternatives to plastic and other nonbiodegradable articles used in homes, offices, hotels and other places which compelled him to leave his corporate life behind and become an entrepreneur. His knowledge, expertise and creativity made him work toward providing a sustainable solution to the plastic-free world which made him create leafy straws for the world. His start-up Evalogia made 10,000 straws a day, mostly with manual production and machine-assisted in part of the processes. Evalogia got orders from all over the world after the ban on plastic from many countries. However, Evalogia was unable to meet the demand, as the manufacturing process mostly depended on manual production at present. Hence, the company planned to scale up its production capacity from 10,000 straws per day to 100,000 straws to meet the demand through automation or by increasing the production units to meet the growing demand from domestic and international markets. Kumarappan wondered if increasing the number of manufacturing facilities would make it harder to hire new staff, manage existing ones, train them and provide overall supervision; if these tasks were not completed well, the product’s quality and, subsequently, its demand, might suffer. The automation process required huge investment, time and a great deal of skepticism for its success. Kumarappan was stuck over whether to add more production units or automate the process to increase production.

This case study is suitable for graduate students.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case is designed to enable students to understand the role of women in artificial intelligence (AI); understand the importance of ethics and diversity in the AI field; discuss the ethical issues of AI; study the implications of unethical AI; examine the dark side of corporate-backed AI research and the difficult relationship between corporate interests and AI ethics research; understand the role played by Gebru in promoting diversity and ethics in AI; and explore how Gebru can attract more women researchers in AI and lead the movement toward inclusive and equitable technology.

The case discusses how Timnit Gebru (She), a prominent AI researcher and former co-lead of the Ethical AI research team at Google, is leading the way in promoting diversity, inclusion and ethics in AI. Gebru, one of the most high-profile black women researchers, is an influential voice in the emerging field of ethical AI, which identifies issues based on bias, fairness, and responsibility. Gebru was fired from Google in December 2020 after the company asked her to retract a research paper she had co-authored about the pitfalls of large language models and embedded racial and gender bias in AI. While Google maintained that Gebru had resigned, she said she had been fired from her job after she had raised issues of discrimination in the workplace and drawn attention to bias in AI. In early December 2021, a year after being ousted from Google, Gebru launched an independent community-driven AI research organization called Distributed Artificial Intelligence Research (DAIR) to develop ethical AI, counter the influence of Big Tech in research and development of AI and increase the presence and inclusion of black researchers in the field of AI. The case discusses Gebru’s journey in creating DAIR, the goals of the organization and some of the challenges she could face along the way. As Gebru seeks to increase diversity in the field of AI and reduce the negative impacts of bias in the training data used in AI models, the challenges before her would be to develop a sustainable revenue model for DAIR, influence AI policies and practices inside Big Tech companies from the outside, inspire and encourage more women to enter the AI field and build a decentralized base of AI expertise.

This case is meant for MBA students.

Teaching Notes are available for educators only.

CCS 11: Strategy

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize volunteer workers, and provide community services and education to save babies’ lives (www.marchofdimes.org). The strategic issue in the case involves creating awareness of both the mission and services of MOD and the critical issue driving that mission – premature births. The organization must create a desire for various target markets to take action in response to the problem. The main protagonist is Doug Staples, Senior Vice President for Marketing and Communications.

Data were collected via personal interviews with the primary protagonists, Doug Staples, and Mike Swenson of the Barkley agency. The MOD provided quantitative Gallup studies they commissioned, as well as documents unveiling the roll-out in the San Jose, CA region. The Barkley Agency provided qualitative data from a study which consisted of eight focus groups conducted in two markets and ten personal interviews. Secondary research was used to provide a support for industry and market data, to supplement organizational facts provided by the MOD, and to identify and link marketing theory to the situations provided in the case. The organization, facts and characters in this case were not disguised. MOD was consulted throughout the case development process.

This case study is recommended for marketing courses at the undergraduate level. It is most appropriate for marketing management, introductory marketing, or marketing strategy classes. Additionally, this case is a good fit for courses focused upon not-for-profit marketing issues.

The strongest opportunities to apply theory using this case relate to branding (see De Chernatony and Dall’Olmo Riley, 1998 for a content analysis of the brand literature). These theories include brand image and personality (Aaker, 1997; Belk, 1998; Grohmann, 2009), brand awareness (Aaker, 2002), brand involvement and customer loyalty (Brakus et al., 2009), brand engagement (Sprott et al., 2009), brand relationships (Breivik and Thorbjornsen, 2008), and brand equity (Aaker, 2002, 2008). Specifically, question 2 addresses brand personality, and questions 3 and 4 explore relationships with the brand such as the emotional power of the brand and brand association. Question 6 focuses on positioning strategy.