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Case study
Publication date: 22 July 2022

Sunny Vijay Arora, Vidyut Lata Dhir and Malay Krishna

The case was compiled using secondary research, including the following sources, all of which are cited in the References List section of the case: Company annual reports, press…

Abstract

Research methodology

The case was compiled using secondary research, including the following sources, all of which are cited in the References List section of the case: Company annual reports, press releases and company websites and news media, podcasts, video recordings, websites of trade associations and other public domain sources.

Case overview/synopsis

This case highlights the decisions facing Moderna, Inc. (Moderna) related to pricing of its COVID-19 vaccine in the European Union (EU) in July of 2021. The CEO, Stéphane Bancel, must balance the need for improving shareholder returns with the call to act responsibly during a global pandemic. Should Moderna raise prices or hold prices constant? What other options might be available to the CEO?

Complexity academic level

At the authors’ institute, instructors use this case in a second-year marketing elective in pricing at the MBA level. Within the elective, the case enables a discussion on concepts of value realization through pricing and leadership decision strategies. The case may also be used in at the Executive MBA level, in a course of strategic leadership.

Details

The CASE Journal, vol. 19 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 20 July 2023

Sunny Vijay Arora, Malay Krishna and Vidyut Lata Dhir

This case can be used to teach students how to analyze innovative business models, as well as to trace their reasons for success and failure. The following objectives also align…

Abstract

Learning outcomes

This case can be used to teach students how to analyze innovative business models, as well as to trace their reasons for success and failure. The following objectives also align with categories in Bloom’s taxonomy (Forehand, 2010), consistent with the keywords underlined. More specifically, this case will enable students to learn the following: First, to analyze the distinctive features of a social commerce business model, and how these differ from a traditional e-commerce model. This objective maps to Discussion Question No. 1. This objective helps students to understand the value proposition of an unfamiliar business model (social commerce platform) and compare it with that of a familiar business model (e-commerce platform). Second, racing the causes for success and failure of a venture, using frameworks from entrepreneurship and strategy. This relates to Discussion Question No. 2. This objective helps students analyze strategic decisions of an entrepreneur in light of available resource constraints and by applying appropriate conceptual frameworks. Third, developing recommendations to help a new venture sustain its business model in the face of severe challenges. Discussion Question No. 3 covers this objective. This objective enables students to debate possible paths that the startup could take. The discussion on possible paths naturally causes students to create sustainable or viable options.

Case overview/synopsis

The case describes the challenge facing Vidit Aatrey, the founder and chief executive of Meesho, a social commerce venture headquartered in Bangalore, India, in October of 2022. While Meesho recorded the second-highest sales (by order volume) during India’s festive season, it also recorded layoffs and business closures. While Meesho’s core business of getting resellers to sell through its online platform seemed to be working, its new business ventures, such as expanding into the grocery business and into Indonesia, had failed and resulted in more than 300 layoffs. Meesho was also pressed for funding: valued at US$4.9bn, the global market for venture capital funding had chilled and now demanded profitability, not growth-at-all-costs. Meesho’s cash burn rate was about $40m per month, and Aatrey was hard pressed to come up with options for profitable growth.

Complexity academic level

This case is intended for students of management at a master’s level in a course on entrepreneurship. At the authors’ institute, this case is used with MBA students in an elective course on entrepreneurship and also in an elective course in general management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CCS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Available. Content available
Case study
Publication date: 25 January 2023

A. Erin Bass and Ivana Milosevic

Abstract

Details

The CASE Journal, vol. 19 no. 1
Type: Case Study
ISSN:

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